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第七章 把北极星付诸行动

目录

In this chapter, you will learn:

  • How to think about the relationship between your North Star and your daily work
  • About levels of bets and how to place them
  • How to integrate the North Star Framework with other methods and practices, like OKRs, roadmaps, and organizational design

在这一章中，你将学到:

  • 如何思考你的北极星和你的日常工作之间的关系
  • 关于赌注水平以及如何下注
  • 如何将北极星框架与其他方法和实践结合起来，如 OKRs、路线图和组织设计

So Now What?

现在怎么办？

Amplitude has facilitated hundreds of North Star Framework workshops. Some teams leave the workshop, identify a metric and Inputs, and then quickly fit the North Star into their workflows. For other teams, putting the North Star into action is not so easy. From such teams, we’ve heard statements like this:

Amplitude 促成了数百次北极星框架讲习班。一些团队离开研讨会，确定一个度量标准和输入，然后迅速将北极星放入他们的工作流程中。对于其他团队来说，让「北极星」投入战斗并不容易。从这样的团队中，我们听到了这样的声明:

「OK! We’ve defined our North Star and everyone seems to have buy-in. But now what？How do we actually do it？I mean, we have a whole product process and prioritization model, and development teams already are following a roadmap filled with features. How do we decide what to work on?」

「好吧！ 我们已经定义了我们的北极星，每个人似乎都认可它了。但现在怎么办？我们实际上是怎么做到的呢？我的意思是，我们有一个完整的产品过程和优先级模型，开发团队已经在遵循一个充满特性的路线图。我们如何决定要做什么？」

These are not small challenges. Without integrating the framework into how you work, plan, prioritize, and review progress, you’ll miss out on the North Star Framework’s benefits.

这些都是不小的挑战。如果不将该框架集成到你的工作、计划、优先排序和审查进度中，你将错过北星框架的好处。

The Work

工作

We call the activities teams use to make their product 「the work.」 When we use this term, we’re referring to day-to-day tasks of product-making: researching, designing, coding, testing, refactoring, prototyping, experimentation, and the like.

我们把团队用来制造产品的活动称为「工作」 当我们使用这个术语时，我们指的是产品制造的日常任务: 研究、设计、编码、测试、重构、原型设计、实验等等。

Some teams will be more prescriptive and prioritize specific features that target a specific Input. Other teams will be less prescriptive, prioritizing opportunities that are likely to influence specific Inputs, but giving designers and developers autonomy to identify the actual features. No matter which way your team works, the key is maintaining a clear connection between your work and your North Star.

有些团队会更加规范化，并且会优先考虑针对特定输入要素的特定特性。其他团队不会那么规范化，对可能影响特定输入要素的机会进行优先排序，但是给予设计人员和开发人员自主识别这些特性与输入要素关联性的权利。无论你的团队以何种方式工作，关键是在你的工作和你的北极星之间保持一种清晰的联系。

Things to Watch Out For

需要注意的事情

The following are some common reasons that teams struggle to put the North Star Framework into action and to connect it to their work.

  • They connect features and things to build immediately to the Inputs, missing out on the important step of defining the opportunity.
  • They fail to use enabling constraints like work in progress or process limits, timeboxes, force-ranking backlogs, and structured reviews. These constraints help teams sense and respond. Without them, there’s a lot of 「moving around」 and less 「true work」 (to read more about the concept of 「true work,」 see Jun Nakamuro’s post, Re-Translating Lean from Its Origin）
  • They organize around the tech stack, product areas, keeping people busy, predictable shipping features, and moving to the next project, instead of organizing in a way that optimizes directly driving the North Star’s Inputs.

