Marvin Dawn

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December 25, 2023

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  B-end product managers need to consider more about product functionality, stability, safety, compliance, etc., while C-end product managers need to consider more about product usability

The conclusion of the Dong Yuhui incident not only brings joy to Dong Yuhui, but also prompts us to reflect on its implications for individuals in the workplace. Relatively speaking, nowadays enterprises tend to replace individuals with systems, and as individuals, it is best for us to achieve personal branding in order to stand invincible.

Recently, the Dong Yuhui incident has attracted widespread attention from the media and the public.

Most of the reports and discussions on the internet have focused on Dongfang Zhenxuan's unreasonable design of celebrity employee compensation, which is unfair to Dong Yuhui. The dissatisfaction of the general public towards the unequal distribution of capital and workers has caused widespread resonance and concentrated venting in Dong Yuhui, a person from an ordinary background.

In the end, due to public pressure and the tragic stock market downturn, Dongfang Zhenxuan announced the dismissal of Dongfang Xiaosun as CEO, and appointed Dong Yuhui as Senior Partner of Dongfang Zhenxuan, Cultural Assistant to the Chairman of New Oriental Education Technology Group, and Vice President of New Oriental Culture and Tourism Group.

At this point, the incident was finally settled.

However, one should be wary of blindly optimistic belief that this is a personal victory against capital.

How can B-end product managers grow quickly?

The product and business architecture mainly involves layering and organizing the entire business workflow, abstracting individual requirements, mapping business requirements to products in a reasonable manner, and ultimately enabling business data to flow, execute, record, and use within the product.

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While we are happy for Dong Yuhui, we should also consider the implications of this incident for individuals in the workplace.

1、 The essence of modern enterprise operation: replacing individuals with systems

The incident of Dong Yuhui originated from a debate between the editor of Dongfang Zhenxuan and netizens about who the creator of the "essay" was.

Objectively speaking, the editor's response was to state the facts, but it was wrong not to openly argue with netizens on the internet. Dong Yuhui personally acknowledges that there are generally three types of short essays, not all of which are original: one type is written directly by oneself; One type is to provide ideas by oneself and collaborate with the editor's team to create together; Another type is the team led creation by the editor, who only makes modifications or even does not make them themselves.

For an enterprise like Dongfang Zhenxuan, which has a total annual sales volume (GMV) of billions and employs over a thousand people, it is completely understandable that there is a division of labor and collaboration between Dong Yuhui and the editor's team. After all, Dong Yuhui's personal energy is limited, and he alone cannot support such a large platform.

Feng Tang visited Dongfang Zhenxuan before and asked Yu Minhong about his views on Dong Yuhui. After affirming the value of Dong Yuhui, Yu Minhong then emphasized the importance of managing a team. Feng Tang's joking point: Dong Yuhui: You can be replaced, but the backend, system, and management team have been there all along.

This detail reflects Yu Minhong's true view in his heart: systems are more important than individuals.

Logically, Yu Minhong's viewpoint is also correct. Classic economics and management have long argued for this argument.

As early as 1776, Adam Smith first proposed the concept of division of labor in "The Wealth of Nations" and explained that division of labor is beneficial for improving labor productivity and enhancing national wealth.

In the early 20th century, Taylor, known as the "father of scientific management," proposed ideas such as standardization of labor methods and specialization of management functions, greatly improving labor productivity.

Under the influence of this trend, in 1908, Ford conducted large-scale assembly operations with a large number of universal components, significantly reducing the cost and price of automobiles, and promoting the United States to become the "nation on the wheels".

The trajectory of modern enterprise development is actually aimed at pursuing efficiency and maximizing economic benefits. Through the organizational form of enterprises, large-scale production is carried out through professional division of labor, replacing individual labor.

By understanding the operational logic of modern enterprises, one can also understand why Dongfang Zhenxuan wants to "de Dong Yuhui".

