Why do some companies keep saying that they value operations but always fail to do so?
| Operations work is very detailed, and some company managers have only a vague understanding of what operations specifically do. There are not as many people in China who have fully done systematic operations work as one might imagine. The Internet has developed too rapidly in recent years, and the requirements for operations are becoming increasingly higher. Your knowledge and understanding need to keep pace with the development trend of the Internet at any time. Operation is a slow process that requires the maintenance of a team; operation is not omnipotent and cannot solve all problems; it is only a means to solve problems. A good operator is not just satisfied with doing the current job well, but on the basis of doing his job well, he should take the initiative to expand other business capabilities and become familiar with other operation modules. As a company and supervisor, we also need to try to provide them with these opportunities, which will also help the growth of operations. So, have you encountered or made any of the following “mistakes”? 1. What problems are operators prone to? Not to mention the problem of not being able to recruit people, it’s difficult for everyone to recruit people now. I don’t think this reason should be an excuse for not doing or not doing operations well. 1. Operations managers cannot take the lead Operations work is different from other jobs. Since the work is too detailed, companies generally prefer to recruit people with relevant experience to take charge, or promote them directly from the front line. Pure management and parachuting in are not bad, but pure management with low emotional intelligence and unwillingness to familiarize themselves with the business is definitely not bad. In reality, what mistakes do many operations managers often make? They don't try to understand the business, and they don't care about or understand the specific work content and actual working status of employees. They focus on building relationships, flattering, and being the boss's "message". They do whatever the boss says, and don't do anything if the boss doesn't say anything. Talk about strategy, future, ideals and vision every day; The relationship with the other departments deteriorated, and the energy was spent on office struggles; Taking credit for subordinates' achievements and using so-called authority to pressure others; Cannot take the initiative to take responsibility, and let subordinates or other departments take the blame; When a department has a lot of negative emotions, they fail to channel them or make an example of them; In the absence of sufficient front-line experience, they turned themselves into managers too early and distanced themselves from the business itself. Of course, these problems are often made by people in charge of other functions, but the boundaries of operational work are sometimes too vague, so these problems are more likely to occur. At this time, this person’s leader has to take the initiative to step forward. 2. Duties of Operations Specialist The most basic position in operations work is called an operations specialist, and the responsibilities of this position can be summed up in two words: execution. Operational work focuses more on actual combat, and requires improving one's abilities while constantly honing basic skills, and it takes time to exchange experience. So if you haven't done it beforehand, you have no right to speak in advance. If you don't have enough reasons to convince your leader, then you have to do it in a down-to-earth manner. Don't complain, operations work is very hard. Whoever perseveres will have the most powerful microcosm. 2. Problems for company decision makers The decision makers of a company have the most difficult job as they decide the future development direction of the company. People are like this. The higher the position, the easier it is to overlook details, the easier it is to be blinded, and the more we should prevent problems from happening. What mistakes do decision makers often make in this aspect of operations? I won’t expand on the issue of employing the wrong people. Operations is a thankless job sometimes, as there is often a lot to do and the results may not be satisfactory. It is common to take the blame and make things difficult for others, so decision makers need to give operators enough support and understanding. Excessive interference in the specific implementation details of operational work. If you have never done operations, you don’t understand them. Don’t be overly superstitious about those methodologies. Practical operations are the code of operations. Many operations personnel have this experience: they know intuitively that this is the way it should be done, but if they try to explain the reason, they really can’t. This is because many operations staff only focus on doing their work without paying attention to summarizing and expressing themselves. Furthermore, the operational thinking is divergent and jumpy, and not as clear as the organization and logical framework of technical and product personnel. Therefore, decision makers should help them determine the direction rather than focus on the details. 3. Operations cannot fully play their role Many companies only start looking for operating partners when their product is almost built. Or there is a ridiculous idea that "once the product is done, the rest of the work depends on operations." Strictly speaking, none of this is wise. Product personnel in many companies do not really understand their users, and their real needs definitely do not come solely from survey results, because the samples may not be objective. Often, as the product is being developed, it becomes a product that meets the needs of one or several product personnel. When is the best time for operations to intervene in a project? You should get involved in the product planning stage. So-called participation does not just mean being a listener and offering suggestions. At that stage, operations need to understand all product requirements and specific rules, and give product personnel sufficient advice. Once many product functions are determined, it is very difficult to rework them later. That’s what I did back then. I would even pick out typos and incorrect use of colons. Of course, this habit is not a good one to some extent, so I tried to avoid it later. But it was from that time that I gradually learned every detail of the entire community. When a project is completed, there will be considerable gains, and it also makes up for the shortcomings in the product. This is also one of the reasons why I was able to successfully transition to product development later. 4. Conflicts are prone to occur between the operation link and the product link The product is probably the one that has the closest contact with operations. In many companies, operations and products often conflict with each other, or operations needs are ignored or shelved, or products expand operations needs, or operations and products do their own things and cannot communicate well with each other, and so on. At this time, they need to understand each other and make choices, or their respective leaders should coordinate and resolve these conflicts. However, I have always felt that the best way is to place products and operations under a large department. This will force product personnel to understand users and operations personnel to become familiar with product rules and logic. This way, the priorities of many needs can be more mutually agreed upon. There is no other way. If you can't push yourself, the only way is to use the system to force you. 5. Frequent changes in operations managers or turbulence in the operations team This is a big taboo. Operations and users are in direct contact, and users are people-oriented. A good operation will directly affect many users. The soul of an operation can directly influence the entire user system. Of course, if this person never comes into contact with users, that’s another story. Serious turmoil in the operations team, or even a complete replacement, will cause the entire operating system to collapse directly, leading to a large number of users leaving, so it has to be rebuilt. It is impossible for newcomers to be familiar with all the rules, which is like a change of dynasty. The cost is actually very serious. When operators have contact with users for a long time, they will be infected and moved by them. In fact, they do not want to leave the company, but the decision makers have hurt their feelings imperceptibly. As a result, the talents they have cultivated with great effort have become guests of honor of others. However, the operation team cannot remain unchanged for a long time, because the operation work needs to change according to the trend. It is terrible to form a fixed mindset. Fresh blood needs to be replaced regularly to increase the metabolism of the team, but it does not mean that the roots can be cut off and the temperament of the operation can be lost. 6. The internal and external strengths of the enterprise cannot be balanced I have always believed that a company is like a person, and that internal and external factors need to be harmonized. The work in the product development chain, as well as the operational work in a narrow sense (operational work carried out around users and content), can be collectively referred to as internal skills, which require "quietness". Sales, business, marketing, and other work that need to be carried out externally can be collectively referred to as external work, which requires "action". If you overemphasize internal strength, you may just be working in isolation, and the company's profitability, brand building, etc. may encounter bottlenecks or outbreaks at any time. If you overemphasize external skills, your product will not be perfect, there will be problems with content and user development, and you may even resort to any means to make money. Generally speaking, it is difficult for a person to cultivate both inside and outside. Besides, human growth also requires a process. There is a limit to what one should do at each stage. Both those who work outside the Lord and those who work inside the Lord need to be valued. Internal and external strength also need to be balanced. This issue is very tricky, and many companies have problems with the balance, but they just don't admit it. In this way, the pattern itself is very important for company decision makers. A boss who is both internally and externally talented and has a high vision must be a master of all trades. |
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