Of course, sufficient market research, competitive product analysis and user research are required. This is his job. Because of the level jump, the observation perspective should also be reshaped. Take the case mentioned by the consulting classmate two days ago. Before I helped him analyze it, I first asked him to give a detailed introduction to the so-called "cliff-like" decline of leadership. However, to be honest, some of his leadership behaviors may be due to laziness, but after listening to the overall situation, I think that most of the "decline" phenomenon is actually because we still use the old reference to compare the old map after the role change, and naturally we cannot get new answers.
We are often accustomed toobject role. This is landcode 385 also the source of misjudgment. Therefore, we must first correct this kind of cognitive reflection before we can correctly analyze the problem. Last month, at the team tea party, a classmate shared a case at the meeting, saying that Ma Huateng, as one of the founders of Tencent, was deeply involved in the research and development and design of products in the early days. He knew every detail of the product like the back of his hand, just like a product manager.
This is indeed true. However, as Tencent continues to grow, Pony Ma's role has gradually changed from a product manager to a strategist. He is more focused on how to plan for the future and how to lead industry trends rather than personally developing a specific product. This change does not mean that he has lost his product capabilities, but rather that he has put more energy into higher-level strategic decisions. Similarly, when we discuss a certain leader, he may also be experiencing a similar change. He no longer appears frequently at product review meetings and no longer makes comments on every design detail, but this does not mean that he has lost his attention to the product.