Cognitive iteration allows you to transition from micro-operation to large-scale operation!
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At the beginning of this year, Luo Pang’s speech “Friends of Time” was all over the screen. Xiaoyuan went to read the netizens’ replies out of occupational disease. Some people say that "there is no substantial content ". In fact, if you always hope to get the secret of quick success from others' sharing, it seems like "success" lies with others. With this kind of mentality, it will never be possible to truly receive any inspiration. "Time battlefield, service upgrade, intelligent revolution, cognitive tax and community crisis" are a wealth of information for Xiaoyuan. It also triggered Xiaoyuan to think about some of her future directions. Today, let’s talk about something more detailed: the direction and path of operator ’s cognitive iteration? In 2017, Fen Xiaoyuan’s first sharing topic was: Understanding of operations. Recently, there have been many messages from friends who have just entered or are about to enter the operations field. This article is also to answer some of your questions. A few days ago, Xiaoyuan saw a report on the survival status of an operator. It can be seen from the report data that operators still have a vague understanding of the value of operational functions, and "everything needs to be done" has become a relatively common existence. In fact, this is just an impression caused by understanding operations from a micro level and focusing too much on execution work. My understanding of operations is more inclined towards a large-scale operations system, which is to mobilize resources and manpower, and use content, users, activities, products, social , marketing and other techniques to achieve business goals and meet users' value needs. The iteration of cognition is also a migration of roles. It is no longer limited to a certain role or looking at things from a certain angle. Micro-operations will gradually transition to large-scale operations, but this process requires continuous iteration of cognition. Next is what Xiaoyuan thought about and shared today. 1. Is operations really just about doing trivial things? The limitations of micro-operation cognition "The daily operations work is too trivial"! ! · Updated content to be pushed in the morning · This month's activities have not been planned yet · This week's data summary needs to be done quickly · The product team dragged me to a demand analysis meeting in the morning Many people working in operations are surrounded by trivial matters, big and small, every day. Moreover, apart from sharing data with product, operations has very few work results that can be concretely demonstrated, so everyone begins to "pursue a sense of accomplishment." In fact, organizing activities, updating, user interaction, editing, etc. are all micro-operation work, which focuses more on the understanding of the execution content, whether it is completed, and the quality of completion. Although execution is very important, if we always implement it with the concept of micro-operation, it will easily lead to some operational limitations. ① A lot of things were done, but the results were poor ② The final status did not change because of the completion of a certain thing ③ Confused about the operation direction ④ Gradually lost the ability to plan and decompose the operation goals Most of these limitations arise from the perception of micro-operations. Dealing with various trivial matters every day, have you ever thought about, or do you have the ability to sort out the axis of value connection from these executed tasks? If we understand the value of each detailed operational task when combined, will the operational work be different? 2. How to make operations more flexible and effective Cognition of big operations: Operations involve working with users, content, activities, channels , etc. every day. If you want to ensure that the operations work is not superficial, it is very important to establish cognition of big operations. For example, when doing product operations , we need to have a leapfrog understanding of the product's value, stage, user habits, promotion demands, etc., and extract the value that needs to be achieved in each stage of operation. Xiaoyuan has come into contact with some operations people. They deal with various trivial matters every day and have been busy for many years, but they are still stuck in the understanding of single work and have always found it difficult to make a breakthrough. Of course, they can come up with a good headline and plan an event well. However, they don’t know the value of different activities and different content, and keep complaining about the KPIs set by the company for operations. Without an awareness of large-scale operations, operations will only become more and more difficult and more and more restricted. 3. How to transition from micro-operation to large-scale operation? Cognitive iteration of operations Everything we judge and do is done under the guidance of cognition, which affects the outcome. It will even extend to personal career development and personal mentality. Different people have different understandings of operations. “Operations are just miscellaneous tasks,” “Operations are promotion,” “Operations are customer service”... If the understanding stops or is too monotonous, it is easy for people to fall into some limitations of understanding. Keep paying for your own cognition and bearing the consequences of insufficient and inadequate cognition. When we understand the impact of cognition on everything we do, how can we optimize and iterate cognition? Phase 1: Understanding of micro-operation work [Point] If you want to reach the top of the pyramid, you will inevitably need to accumulate some micro-execution processes. Especially for operations that involve such a wide range, if you want to become a high-level operator, you need more knowledge about the execution level. The cognition of micro-operation here not only refers to doing the execution work well, but also needs to involve a wider range, including users, promotions, products and so on. There are multiple sections within the operation scope that are interrelated. Involving more related micro-application content can help build your own cognitive system. However, many operators, due to laziness, deliberately avoid being involved in more related content. After all, this also means that there is more work to be done. The cognition of micro-operation is the process of developing the cognition of operation from nothing to something. Some people can start from the field they are best at, while others have traveled many paths. However, during this period when cognition is being built and beginning to take shape, it is more important to do every micro-execution well, from shallow to deep, from narrow to broad. Phase 2: Understanding of project operations [Line] In order to make the micro-matters of operations generate value, it is necessary to