How to apply the thinking logic of full-stack operations?

The Internet has transitioned from the barbaric era to the mobile Internet era and then into the era of refined operations . Many professions were born in this process, and operations is one of them.

In the past, operations positions in enterprises could not be specifically defined, and were similar to miscellaneous roles in enterprises. Later, some specific definitions were gradually broken down, such as user operations , event operations, content operations , and other subdivided positions. In the past, there were not many problems in being responsible for a specific job. The human resource costs of the enterprise were low, and organizations collaborated to jointly complete the specific indicators of the enterprise. However, with the changes of the times, the fierce competition in the external environment and limited resources, as well as the high costs of the internal environment, operations play an increasingly important role in the enterprise.

In the future, a versatile profession will be able to stand firm in the corporate operations positions. This will be the full-stack operation that I will talk about today. Compared with the operations positions in the niche fields, the full-stack operation has a complete thinking framework when facing any matter, so that it can carry out careful thinking logic from multiple dimensions from the strategic level, tactical level, and execution level.

Thinking framework of full stack operation

The thinking framework of full-stack operation is built on the premise of disassembling anything. Behind the existence of any thing, there are some related factors, which constitute a whole. This thinking ability is the real core competitiveness of advanced full-stack operation. This logical thinking ability is acquired through long-term deliberate practice. The difference between masters and novices is that when masters face any problem, they can always find the problem right away because they know the related factors of the composition of things. Even when facing unfamiliar fields, we must learn to break things down, form conditioned reflex thinking, establish a preliminary thinking framework, and then slowly fill it with information to perfect this framework.

How to face things and establish a personal thinking framework can basically be summarized into three ideas.

1. Branching-oriented framework thinking

This decomposition thinking is mainly used when facing broad and non-specific tasks. You can add boundaries to break them down into multiple evaluation dimensions. Completing tasks in any dimension will help increase your goals.

2. Workflow

For any specific and achievable matter, there is always a corresponding workflow or method.

3. Formula

Any quantifiable goal or problem can be broken down into a formula.

These three thinking frameworks are based on our evaluation dimensions of breaking down things to find related factors and combine the resources and goals at hand to complete the task.

Open-ended questions & cognitive thinking framework

When faced with some open-ended and conceptual problems in unfamiliar fields, how does a full-stack operator think, establish a cognitive framework, find ideas and provide solutions?

For open-ended questions, you are generally not so sure about what to do, so you look for possibilities, ideas and implementation plans.

Typical open-ended questions include: "How to do user operations?"

For the conceptual term "user operation", we often need to add a boundary and convert the problem into "what specific problems does user operation need to solve" so that we have multiple different evaluation dimensions and related factors.

When faced with a completely unfamiliar field, how do you establish a primary cognitive thinking framework? A core issue is to identify the “key evaluation dimensions” when faced with unfamiliar concepts.

Is there some variable dimension to this matter? That is, because of a certain X factor, there will be completely different practices?

For example: How to operate the KOL group well?

1. Purpose: When facing this group of people, will I have different approaches depending on the results and behaviors I want this group to produce?

For example, if you want to make KOLs active, continuously produce high-quality content, and other different indicators, the approaches will be completely different.

2. Crowd: When it comes to KOL operations, for the same purpose, are the approaches different for different KOLs?

For example, when facing KOLs with different influence in different industries, the goals we want to achieve are the same, but our approaches will definitely be different.

3. Means: Is it aimed at the same type of people, the same purpose, but can I achieve it by multiple means?

For example: some spiritual motivational means? Some material incentives?

When establishing a primary thinking framework in an unfamiliar field, we often have to find an entry point, which is a good start, and then slowly improve the framework and fill it with information. In addition to the above factors, there are some auxiliary methods that can help you better establish a primary framework for unfamiliar fields.

1. Ask someone with experience directly
2. Search + Observe + Mix
3. Organize and categorize all collected information

The above three points are a bottom-up thinking logic that helps us quickly establish our own cognitive framework thinking in unfamiliar fields.

Guiding action-oriented thinking framework & closed-ended questions

When we establish our cognitive framework for some unfamiliar areas, how do we build our guiding action-oriented thinking framework based on the cognitive framework?

1. There are five basic thinking logics

Determine the stage of the product life cycle

Provide operational direction based on the stage the product is in.

2. Product business logic

Do cash flow or traffic?

If there is cash flow, expand the cash flow; if there is no cash flow, create traffic.

High-frequency business or low-frequency business?

High-frequency businesses cultivate user habits, strengthen user experience and user sharing points, while low-frequency businesses focus on branding, occupying the user's mind, occupying the entrance and increasing the user's touchpoints in specific scenarios.

3. The core business logic of the product

Draw the core business diagram of the product, find the core business logic, and ensure that the core business can run smoothly. Taking the above picture as an example, the first thing we need to solve is the user content on the supply side, and then solve the user on the consumer side, educate and train user usage habits, and promote more frequent business flow.

4. Market-oriented

Determine the specific operating methods given by the market situation of the product

5. Typical scenarios and processes of user decision-making

Typical scenario: online or offline? In which specific places? Wandering around in boredom or checking information? Is it easier to get endorsements through search or through friends?

Reach users in a way that they are more receptive to based on the scenarios they frequently visit.

Decision-making process: unilateral decision-making or multi-party decision-making?

It is typical that 2C and 2B products face different user decisions.

OK, usually the above 5 basic elements guide us to build an action-oriented framework based on the cognitive framework to ensure that we are on the right direction of operation.

Then, after we have all the above thinking frameworks, we can easily come up with solutions when faced with some closed-ended problems.

A typical closed-ended question is one in which you have already determined what you want to do and the purpose is also clear. What you hope to explore is how to maximize output under existing conditions.

For example: How to amplify the impact of an event with 500 people?

When faced with such a closed question, we have to think about whether there is a specific behavioral path? Obviously, the path of an offline event is generally as shown below.

Now that we have this process, how do we improve influence? What are the key behaviors that we can break down influence into?

Regarding the non-specific conceptual behavior of influence, we have extracted four points through the information searched through the bottom-up thinking framework we mentioned above.

Now that we know the key behaviors that influence people, we can embed these key behaviors into our activity process design to maximize activity output.

Summary: To master this full-stack operational thinking ability, you must practice deliberately for a long time. Skills can only be learned.

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The author of this article @付永承 is compiled and published by (Qinggua Media). Please indicate the author information and source when reprinting!