以下是一些团队无法将北极星框架付诸行动并将其与他们的工作联系起来的常见原因：

  • 他们把跟输入要素有关联的特性和工作立即进行建设，错过了定义机会和可能性的重要步骤
  • 他们没有使用启用约束，比如 WIP 或过程限制、时间框、强制排序积压和结构化审查。这些约束帮助团队感知并做出反应。如果没有它们，就会有很多「四处走动」而不是「真正工作」的动作(想要了解更多关于「真正工作」的概念，请参阅 Jun Nakamuro 的帖子, 从精益的起源重新解读精益).
  • 他们围绕技术堆栈、产品区域架构组织，让人们保持忙碌、可预测的运输功能，并转移到下一个项目，而不是以一种优化直接驱动北极星输入要素的方式进行组织

Connecting the Framework to the Work through Levels of Bets

通过分级下注将框架与工作联系起来

Product teams use a variety of techniques to align strategic frameworks like the North Star to their product development practices. One approach we like is connecting the work to the North Star Framework through levels of bets. Please note, we’re describing this model to explain important principles and to help teams avoid common pitfalls—not to claim that there is just one right way.

产品团队使用各种各样的技术将战略框架(如北极星)与产品开发实践结合起来。我们喜欢的一种方法是通过不同级别的下注将这项工作与北极星框架联系起来。请注意，我们描述这个模型是为了解释重要的原则，并帮助团队避免常见的陷阱ーー而不是声称只有这一种正确的方法。

In this level of bets model, the North Star is joined to a board-like visualization of work underway and in queue. The North Star and the board are connected through a series of what we call bets. Picture the North Star and the board sitting side by side with decreasing levels of bets labeled across the top, like this:

在这个分级的投注模型中，北极星被加入到一个正在可视化的。北极星和董事会通过一系列我们称之为赌注的方式连接在一起。想象一下北极星和董事会并排坐在一起，顶部标注着逐渐减少的赌注水平，像这样:

(Note that in this visualization we 「flip」 the North Star Framework)

(请注意，在这个可视化中，我们「翻转」了北极星框架)

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Key features include:

  • The North Star Framework, including business results, the North Star Metric, and Inputs
  • Using Bets and Bet Levels to connect day-to-day work to the North Star Metric
  • Different time horizons for different Bet Levels to acknowledge different feedback loop lengths
  • A force-ranked queue of opportunities to encourage focus and promote organizing around the North Star Framework across multiple teams
  • Explicit review stages to promote learning and not just labeling things 「done」
  • Changing the language from 「to do, doing, done」 to 「focus on next, Focusing, and Review,」 and 「To Try, Trying, Review」 to separate opportunities from experiments and encourage learning
  • Work in progress limits to improve flow and help identify bottlenecks

主要特点包括:

  • 北极星框架，包括业务结果，北极星度量和投入
  • 使用赌注和赌注水平将日常工作与北极星度量联系起来
  • 不同的赌注水平不同的时间范围，以确认不同的反馈回路长度
  • 强制排队的机会，以鼓励集中和促进组织围绕北极星框架在多个团队
  • 明确的审查阶段，以促进学习，而不只是标记事情「已经完成」
  • 将语言从「 To do，doing，done」改为「 focus on next，focus，and Review」和「 To Try，Trying，Review」 ，将机会和实验分开，鼓励学习
  • 进行中的工作限制，以改善流程和帮助识别瓶颈

Here is a short video walkthrough of this approach:

这里有一个关于这种方法的简短视频:

Connect the North Star to the Working Board with Levels of Bets

连接北极星与工作委员会与级别的投注

Notice the connections among the elements of the North Star, and then the connections between the North Star and the items on the board. You can draw similar lines connecting your North Star and working board.

注意北极星元素之间的联系，然后是北极星和黑板上物品之间的联系。你可以画类似的线连接你的北极星和工作板。

We call these connections bets. You are betting that the work or the Input will produce the result. The word 「bet」 is well suited to describing risk, impact, assumptions, and uncertainty.