mobilize resources and coordinate, and also to distinguish the importance of matters. A very important part of operational work is coordinating with relevant departments. This coordination and promotion process can be compared to the process of project operation management. This process will trigger the start of cognitive iteration. First, we no longer see just a single item, but the stages at which the items are related. Operational cost consumption is no longer evenly distributed, but begins to focus on important and urgent matters. Secondly, the awareness of resources will be opened up, such as what resources need to be mobilized and when, and why resources are willing to be mobilized. This process is all about the understanding of the integration of operational resources. Therefore, when looking at operations from the perspective of project operations, operations are no longer "doing a variety of trivial things", but become "operations are to achieve certain company business goals, and then broken down into the resources and work that need to be allocated at each stage." Understanding project management is a necessary stage in the iteration of high-level operational cognition. Stage 3: Cognition of Horizontal Fields The form of operation sometimes shows the characteristics of the post-product era, but when the product appears and then operates, it is sometimes a passive state. Only by operating in sync with the product can the effectiveness be closer to maximum. Application requires activating the value of the product and connecting the product with users. It is very important to understand the product. Of course, understanding the product here does not mean knowing how to develop a product, but understanding the principles, tracks, functional points, etc. of product settings. The product 's thinking and cognition are integrated into the operational cognition. The collision and running-in of different cognitions will produce a clearer understanding of product operation, which is closer to the operational purpose of realizing the product's value. You can try to make a product prototype and try to analyze the product you are benchmarking against. This process is to fill in the gaps or deviations in product knowledge while iterating existing operational knowledge. In fact, this is not just about the product, but also includes the understanding of marketing, brand, and finance. Don't force yourself to position yourself in a certain type of operational role. Only by constantly extending the bandwidth of your cognition can you ensure that your operational cognition will not be limited by being too vertical. Stage 4: Understanding of business operations Seeing this, some people may say, I am not the boss, and I am not at the stage to start my own business , so why should I have any knowledge of business operations. However, Xiaoyuan has gone through the start-up stage, and the perception of business operations that was broken during this stage has been used until now. Various aspects involved in daily operations, communication between departments, personnel management, promotion budget, etc., have all gradually changed from passive to active in mentality and matters because of the iteration of the perception of business operations. With micro-operation awareness, we will have a concept of cost and quality of individual execution. With project and product awareness, we will have ideas about input and output. With business management awareness, we will have ideas about the integration of competition, market, resources and other aspects. At least we will not do a lot of useless work that consumes a lot of operating costs. The iteration of business cognition is not only a kind of upward management, but also a kind of downward control. It is a process of upgrading various cognitions such as operations and resources. The understanding of business is the understanding of input-output ratio, the understanding of team management, and the understanding of resource and financial control... Stage 5: Understanding of human nature In fact, Xiaoyuan may still be repeating the first, second, third, and fourth stages of cognition. Originally, cognition is not a state of emission, but a roundabout process. It is just a summary of the cognitive process from the perspective of Xiaoyuan, and then one can consciously and actively extend and infiltrate one's own cognitive changes. The understanding of human nature is actually interspersed in every job and every stage of life. It can only be accumulated slowly through social practice and systematic learning. People are dynamic, especially groups of people, so our understanding of people is also constantly iterating. The things that operations do include planning an event, editing a graphic, and communicating with users one-on-one, as well as formulating operations plans for a certain stage. If the understanding of human nature is constantly iterating, then the trajectory of user behavior, team management, and upward communication of goals will be closer to the essence of operational value. Why did Madoka put the special explanation on the iteration of human cognition in the last part? After so many years of operations, I have seen many operators who are obsessed with breaking through their own ceilings, or are confused because they have done a lot of things but have not demonstrated their value. When we look back at all the struggles in this experience, we cannot do without the understanding of ourselves, the users, and the deep value of human nature. The cognition of users is not at a single level, but a dynamic and multi-dimensional one. When the routines are constantly changing, what remains unchanged is the empathy for users, as well as the understanding and tolerance of their humanity. In fact, contrary to many people's expectations, most people's understanding of users is rough and one-sided, "Do users really like this method?" "I feel that users don't need this." Any subjective judgment made without any user analysis is uncertain. Of course, in the long-term accumulation of user understanding, a kind of understanding similar to talent and inspiration will slowly form, but the process is still indispensable: high-frequency open communication with users, becoming a person with a user-like identity, and tracking and feedback of actual data. Emotional cognition also needs to be based on rational accumulation. Many people feel confused about operations. In fact, in addition to learning skills and experience, they also need to sort out and correct their thinking and cognition again and again. I hope that Xiaoyuan’s sharing this time can give a little inspiration to those kids who are still confused on the road of operation. That’s enough. Mobile application product promotion service: APP promotion service Qinggua Media advertising This article was compiled and published by @粉小圆 (Qinggua Media) by the author @粉小圆. Please indicate the author information and source when reprinting! |
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