連企業業務模式都搞不清楚，何談研發體系建設？

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在《","attrs":{}},{"type":"link","attrs":{"href":"http://mp.weixin.qq.com/s?__biz=MzIxMzUzOTIyNg==&mid=2247484181&idx=1&sn=570f840a39b37feace94c783a4841c68&chksm=97b403e0a0c38af6db39b9fad043169055b92b9fa66870e4dd47b8a75edf1560a4127adc37d3&scene=21#wechat_redirect","title":null},"content":[{"type":"text","text":"思考：如何打造一個優秀的研發體系","attrs":{}}]},{"type":"text","text":"》一文中，我首先提到，打造一個優秀的研發體系，需要清晰自己團隊的業務模式。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果我們不能清晰自己業務的發展方向，不瞭解公司所處的賽道，不能有效的搭建適合自己發展的研發體系，我們就很難在這場競賽中勝出。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"明確公司所處的賽道","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"事實上世界沒有偉大的企業，有的只是時代的企業。比盈利更重要的是企業對賽道的選擇，而賽道就是“戰略”。近20年，隨着萬物互聯，企業的發展軌跡出現了顛覆性的改變。我們見證了IBM、諾基亞等巨頭企業的衰落，也見證了微軟、蘋果等企業的成功轉型，及BAT等更多巨頭的崛起。選錯賽道對於在發展過程中的企業而言，輕則前功盡棄，重則邁向深淵。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"同時，企業所處的賽道對於研發的要求也是不盡相同，可能研發沒有選擇賽道的權利，但最起碼要清晰的明確公司的賽道是啥，否則企業明明走的是山路，而我們準備的卻是快船，就無法起到研發對業務的強大的支撐能力了。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"站在對研發體系具有較大影響的賽道分析，需要我們清晰辨別，比如：","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"企業主體是傳統企業還是科技企業；如果是科技公司，是偏軟件公司還是更偏互聯網公司？產品方向是以TO C產品爲主還是以TO B產品爲主？業務領域是健康領域還是醫療領域？客戶是醫院客戶還是政府客戶？是醫療信息化產品還是互聯網醫療產品？應用特點是企業級應用還是智能化應用？甚至企業發展是靠自身利潤還是資本市場都對研發體系或多或少都有影響。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"老譚過去幾年一直從事TO C領域的互聯網產品，去年開始進入新的領域做TO B的產品研發，我梳理了兩個賽道對於企業能力的差異，從而指導建立的研發體系更適合當前的賽道特點。所以清晰賽道，才能對症下藥。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/1f/1f0bb15d980d550bf6433534c428be6b.webp","alt":null,"title":null,"style":null,"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"明確公司的業務模式","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"明確了公司的發展賽道，保證了大方向是沒問題的，但是同樣處於一樣賽道的兩家企業，可能因爲業務模式不同，對於研發的要求也是有差別的。比如華爲做手機和小米做手機，他們所搭建的研發體系肯定是不同的。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"老譚現在所在的公司的主賽道是TO B方向的互聯網醫療，我們簡單分析一下TO B領域的幾種業務模式的差別：","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/24/24d4b3bbbaafe3aee2b535fdb2163f01.png","alt":null,"title":null,"style":null,"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"根據我們自己所處的賽道特點，軟件外包模式很難實現融資上市；醫院由於數據安全性的苛刻要求，本地化部署是現在難以改變的現狀，雲服務模式在醫療領域並不是主流；因爲無法提供雲服務，所以想做成平臺模式的企業也是很難。所以產品銷售模式是我們的業務模式，基於該模式思考構建合適的研發體系。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"剛開始完全基於產品研發團隊劃分，按照產品規劃迭代的方式不停的發佈新的產品版本，在產品初期時這個研發節奏還是非常的好，有條不紊的在向前推進。但是隨着醫療信息化的產品開始推向市場以後，問題隨之而來，信息化的產品很難通過標準化的功能來滿足客戶，客戶的需求邊界也不完全符合產品定義的邊界，而實施團隊的資源配置也只能做到成熟產品的集成對接和小範圍的修改，爲了項目的正常推進，產品研發人員就開始時不時的拉到前線。因爲前期銷售壓力也比較大，前方業務在抓項目機會時，也開始逐步的脫離產品的邊界，產品迭代無法正常的維持，導致智能化產品因爲市場主導還是有序的進行，而信息化產品這部分就比較混亂了。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對於成熟的產品或者市場驅動的業務，大家通常的做法就是基於","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"產品找項目","attrs":{}},{"type":"text","text":"。