我们称这些联系为赌注。你是在赌这项工作或输入将产生结果。「押注」这个词非常适合用来描述风险、影响、假设和不确定性。

The more distant the bet is from the ultimate goal of business results, the higher the level. Level 0 and Level 1 bets are connection points within the North Star Framework. Level 2 and Level 3 bets connected to work on the board. All levels are connected.

赌注与企业最终目标的距离越远，赌注水平就越高。0级和1级赌注是北极星框架内的连接点。二级和三级赌注与董事会的工作有关。所有层次都是连接的。

Here is an explanation of these bet levels, using the Burger King North Star as an example.

下面是一个关于这些赌注水平的解释，以汉堡王北极星为例。

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Notice how the Burger King example tells a coherent story spanning the one- to three-week work on functionality (the Level 3 Bets) all the way up to the bets underpinning the connection between the North Star Metric and long-term business results (the Level 0 Bets).

请注意，汉堡王的例子讲述了一个连贯的故事，从一到三周的功能性工作(三级赌注) ，一直到支撑北星度量与长期业绩之间关系的赌注(零级赌注)。

Try 「Bets」 instead of 「Experiments」

I personally like the word experiment. It feels rigorous, scientific, and learning-focused. It feels…right, to me. But, over the years I’ve shifted my vocabulary to more often refer to bets, and less to experiments.

Here’s why

As I worked with more companies and leaders, I started to notice something. Whenever I used the word 「experiment,」 I would see an executive’s jaw tense. They’d nod, but you could sense confusion. 「An experiment?」 they thought (and sometimes even said aloud). 「When will this team stop experimenting and get to work?」 Or I would notice that whenever they wanted a team to do something, that same executive would co-opt my language and say something like, 「Oh, it is just an experiment! Give it a try!」

I started to use the word 「bet,」 and noticed something very interesting. Executives, who understand concepts like risk, return, investment, and diversification, dropped their resistance. Bets make sense. Bets can be big or small. Bets can be risky or safe. Good bets can sometimes lose, and bad bets can sometimes win.

With bets, I discovered a language to tease out assumptions and beliefs in a way that was a lot less forced.

试试「下注」而不是「实验」

我个人比较喜欢实验这个词。它给人的感觉是严谨、科学和以学习为中心的。对我来说，这感觉... 很好。但是，随着时间的推移，我已经把我的词汇转移到更经常提及赌注，而较少提及实验。

原因如下

当我与更多的公司和领导者一起工作时，我开始注意到一些事情。每当我使用「实验」这个词时，我都会看到一位高管的下巴紧张。他们会点头，但你可以感觉到困惑。「一个实验？」 他们思考(有时甚至大声说出来)。「这个团队什么时候才能停止试验，开始工作？」 或者我会注意到，每当他们需要一个团队做某件事情时，同一个主管就会选择我的语言，说一些类似于「哦，这只是一个实验！ 试一试吧! 」

我开始使用「打赌」这个词，并注意到一些非常有趣的事情。懂得风险、回报、投资和多样化等概念的高管们放弃了抵制。下注是有道理的。赌注可大可小。赌注可能是高风险的，也可能是安全的。好的赌注有时会输，坏的赌注有时会赢。

通过打赌，我发现了一种语言，能够以一种不那么强迫的方式梳理出假设和信念。

有关使用北极星架构及相关主题的贴士

Perhaps you are already using related tools like OKRs, roadmaps, or feature prioritization formulas. You’re probably wondering how to integrate the North Star framework with these tools. Does a North Star Metric and Inputs replace OKRs？Or should you change the way you think about prioritization, non-feature work, or even the design of your org chart?