However, just like how Dongfang Zhenxuan's "de Dong Yuhui transformation" has brought such a large negative public opinion. Although professional division of labor is an efficient organizational form, it also brings a series of negative impacts to individual workers.

The most prominent feature is that enterprises divide their internal departments into individual departments through their functions. People who are involved in these departments are prone to seeing only trees but not forests, becoming mere tools.

They are just doing something at hand, so the white-collar workers sitting in the office are actually no different from the workers on the assembly line, and even in an invisible factory workshop without realizing it.

Furthermore, individuals become a screw within the organization that can be replaced at any time.

Understood the essence of modern enterprise operation: replacing individuals with systems. So, as individuals, what can we do to enhance our risk resistance?

The answer I am currently thinking of is: productization of work and personal branding.

2、 Work productization

A product is used to meet a certain consumer demand or solve a certain problem. The core feature of the product is replicability, which allows for mass production.

And our job is essentially to solve problems for the company or its customers.

The so-called productization of work refers to viewing one's own work as a product for creation, and then summarizing the methodology for completing that work. Instead of simply repeating certain tasks at a low level.

The benefits of productization of work are obvious. If we can extract a methodology for completing a certain type of work, it means that past successes are more likely to be replicated in the future. This kind of replication can be done in current companies, other companies, or even starting one's own business.

In recent years, I have been in contact with many expert consultants from Huawei. They have used Huawei's successful practices, combined with their own work experience, to provide guidance on BLM (Business Leadership Model) and IPD (Integrated Product Development) for other companies. In other words, they are actually productizing their previous work on strategic planning and product development at Huawei and selling it to other companies.

By the way, I am not sure about the actual consulting effectiveness of these expert consultants, but the consulting fees are calculated in units of ten thousand yuan per day.

All second party companies in the market follow this operational routine. The solution to a certain type of problem will be sold to different first party companies.

Returning to the Dong Yuhui incident, in fact, Dong Yuhui's work has also been well productized. From small essays that can be mass-produced to knowledge-based anchors selling products, this business model has been imitated by friends such as Gaotu Jiapin. Behind all of this, they recognized that many readers do not like to watch those vulgar live streamers, and while selling their products, they reserve a bit of dignity and spiritual space for readers to comfort themselves.

This is also why many companies are willing to pay exorbitant liquidated damages for Dong Yuhui and also want to poach him, because poaching him is highly likely to replicate the success of Dongfang Zhenxuan.

3、 Personal branding

Undoubtedly, the Dong Yuhui incident ultimately ended with his promotion and salary increase, and Dong Yuhui's strong personal IP gave him a golden body.

Looking back at the development history of brands, the earliest appearance in the commercial society was actually personal brands, rather than the mainstream corporate brands that currently dominate.

The English word Brand originally means branding. In medieval Europe, guilds required craftsmen to affix trademarks on goods and use their personal reputation as a guarantee of product quality. Similarly, the brick walls of the ancient Great Wall of China are engraved with the names of the firing workers to ensure the quality of the bricks.

Many brands we are familiar with are actually named after their founders. Porsche, Mercedes Benz, Tiffany from abroad; Domestic Li Ning, Xiaopeng Motors, Zhang Xiaoquan Scissors

Therefore, personal branding is inherent in a brand.

But in an introverted country like China, when it comes to valuing personal brand building, it is easy to be mistaken for someone who likes to show off and is not focused on promoting themselves.

This is actually a misunderstanding. The core of a brand is not marketing, but establishing a sense of differentiation and trust.

Taking Dong Yuhui's IP as an example, these three words mean that the content in the live broadcast room is different from that of Xiao Yangge and Li Jiaqi. It advocates rational consumption rather than impulsive consumption, and is full of humanistic atmosphere.

So how should we build our personal brand?

Drawing on relevant theories in the field of branding, we can construct from two aspects: personal abilities and personal ethics. When we view individuals as a brand, the interaction and output with others in our work are branded with personal reputation. Over time, it will form a personal reputation within the circle.

