Don’t know how to do operational review? This is the clearest tutorial ever!

In addition to copying and pasting, I am also involved in some operations in my daily work, especially when Bajie Education was still in our hands. However, every time I organize an event, it is basically painful from the beginning. The purpose is very clear, but when it comes to setting the goal and executing it, I always take one step at a time, and each event is never reviewed. It basically feels like I am shooting one shot after another, so that up to now I have basically gained nothing from event operations .

A long time ago, actually not that long ago, I wrote an article titled " This may be the most down-to-earth and clearest method of writing an operation plan ! 》shared with everyone how to quickly and systematically sort out the ideas of an operation plan. After that, I wrote 11 operations articles intermittently, which made my ideas on operations clearer and clearer, and basically formed a relatively complete thinking system of my own.

In the process of writing, I found it more and more clearly that in fact, to do operations, you only need to establish a systematic thinking system, and then you will have a feeling of "after high mountains and deep rivers, you think there is no way out, but when you turn around, you will find another village with willows and flowers."

Whether you are doing an operation project, an operation activity or an operation promotion , you can think along the following lines:

That is to say, we can follow this idea in everything we do:

We need to be clear about the context in which we are doing this?

Based on this background, what is the purpose of doing this?

What is the basis for measuring whether this is effective?

Based on quantifiable goals, how can we make the most efficient use and optimal combination of things (strategies and methods), people, money (budget), objects (resources) and time?

Based on this idea, we must continue to follow the idea of ​​discovering problems - analyzing problems - solving problems in the specific operation execution process, and the problem-solving stage can be a cycle of the above idea.

During the entire thinking process, you must follow the pyramid thinking : top-down rather than bottom-up , and learn to break down your ideas step by step. One principle that needs to be followed in pyramid thinking is: mutual independence and complete exhaustion. Only in this way can a more comprehensive consideration be achieved .

The above idea can not only be applied to the writing of various operation plans, but also can be directly used in operation review. Once we have a deep understanding of this idea, you will find that as long as you participate in an operation throughout the whole process, reviewing is a very easy thing.

Based on the previous ideas, today I will talk to you about how to review operational work with the clearest ideas.

When it comes to operational work review, the more common ones include activity review, promotion review, operational project review, and review of phased operational results . Of course, there is much more work that needs to be reviewed than this. Whether it is as big as an operational project or as small as an interview and communication with a user, a review and summary are needed. It is not necessary to put the review of all operational work into written form. After each task is completed, corresponding review, thinking and summary should be done. In fact, this is what we call review.

The purpose of review is actually to comprehensively review, analyze and summarize the operational work, and then re-enact the process when the results are known. Through review, we can discover the problems and loopholes in the entire operation process, summarize and accumulate experience, and make strategic adjustments, optimizations and experience references for the next stage or the next operation. The more obvious effects of doing a good job of operational review are:

1. Periodic optimization and adjustment: timely identify problems, make quick adjustments, and achieve the best strategy

2. Sorting out ideas at different stages: Make your next operational work ideas clearer

3. Summarize the operation rules and routines : Operation work is not independent. There is an inevitable connection between all operation work, and the ultimate goal is to promote the achievement of the main goals. The experience gained from each task can be used effectively in other operations.

4. Improvement of operational thinking : Experience accumulation, growth comes from thinking, and gains come from summarizing.

As an operations staff, there will be some repetitive operations work, regular operations promotions or activities, and often take over some operations projects. Many people are not satisfactory when doing these jobs, but they still cannot improve well the next time they do similar work. In the repetitive work again and again, they still cannot achieve good results, lose confidence in the operations products, and finally lose interest and enthusiasm in operations.