也许你已经在使用相关的工具，如 OKRs、路线图或特性优先级公式。你可能想知道如何将 North Star 框架与这些工具集成在一起。北极星度量和输入是否取代了 OKRs？或者你应该改变对优先级排序、非特性工作甚至是组织结构图的设计的看法吗？

You can integrate the North Star Framework with other techniques or structures that product teams commonly use:

  • The North Star Framework and OKRs
  • The North Star Framework and Roadmaps
  • The North Star Framework and Prioritization
  • The North Star Framework and 「Non Feature Work」
  • The North Star Framework and Organizational Design

你可以将北极星框架与产品团队常用的其他技术或结构集成在一起:

  • 北极星框架和 OKRs
  • 北极星框架和路线图
  • 北极星框架和优先级
  • 北极星框架与「非专题作品」
  • 北极星框架与组织设计

The North Star Framework and OKRs

北极星框架和 OKRs

Many modern organizations use OKRs (Objectives and Key Results) to set priorities and monitor outcomes. In the OKR framework, teams set objectives, and then define the key results that indicate progress towards achieving each objective. Managers measure the OKRs on a regular cadence to ensure the business is working on the right priorities, while tactics or interventions are up to individual contributors or teams.

许多现代组织使用 OKRs 来设置优先级和监控结果。在 OKR 框架中，团队设定目标，然后定义关键结果，表明实现每个目标的进展情况。管理者以一种有规律的节奏来衡量 OKR，以确保业务按照正确的优先顺序工作，而策略或干预则取决于各个贡献者或团队。

Tips for using the North Star with OKRs

与 OKRs 一起使用北极星的提示

  • OKRs are usually point-in-time goals. Teams want to produce a result in a timeframe. The North Star Framework is less prescriptive about time. Be mindful of this.
  • Try framing OKRs as the impact your Level 2 Bets will have on one or more Inputs.
  • Be wary of aiming for a quarterly goal that no longer makes sense.
  • Watch out for a team packing the quarter with deliverables instead of focusing on an outcome.

  • Some teams find that linking their work to Inputs—and setting goals based on the expected impact of their work on Inputs—means that they can safely retire OKRs.

  • OKRs 通常是时间点目标。团队希望在一个时间范围内产生结果。《北极星框架》对时间的要求较少。注意这一点
  • 尝试设定 OKRs 作为你的二级赌注对一个或多个投入的影响
  • 对于一个不再有意义的季度目标，要小心
  • 注意一个有可交付成果的季度团队，而不是专注于结果
  • 一些团队发现，将他们的工作与投入联系起来，并根据他们的工作对投入的预期影响来设定目标，意味着他们可以安全地让 OKRs 退休

The North Star Framework and Roadmaps

北极星框架和路线图

There are a variety of approaches to product roadmaps, from declarations that you’ll deliver specific features at specific dates to thematic roadmaps that broadly sequence categories of opportunities without specifying timeframes or actual functionality.

产品路线图有各种各样的方法，从声明你将在特定的日期交付特定的功能，到主题路线图，大致排列机会类别，而不指定时间框架或实际功能。

Tips for using the North Star Framework with roadmaps:

使用「北极星架构」路线图须知

  • In general, the North Star works best when integrated with theme-based roadmaps that account for uncertainty over time.
  • A roadmap should explain how both in-progress and planned work connects with the North Star at a glance.
  • When building a roadmap using the North Star, focus on prioritizing the opportunities most likely to drive Inputs. Be diligent about following up on completed roadmap items to see if they had the expected impact.

  • Consider overlaying your North Star Framework on your roadmap, even conceptually.

  • 一般来说，北极星与基于主题的路线图相结合时效果最好，这些路线图考虑到了时间上的不确定性
  • 路线图应该一目了然地说明正在进行和计划中的工作如何与北极星相连接
  • 在使用「北极星」构建路线图时，应该将重点放在优先考虑最有可能推动投入的机会上
  • 仔细跟踪已完成的路线图项目，看看它们是否达到了预期的效果
  • 考虑在你的路线图上覆盖你的北极星框架，甚至在概念上

Here, for example, is an actual physical 「roadmap,」 in the form of a kanban board, with a North Star and its Inputs as integral parts of the board design.

