If a designer is growth-oriented, what is the difference between a product and an operation? Where are the opportunities?
Conceptually, growth-oriented UGD is fundamentally different from traditional UED and product managers:
Therefore, it is not that growth-oriented is equivalent to product managers, but we need to "know better growth" and understand related b2b data methods and strategies. Designers are good at logic, methods, creativity, etc., and focus on the pursuit of perfection in the process; product managers and operations know more about business and rapid implementation, and focus on short-term results and lack of methods and systems; only by combining each other's strengths and weaknesses can we achieve more efficient growth. This is where the opportunity for growth designers lies!
A friend asked me a few days ago: We are actively involved in the business and have done a lot of things for the business side, but we don’t know how to prove our value. In fact, UGD emphasizes cooperation, more emphasis on driving and quantification, and the value of designers can be effectively verified through the lean closed-loop method. Remember not to "drown" in cooperation with the business side for no purpose.
2. The difference between lean closed loop and lean design
Lean closed-loop is the core method system of UGD. It looks very similar to Lean UX, but it is not the same, and it can even be said to be very different.
Lean design focuses on the innovation process in the exploratory period (from 0 to 1), and is qualitative rather than quantitative, aiming to help us quickly find the correct product direction; lean closed-loop focuses on the growth process in the growth or maturity period, and pays attention to the quantitative.
In other words, the essence of lean design lies in clarifying product direction, MVP (focusing on minimum viable products), and qualitative feedback; the essence of lean closed-loop lies in selecting clear indicators, decomposing modules/variables, and quantitatively verifying.
In the previous article, I mentioned that the different stages of the product are very different, so even though the ideas and steps seem to be similar, there are essential differences when it comes to specific links. The following table briefly lists some of them, so you can experience them:
This is also where UGD is different from traditional UED: that is, in the face of different stages and situations, different ideas will be adopted, instead of always applying the same number of ways.
In short, the opportunity of UGD lies in the integration of its own rigorous scientific and creative advantages with the pragmatism of the business side and the pursuit of commercial returns. This needs to be based on a deep understanding of product laws, in order to actively embrace each other, change "growth" from uncertainty to a normal state, and take the lead in "knowing growth better".
This is what I understand about the opportunities and boundaries of UGD. In the following articles, in addition to answering your questions, I will also introduce the lean closed-loop method in detail, so stay tuned!
Liu Jin (WeChat official account: Relish), everyone is a product manager columnist, founder of Yirendai UGD team, former Alibaba interaction design expert, NetEase e-commerce design director; best-selling book "Broken Cocoon into a Butterfly—— The author of "The Growth Road of User Experience Designer".
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