This incident involving Dong Yuhui is different from other public opinion events. There is almost one-sided support for Dong Yuhui on the internet, and it is rare to criticize him. I think this is not only because people appreciate Dong Yuhui's literary talent (personal ability), but also because he possesses the rare simplicity, sincerity, and kindness (personal morality) of this era.

In a company, no one is irreplaceable. I hope that "productization of work and personal branding" can provide us in the workplace with more safe space for movement.

Author: Marvin Liming, official account: Growthmindset

This article is original and published by @ Marvin Dawn. Everyone is a product manager. Reproduction is prohibited without permission

The question is from Unsplash and is based on the CC0 protocol

The viewpoint of this article only represents the author himself, and everyone is a product manager. The platform only provides information storage space services.

董宇辉事件对职场人的启示

Marvin 黎明关注

2023-12-25

1 评论3124 浏览10 收藏11 分钟

董宇辉事件落幕，我们在为董宇辉感到高兴之余，更应该思考这一事件对身处职场的个人的启示。相对来说，现在企业更倾向于用系统代替个人，而作为个体的我们，最好是能完成个人的品牌化，这样才能立于不败之地。

最近这段时间，董宇辉事件引起了媒体和公众的广泛关注。

网络上大部分的报道和讨论都集中在东方甄选对明星员工报酬设计的不合理，为董宇辉鸣不平。广大人民群众对于资本与打工人之间分配不均的不满情绪，在董宇辉这个出身平凡的人身上，引发了广泛共鸣和集中宣泄。

最终东方甄选迫于舆论压力和股市大跌的惨状，宣布免去东方小孙CEO的职务，并任命董宇辉为东方甄选高级合伙人、新东方教育科技集团董事长文化助理、兼任新东方文旅集团副总裁。

至此，这一事件才算平息。

不过要警惕盲目乐观地认为这是个人对抗资本的胜利。

B 端产品经理如何快速成长？

产品与业务架构主要是将整个业务工作流进行分层，梳理，然后抽象出一个个需求，将业务需求与产品合情合理的映射起来，最终使业务数据在产品中流动，执行，记录，使用。

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我们在为董宇辉感到高兴之余，更应该思考这一事件对身处职场的个人的启示。

一、现代企业运作的本质：用系统替代个人

董宇辉这一事件最开始，源自于东方甄选的小编和网友关于“小作文”的创作者是谁的争论。

客观地看，小编的回复是在陈述事实，只是错在不应该在网络上公开与网友开杠。董宇辉个人也承认，小作文大致有3类，并非都是自己原创：一类是自己直接写的；一类是自己提供思路，与小编团队协作共创；再一类是小编团队主导创作，自己仅做修改甚至不修改。

对于东方甄选这样一个全年带货商品交易总额（GMV）达百亿，员工数量超千人的企业而言，董宇辉与小编团队之间存在劳动分工与协作，也是完全正常可理解的。毕竟董宇辉个人的精力是有限的，单靠他一个人并不能撑起这么大一个平台。

冯唐之前作客东方甄选，问俞敏洪对董宇辉的看法。俞敏洪肯定了董宇辉的价值之后，又转而强调了管理团队的重要性。冯唐打趣的提点董宇辉：你是可以被替换的，但后台、系统、管理团队一直在那。