这里，例如，是一个实际的物理「路线图」 ，以看板的形式，北极星及其输入作为板设计的组成部分。

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The board maps to the components of the North Star Framework as follows:

在这个看板上，北极星框架各组成部分的划分如下:

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Keith Nottonson from Optimizely describes the power and purpose of this visualization:

「The benefits of a large physical information radiator have always felt obvious to me: visibility, transparency, and alignment on both the process and the work. It is one thing to argue over a line item in a spreadsheet, an issue in a ticketing system, or an update on a slide; it’s an entirely different matter to be confronted by all the work in flight in relation to each other as they navigate through the various stages of a system’s workflow.

The wall also helped us evolve our processes over time. It allowed us to move from focusing only on what was in development to an end-to-end customer kanban board.」

来自 Optimizely 的 Keith Nottonson 描述了这种可视化看板的力量和目的:

「对我来说，大型物理信息散热器的好处是显而易见的: 过程和工作的可见性、透明度和一致性。争论电子表格中的一行项目，票务系统中的一个问题，或者幻灯片上的一个更新是一回事; 当他们在一个系统的工作流程的不同阶段中操作时，所有飞行中的工作相互关联，这是一个完全不同的问题。

随着时间的推移，这堵墙也帮助我们进化了我们的过程。它让我们从只关注开发中的产品，转变为一个端到端的客户看板。」

It can be hard to wean your organization off of prescriptive, timeline- and feature-based roadmaps. Be patient and focus on impact.

很难让你的组织摆脱规范的、基于时间线和特性的路线图。要有耐心，关注影响力。

Try to link all of the 「work」 on your roadmap to your Inputs and North Star no matter what resolution it is (problem, solution, big bet, small bet). While it might be a tad demoralizing to do this with prescriptive, solution-centric projects, by establishing this connection, you are clarifying the impact you hope to generate with the project.

尝试将路线图上的所有「工作」链接到你的输入和北极星，不管它是什么解决方案(问题、解决方案、大赌注、小赌注)。通过建立这种联系，你可以明确希望通过项目产生的影响，而对于规范的、以解决方案为中心的项目来说，这样做可能有点令人泄气。

Rather than drafting requirement documents for items on your roadmap, consider developing succinct one-pagers that make your bets explicit and transparent. A roadmap of one-pagers is far more powerful than a roadmap of one-word project/feature names. See Appendix X for an example of a one-pager that works with the North Star.

与其为路线图上的项目起草需求文档，不如考虑发布一个简洁的页面，使你的投注显式且透明。一张纸就能放下的路线图远比堆砌着项目/特性名称的路线图强大。有关这部分，请参见附录 X。

The North Star Framework and Prioritization

北极星框架和优先级

Prioritization is an important part of any product manager’s job. In fact, much of product management is making decisions about which of various options a team should work on and why. Prioritization is a complex topic, and treatises have been written about various models.

优先化是任何产品经理工作的一个重要部分。事实上，大部分的产品管理都是在决定团队应该在哪些选项上工作以及为什么要工作。优先化是一个复杂的话题，已经有关于各种模型的论文。

Tips for prioritizing work using the North Star Framework:

使用北极星框架确定工作优先顺序的小贴士:

  • When prioritizing, consider both the influence of the Input on the North Star and the likelihood of the opportunity to drive the Input.
  • A series of small bets or experiments is preferable to one big bet or experiment.
  • Prioritize based on expected value or influence, not to maximize the amount of work completed.
  • Teams often obsess about duration estimates. Much more valuable—in most product-led situations—is to consider forecasted value and experimentation friendliness.
  • Don’t be afraid to prioritize multiple experiments or bets against a single high-value opportunity.
  • Watch out for big batches of work with infrequent opportunities to learn and pivot.