An obvious example is that many people who operate WeChat public accounts , after publishing more than a dozen articles, still do not have a deep understanding and grasp of the content positioning and planning of the public accounts . They are still not sure what kind of title is the most attractive and what kind of content is suitable for their audience. They are also not clear about the data patterns in each tweet, and still have no insights and opinions of their own on the operation of the public accounts . Those who do community operations basically come up with topics and organize activities mechanically. They seem to have fallen into a fixed mindset and lack obvious improvements and innovations. In the constant repetitive work, I hope for luck to favor me, and the occasional small achievements will give me psychological comfort.

The most critical thing is that many people encounter a ceiling after about two years of operation and cannot find a way to break through. The best tool to break through all this is to constantly review and summarize.

Writing articles can also be regarded as a process of review. Brother Chao feels that he has grown very fast in the past year. One of the key reasons is that he constantly writes down his phased operational work, operational thinking and understanding into articles.

The content of Part 2 can actually be summarized in one sentence: When doing operations, you must make review a habit, a subconscious habit. In Part 1, we laid the groundwork for how to do systematic thinking during the operation process, and we will still follow this idea when we review the process.

If we have done systematic thinking before doing operations, the background of the work is very clear, the direction is fine, and the goal setting is reasonable, but ultimately we still fail to achieve the operational goals, then when we do the analysis, the direction and dimension should be very clear, that is, we should consider the aspects of engagement (strategies and means), people, money (budget), materials (resources), and time. The whole thinking process is actually a simple process of elimination.

In terms of "things" : there are two dimensions to consider: subjective (controllable) and objective (uncontrollable) . Subjectively, are there problems in our strategy formulation and implementation? Objectively, are there any irresistible objective factors affecting us when we do this? For example, when we review the operation and promotion work, we can review it according to the following ideas:

In terms of “people” : Are there problems with people’s abilities or execution? Is the division of labor among personnel clear and is the arrangement reasonable? Is there effective coordination between members and departments?

In terms of “money” : Is the budget insufficient? In other words, if the budget is reasonable, are the budget funds used reasonably and is the money spent in the right place? The goal of operations is to maximize ROT, but it does not mean that everything can be done for free.

In terms of “things” : Are resources utilized to the maximum extent possible and is resource potential effectively tapped? Are existing resources coordinated and utilized effectively? Resource coordination is critical when doing promotion. Whether you can obtain more and better resources will directly determine the effectiveness of your promotion.

In terms of "time" : Is the time arrangement reasonable? Is it going according to the original plan? When doing operations and promotions, many people are unable to complete the planned work within the specified time, which directly affects the progress of subsequent work. Or maybe you didn't grasp the best time to do things in your own arrangements.

If we have made effective use of and optimally combined things (strategies and methods), people, money (budget), objects (resources), and time, but we still cannot achieve our goals, then we need to consider whether there is a problem with the direction we are taking and whether the goal setting is reasonable?

According to the above ideas, it will be very easy for us to review the operational work. We will not stay up until the early morning and still have no ideas or have confused ideas, or have incomplete considerations and shallow analysis. Basically, when we are nearing the end of an operation, the review of this matter is already well planned.

When doing an operational review, we must be clear about the purpose of the review. All review ideas are centered around this purpose. After we finish the review, we need to review whether the purpose of this review has been achieved. If you review just for the sake of reviewing, and still gain nothing after the review and have no new ideas, then it is better not to do the review!

When reviewing operational work, if it is just for yourself, try to find more problems, review the pitfalls you have encountered, analyze the shortcomings and areas for optimization in the entire process, and make more methodological summaries.

If you are making a report, you must not write the review of the entire operation as a letter of repentance. When many people are doing review reports on operational projects, they all blame themselves for not achieving the goals or for many areas of optimization due to their own reasons. This awareness of daring to take responsibility is worthy of appreciation, but this is based on a preconceived notion. Once the goal is not achieved, one will think that all problems are caused by one's own subjective reasons, such as inadequate strategy formulation, execution, or lack of one's own ability. One may even consider problems with subjective emotions during the review process, which makes the entire review lack objectivity.

