On the overall perspective of operations: strong initiative and self-reflection

The so-called overall view of operations is nothing more than the development of habitual thinking, which is the habit of thinking rationally, proactively and self-awarely when doing big and small things in operations.

A sentence that has been mentioned again these two days is: You did nothing wrong, the only problem is that you are too old.

Secretary Dakang is enterprising and hates lazy politics. Operations cannot be isolated in a corner. If you fail, you will die. It is not bloody at all. In terms of the current role, operations control the lifeline of core resources such as users, market investment, and company revenue. How can they accommodate people who just want to live a comfortable life?

Operational Logic

First of all, diligence does not mean doing things recklessly. When doing economics, one must also abide by economic principles and policies.

The success or failure of an operation never depends on fragmented thinking such as creativity, so there is no need to worry too much about not having the same wild imagination as others. Operations require logic. What kind of input, how much output, and what kind of risk all need to be based on evidence, which can be data, experience, or common sense.

• Where are the users of the product?
• What are the main promotion channels for similar products?
• What is the industry cost range?
• What channels cannot be promoted?
• Which channels have users and can be tried? How to do it?
• What indicators are monitored?
• What function do users use most?
• What is the user's behavioral trajectory?
• What are the starting points and purposes of users using the product?
• What is the starting point of marketing ?
• Which features need to be enlarged?
• What indicators should be monitored for operational effectiveness?

The overall thinking and the execution of most operations are all based on principles, and most creative ideas also come from long-term observation and understanding of users and accumulation of cases, all in one go.

Before the execution of the operation, there are several logical considerations:

1. Comprehensiveness of information.

What practices and cases are there to achieve this goal? What are the similarities and differences between these practices and my goals? Is this the best way to get information at the moment?

The ability to grasp information sometimes does not depend on how much direct experience one has, but on whether one has mastered the logic of information retrieval, knows what kind of information is needed, and can quickly respond to where and how to find it.

2. Input and output.

Is it cost-effective to do so? Can it achieve the goal? What are the risks and uncertainties? Don't do it just for the sake of doing it.

3. Detail logic.

Mediocre execution only uses the most brainless design logic, taking it for granted that I need to achieve this operation, so I let the user do this.

Operational dominance

The function of operations is actually very flat and relaxed. Even basic positions can see data performance, user preferences, and industry cases. The user's information data source is no less than that of the leadership. Sometimes, they have more energy and time to observe and summarize many details. And I believe that in the current industry environment, most leaders will not blindly reject detailed, well-reasoned, and problem-solving suggestions and subordinates.

When facing a goal, one can clearly break down all aspects of the solution, rather than just thinking within the current responsibilities. In the face of operational logic, all needs and resources are reasonable. Whether they can be fully met is another question, but not thinking about it or raising the question is your problem.

• Is the product process reasonable?
• The data anomaly does not conform to the business logic?
• Is the user feedback brought about by content guidance different from expectations?
• The guiding terminology is not detailed and direct enough?

I prefer operations to be like Li Dakang, who, based on operational logic and capabilities, possesses a pioneering and strong style, and the current difficulties are just paper tigers. Don’t shirk your responsibility just because you haven’t done it before or don’t have enough resources. You can settle for the second best and make a compromise to get closer to the real effect.

Give yourself a compliment appropriately. In the face of operational goals, broaden your thinking and means of solutions. Collect and summarize unknown information, dare to propose and demonstrate feasibility, and refine implementation plans. In the world of operations, there is no such thing as stability in mediocrity.

Wherever there are obstacles in the demonstration and operational goals, products, copywriting , and methods should be used to bring solutions and promote resolution.

“Peer” supervision

Sha Ruijin asked the Discipline Inspection Commission to set up supervisory departments at the same level for both himself and Li Dakang, because a top leader who is aggressive and aggressive is prone to fall into the pathological state of being self-willed and disregarding consequences. Maintain a "monitored" mentality and maintain awe of users and success or failure.

When operational awareness is strong, you should be able to calm down and listen to the opinions of colleagues in product, sales, and customer service, actively seek opportunities for communication or meetings, and incorporate different perspectives into operational execution.

When operational routines are overused, it is easy to lose the basic judgment of user experience design and user needs, and enter a vicious cycle of putting the cart before the horse.

In addition to data monitoring, listen to the design ideas that product managers adhere to, understand the interests of cooperative customers, record some users' original feedback, and observe user interaction status information in a natural state. There are many ways to make a domineering heart resilient.

If the investors left because of Yi Xuexue's appointment as secretary of the Jingzhou Discipline Inspection Commission, then such malicious operation method is not recommended.

Difficulty of thinking

In Li Jiaoshou 's view of knowledge, when you have 10,000 pieces of knowledge, every new piece of knowledge you come into contact with may mean an increase of 5,000 pieces of knowledge.

The so-called overall view of operations is nothing more than the development of habitual thinking, which is the habit of thinking rationally, proactively and self-awarely when doing big and small things in operations. The sooner you establish your own thinking system and principles, the faster you will leave mediocre people behind.

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