  • Prioritize to work in ways that support the approach on the left versus the approach on the right:

  • 在进行优先排序时，既要考虑投入对北极星的影响，也要考虑驱动投入的机会的可能性
  • 一系列的小赌注或实验比一个大赌注或实验更可取
  • 根据预期的价值或影响力进行优先排序，而不是最大限度地完成工作量
  • 团队经常对持续时间估计感到困扰。在大多数以产品为导向的情况下，更有价值的是考虑预测价值和实验友好性
  • 不要害怕对多个实验进行优先排序，或者对一个高价值的机会下赌注
  • 留意那些大批量的工作，因为这些工作很少有学习和转变的机会
  • 优先选择支持左边方法的工作方式，而不是右边的方法:

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The North Star Framework and Non-Feature Work

北极星框架与非功能性工作

One way to think of a product-led company is to imagine the whole company as a value creation system that meets the needs of everyone involved (customers, the team, the broader community, etc.).

一种看待以产品为导向的公司的方式是把整个公司想象成一个价值创造系统，满足每个相关人员(客户、团队、更广泛的社区等)的需求。

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The goal of such a system is sustainable value creation, which invariably will involve a lot of support systems. Without functioning support systems—the circulatory, nervous, and digestive systems of the company—you start to see drag on the value creation system, like this:

这样一个系统的目标是可持续的价值创造，这必然会涉及到许多支持系统。如果没有有效的支持系统ーー公司的循环系统、神经系统和消化系统ーー你就会开始看到价值创造系统的拖累，像这样:

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This is why we often suggest that teams consider including a system health indicator Input in their North Star. This Input can cover critical, non-feature factors that users might not directly experience but that indirectly affect the product’s overall quality and the ability of engineers and designers to work effectively. Examples of factors that can drive a health indicator Input include system uptime, cycle times, testing and deployment processes, up-to-date tooling, and even the time it takes for a new team member to get up-to-speed.

这就是为什么我们经常建议团队考虑在他们的北极星中包括一个系统健康指示器输入。该输入可以涵盖用户可能不直接体验但间接影响产品整体质量以及工程师和设计师有效工作能力的关键非功能因素。可以驱动健康指标输入的因素包括系统正常运行时间、周期时间、测试和部署过程、最新的工具，甚至新的团队成员达到最新速度所需的时间。

Monitoring and course-correcting based on this Input will ensure that the whole system is healthy and set up for long-term, sustainable growth. Troy Magennis, product development measurement enthusiast, says, 「Most important is that health is a balance. It is not just one thing, and you can’t just focus on one thing.」 Troy describes six areas to consider when thinking about health indicators:

  • Do the right stuff (Valuable)
  • Do it predictably (Consistency)
  • Do it right (Quality)
  • Do it fast (Speed)
  • Do lots (Quantity)
  • Keep doing it (Sustainability)

基于这一输入要素的监测和问题修正将确保整个系统是健康的，并建立长期的、可持续的增长。产品开发测量爱好者 Troy Magennis 说: 「最重要的是，健康是一种平衡。这不仅仅是一件事，你不能只专注于一件事。」 特洛伊描述了在考虑健康指标时需要考虑的六个方面:

  • 做正确的事情(有价值的)
  • 可预见地做到(一致性)
  • 做好(质量)
  • 动作要快(速度)
  • 多做(数量)
  • 坚持做下去(可持续性)

Your North Star should already cover Valuable. An effective health-related Input would be a composite of metrics related to Sustainability, Quality, and Consistency. Though Speed and Quantity are not the goal (outcomes are the goal), flow metrics can be valuable early indicators of drag and health issues.

你的北极星应该已经覆盖了「做正确的事」。一个有效的与健康相关的输入要素是与可持续性、质量和一致性相关的度量的组合。虽然速度和数量不是目标(输出才是目标) ，但流量度量可以作为阻力和健康问题的有价值的早期指标。

Tips for managing non-feature work with the North Star Framework:

使用北极星框架管理非专题工作的小贴士:

  • Think of your company as a value-creation system. Then identify the top handful of things impacting the flow of value-producing work through this system.
  • If possible, visualize non-feature work as opportunities alongside the normal roadmap items. Include these opportunities in the roadmap.
  • Consider including a system health indicator Input in your North Star Framework.