When reviewing a situation, two things need to be done: systematic thinking and objective analysis . Otherwise, the entire review will result in confusing and incomplete analysis, and the key issues will not be grasped.

If the results of two operational reviews show the same conclusion, and the problems summarized in the previous review cannot be avoided this time and are still repeatedly reflected in the review results, then you need to reflect. Operational review must avoid routine expressions, which is what we call universal expressions that lack objective evidence. Such a review is meaningless. Remember, all conclusions drawn in the review must be supported by facts and data.

The purpose of this section is to remind everyone of an issue that is easily overlooked during the review process: the process-based, standardized and regularized organization and optimization of operations. This is a one-time job, and it is also the most obvious and first feedback obtained during the review.

Let’s take operational activities as an example. When we complete a complete activity operation, our outputs in terms of processes, standards and specifications are as follows:

Process analysis : Sort out the entire operational process and key nodes, and draw an operational flow chart for the entire activity. For example, what fixed nodes and matters that need to be paid attention to are required in the preparation before the activity, the execution during the activity, and the summary after the activity? After the first activity sorts out the entire operational process, the subsequent activity reviews need to continuously optimize based on the first sorted out process.

Standardization: Clarification of writing specifications, speech formats, and various standards, rules, definitions, and quantitative indicators.

Standardized templates and forms: such as demand application forms, operation plan templates, various plan control forms, data analysis reports, log record forms, etc.

In fact, this part of the content has formed a complete system in mature Internet companies, but it is still relatively lacking for some start-ups or developing companies. Many of them need to be improved and optimized through continuous operational review.

Two very significant effects of this work are:

1) Improve the efficiency and rhythm of subsequent similar operations and avoid problems in details;

2) The entire operational experience and knowledge is passed on. Once a new employee takes over the job, he or she can quickly get started according to standardized processes and specifications, reducing training and guidance costs.

Same as the previous article: " This may be the most down-to-earth and clearest way to write an operation plan! 》 article, this part will also give you specific ideas for reviewing your operations. A complete review should include the following aspects:

Part I. Completion of Targets

1) Target completion data and completion rate

2) Analysis of target completion

Part II Operational Data Analysis
(This part should be presented in the form of charts as much as possible, analyzing key data, and detailed data can be attached)

1) Result data (data analysis directly generated by this operational work)

2) Effect data (the role of this operation in promoting the sorted operation goals)

(Each operation is not independent and must be carried out around the achievement of the overall operation goal. Therefore, in addition to analyzing the data effect of the operation itself, the analysis of the operation effect data should also analyze the effect of promoting the overall operation goal.)

Part III Analysis of existing problems

The analysis can be conducted in several aspects: engagement (strategies and means), people (staffing and collaboration), money (budget usage), materials (resource utilization), and time (time scheduling) . Please refer to the contents of Part 3 for specific ideas.

Part 4 Analysis of Work Highlights

Still consider it in terms of things, people, money, objects and time . This section contains:

1) Positive innovative attempts and changes in this operation;

2) The good performance of previously unused means and methods in this operation project;

3) Discovery of major vulnerabilities that were not discovered before and may be frequently encountered in the future, and good avoidance was achieved during this operation;

4) Improvement in efficiency and breakthrough in operating costs.

Part 5 ROI calculation (the input-output ratio of the operation)

Part VI Methodological Summary

Part 7. Potential Optimization in Process, Standards and Regulations

Part 8: Continuous effect follow-up strategy (operation work should not only focus on the current effect, but also consider the feedback and follow-up of subsequent effects)

Cultivating a systematic operational mindset cannot be accomplished overnight. All the ideas and thoughts mentioned above are for your reference only, and you must absorb them critically. The best way to absorb the operational ideas and methodologies we have seen or learned is not to directly apply them to specific operational practices, but whether we can internalize them into our own thinking system and methodological system in the learning process. This is the key.

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