基於產品來構建市場策略、產品規劃、銷售渠道以及客戶服務。但對於不成熟的產品或者市場驅動力不足的業務，通過","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"項目帶產品","attrs":{}},{"type":"text","text":"的方式估計也是很多公司採取的策略，很多軟件外包公司向產品型公司轉型過程就是基於這樣的策略。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不論是","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"產品找項目","attrs":{}},{"type":"text","text":"還是","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"項目帶產品","attrs":{}},{"type":"text","text":"在業務模式設計上沒有對錯、優劣之分，要根據實際情況合理的選擇，但是我要說的是這兩種模式對於研發體系的建設是有影響的，一個重產品管理，一個重項目管理，對於人員結構，開發流程，管理模式都有影響。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/73/735a0f03866d636c53eeb27b05241610.png","alt":null,"title":null,"style":null,"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"所以針對這種情況，我粗略的把團隊內的產品基於這個角度劃分了項目型產品和市場型產品，並配置不一樣的研發體系。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"拓展閱讀：","attrs":{}},{"type":"link","attrs":{"href":"http://mp.weixin.qq.com/s?__biz=MzIxMzUzOTIyNg==&mid=2247484723&idx=1&sn=095246d6a77108573ea2c0d019607f05&chksm=97b405c6a0c38cd042300c22783fea07d892a1c03381a9f33ef37f82b4a10b7d7ceaafcc0061&scene=21#wechat_redirect","title":null},"content":[{"type":"text","text":"項目沉澱產品，要認清幾個誤區","attrs":{}}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"明確當前的研發階段","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"研發體系的建設是一個循序漸進的過程，不要以爲我們通過了CMMI3或者CMMI5的認證，就說明我們的研發體系是完整的、成熟的。市場在變化，企業的戰略方向、業務模式也不是一成不變的，而我們的軟件研發的成熟度也是逐步在提升的，所以明確我們自己所處的研發階段以及未來的研發需求而不斷的進行改進。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/8e/8e9db768289235d61b3201e7058c96ee.png","alt":null,"title":null,"style":null,"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這個表是IPD研發體系的產品研發能力的級別定義，根據這個級別的評估標準，自己可以評估自己團隊的研發能力在哪個層級上，制定升級打怪的具體舉措。老譚在去年負責整體研發時對自己團隊進行了能力級別分析，當時我們其實已經有了幾個不錯的項目在做，但因爲之前都各自爲戰，產品相對獨立，算是在級別3的初級水平。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/67/67ddba0dc1ba9d83c433fb4b0df42836.png","alt":null,"title":null,"style":null,"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"明確了我們在哪和我們要去哪，研發體系建設就是怎麼去的過程。從去年開始我們以中臺思想作爲指導，加強了公共能力建設及沉澱，技術路線進行明確的定義，同時強化了平臺對於產品的支撐能力，產品的集成和複用也在逐步的增多，過去那種分散的產品體系開始逐步整合統一，團隊之間的協作以及能力的共享複用也在加強。但過程中依然出現了各種問題，這也是我寫這個專欄的目的，通過分享自己研發管理的過程來獲取更多反饋的信息，從而時時校驗自己，糾正自己。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"horizontalrule","attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/d6/d6e96dc2b5a0b44e023acc9f6911dd5a.png","alt":null,"title":"","style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":"https://mp.weixin.qq.com/mp/appmsgalbum?action=getalbum&album_id=1518028112876404737&__biz=MzIxMzUzOTIyNg==#wechat_redirect","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"《產品研發體系步步爲營》是菜根老譚結合自己的工作經歷和對研發體系建設的思考而專門開闢的一個專欄，通過分享自己研發管理的過程來獲取更多反饋的信息，從而時時校驗自己，糾正自己。同時對於在中小型企業致力於技術管理的同學提供一些研發體系建設的思路。該專欄首發今日頭條,關注我的同名頭條號和微信公衆號獲取更及時的內容推薦。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}}]}