  • Reframe technical debt as drag on value to emphasize how it limits impact and affects business results.

  • 把你的公司想象成一个价值创造系统。然后确定通过这个系统影响价值创造工作流程的少数几个要素
  • 如果可能的话，将非特性工作可视化为与普通路线图项一起的机会。在路线图中包含这些机会
  • 考虑在你的北极星框架中加入一个系统健康指示器
  • 将技术债务重新定义为拖累价值，以强调它如何限制影响和影响业务结果

The North Star Framework and Organizational Design

北极星框架与组织设计

We recommend that you don’t overhaul your org chart when you get started with the North Star Framework, as you’ll already have plenty to consider and manage. Once your North Star is performing well and producing a few months or quarters of learning and success, you can turn your attention to optimizing your org structure to get the most out of the North Star.

我们建议你在开始使用北极星框架时不要彻底改变你的组织结构，因为你已经有很多事情要考虑和管理了。一旦你的北极星表现良好，并产生了几个月或几个季度的学习和成功，你可以把你的注意力转移到优化你的组织结构，以获得最大的北极星。

Tips for designing an organization around the North Star Framework:

围绕北极星框架设计一个组织的小贴士:

  • Consider letting a team or group of teams focus on a single Input for an extended period of time. Amplitude refers to this product team structure as pods.
  • Organize to minimize handoffs. Start together whenever possible.
  • Organize your teams around what is valuable. Resist letting your current organizational structure force decisions about value and priorities. Be cautious about organizing around features, workflows, touchpoints, technologies, actors, etc. that do not align with your North Star and Inputs.

  • Remember that there is no optimal organizational structure for product development. As Ben Horowitz, cofounder and general partner at Andreessen Horowitz, writes in The Hard Thing About Hard Things: Building A Business When There Are No Easy Answers, 「The first rule of organizational design is that all organizational designs are bad.」

  • 考虑让一个团队或一组团队在一段较长的时间内专注于单个输入。Amplitude 把这种产品团队结构叫做 pods
  • 把团队组织起来，尽量减少交接类型的工作。尽可能所有人有相同的上下文。
  • 围绕有价值的东西组织你的团队。不要让你现在的组织结构强迫你做出有关价值和优先级的决定。在组织与你的北极星指标和输入要素不一致的地方，无论是功能点、工作流程、接触点、技术、工作者等方面要谨慎
  • 记住，产品开发没有最佳的组织结构。正如 Ben Horowitz 在 The Hard Thing About Hard Things 中写道的那样: 「组织设计的第一条规则就是所有的组织设计都是糟糕的。」

Chapter in Review

本章回顾

A challenge for some teams is connecting the North Star Framework, including the metric and Inputs, to their models and methods for prioritizing daily work. If you can already connect your work to your North Star relatively easily, by all means do so. We like a model in which levels of bets connect a North Star to a board-like breakdown of priorities. Levels of bets enable a team to trace tasks occuring in short timeframes to much longer-term goals. The North Star Framework can be integrated with other models of planning, prioritizing, and managing work, like OKRs and roadmaps.

  • 一些团队面临的一个挑战是将北极星框架(包括指标和输入要素)与他们的模型和方法联系起来，以确定日常工作的优先顺序
  • 如果你已经能够相对容易地将你的工作与你的北极星联系起来，请务必这样做
  • 我们喜欢这样一种模式，在这种模式中，分级赌注将北极星与优先权的分解联系在一起。赌注级别使得团队能够追踪在短时间内发生的任务到更长期的目标
  • 北极星框架可以与其他规划、优先排序和管理工作的模型相结合，比如 OKRs 和路线图