As soon as you enter the product, it is as deep as the sea, sad, happy and mad, and the person who bows his head is the one who goes uphill. There are roughly two types of private messages in the background these days: The first type is to ask Brother Jing to category email list post a unique video of drilling a fire ring, saying that he has a friend who wants to watch it, and even draw a business blueprint for "online circus" to classmate Jing. The second type is to ask what competencies are needed by product managers. Is everyone a product manager? This should be a new student category email list entering the product industry, full of desire for future knowledge learning. Since there are many students who leave messages in the first category.
let’s discuss the second category today: who are not suitable for product managers. In other words, which product managers are more limited in their category email list development? In fact, this issue was discussed in the product group a few days ago. Although the argument that everyone is a product manager is deeply rooted in the hearts of the people, the threshold seems to be one level category email list below the ground. In fact, the development ceiling is very high. Moreover, driven by global involution, The boundaries of product work are becoming more and more blurred. Knives, guns, sticks, playing, pulling, playing, and singing must be mastered. But in fact, according to Jing’s shallow experience, there are indeed some people who are not suitable for the product manager industry.
Even if they forcefully enter the game, their future development will be extremely limited. Before going deep into the exchange, we need to clarify a category email list small question: How do you define a product manager? Is it demand design? Is it agile thinking? Is it a logical expression? is the job title? Is it career development? Is it a career in life? At different stages of development and category email list from different personal perspectives, the answers obtained by each person must be different, and even vary widely. Jing believes that product managers take product thinking as the core, continue to expand outward, and effectively express the integrated comprehensive thinking. There are actually three key words in this definition.