Because the things learned are still owned by others, many times they cannot be directly applied. And you need to try to form your own logic job function email list and method in an environment that can give you feedback, and at the same time use the results job function email list to adjust this method, and truly produce a methodology that fits the current environment. This is actually the job search [work experience] that is valued by companies at the time. For example: in the demand research stage,
I learned that product managers should listen to job function email list users and ask questions with 5why. But the truth is that users often convey one-sided content and can't answer why. So how should we adapt to the characteristics of users? How should job function email list we ask questions and guide them? For different industries and products of different businesses, there may be different answers. To sum up, what we need is an environment in which we can grow, an environment in which we can give feedback on assumptions.
Only based on feedback can product job function email list managers adjust their product view and methodology, which is the most important for their own growth job function email list iterations. But this is often the hardest, why? B-end products are emerging positions, but what about B-end bosses? They are often the first to enter the enterprise service industry and enter the field of information services. They don't have product thinking, software thinking, or experience managing technical teams.