这一细节体现了俞敏洪内心真实的看法：系统比个人更重要。

逻辑上，俞敏洪的观点也没错。经典的经济学和管理学很早就论证过这一论调。

早在1776年，亚当·斯密在《国富论》中第一次提出了劳动分工的观点，并阐述了劳动分工有利于提高劳动生产率并增进国民财富。

再到20世纪初，被誉为“科学管理之父”的泰罗，提出劳动方法标准化、管理职能专业化等思想，极大的提升了劳动生产率。

在这一思潮的影响之下，1908年福特第一次以大量通用零部件进行大规模流水线装配作业，大幅度降低了汽车的成本和售价，推动美国成为“车轮上的国度”。

…

现代企业发展的轨迹，实际上是为了追求效率和经济效益最大化，借由企业这一组织形式，通过专业分工进行大规模生产，替代个体劳动的过程。

理解了现代企业的运行逻辑，也就能理解为什么东方甄选要“去董宇辉化”了。

然而，就像东方甄选“去董宇辉化”带来了如此大的负面舆论一样。专业分工尽管是一种高效的组织形式，但却对劳动者个人也带来了一系列的负面影响。

最突出的就是企业通过职能把内部划分成了一个个条条块块的部门，身处其中的人，很容易只见树木不见森林，沦为工具人。

他们只是做着手头某个环节的事情，如此一来，坐在办公室里的白领，实际上和流水线上的工人并无二样，甚至身处一个无形的工厂车间而不自知。

进一步地，个人变成了组织内的一颗螺丝钉，随时可以被替代。

看清了现代企业运作的本质：用系统替代个人。那作为个体的我们，可以做点什么来增强自身的抗风险能力呢？

我目前想到的答案是：工作产品化，个人品牌化。

二、工作产品化

产品是用来满足消费者某一需求或解决某一问题的。产品最核心的特征是可复制，即可批量化生产。

而我们的工作，本质上是为公司或公司的客户解决问题。

所谓工作产品化，是指将自己的工作视为一个产品来进行打造，然后总结出完成该项工作的方法论。而不是简单的、低水平的一直重复做某些事情。

工作产品化的好处显而易见，如果我们能提炼出完成某类工作的方法论，意味着过去的成功在未来有更大概率被复制。这种复制可以是在现在的公司，也可以在其他的公司，甚至是自己创业。

这几年我接触了很多从华为出来的专家顾问，他们就是借助华为的成功实践，再加上自己的工作经历，给其他公司做BLM（Business Leadership Model）、IPD（Integrated Product Development）的落地辅导。换言之，他们其实是把过去在华为做战略规划、产品开发的工作产品化，卖给其他公司。

顺带提一句，这些专家顾问实际的咨询效果我不确定，但咨询费用都是按万元/天为单位计算的。

市场上所有乙方公司，都是这一运作套路。即将某一类问题的解决方案，卖给不同的甲方公司。

回到董宇辉事件，实际上董宇辉的工作也很好的产品化了。小到“小作文”可以批量化生产，大到“知识型主播卖货”这一商业模式被高途佳品等友商模仿。这一切的背后，是他们识别出了有很多读书人不喜欢看那些低俗的带货主播，在卖货的同时为读书人保留了一点体面和自我慰藉的精神空间。

这也是为什么有很多公司不惜为董宇辉赔偿天价违约金也要挖他的原因，因为挖到他大概率可以复制东方甄选的成功。

三、个人品牌化

毫无疑问，董宇辉事件最终以董宇辉升职加薪收尾，董宇辉强大的个人IP为他镀了金身。

回顾品牌的发展史，商业社会最早出现的其实是个人品牌，而不是现在占据主流的企业品牌。

品牌的英文单词Brand，原意有烙印的意思。欧洲中世纪的行会要求手工艺人将商标贴在商品上，用个人的信誉为产品质量做担保。类似的，中国古代长城的砖墙上会刻有烧制工人的姓名，以确保砖块的质量。

我们所熟知的很多品牌，其实也是以创始人的名字命名的。国外的保时捷、奔驰、蒂芙尼…；国内的李宁、小鹏汽车、张小泉剪刀…

因此，个人品牌化本是品牌的应有之义。

但在中国这样一个内敛的国度，提到要重视个人品牌打造，很容易被误认为是喜欢抛头露面、不务正业的推销自己。

这其实是一种误解，品牌的核心并不是营销，而是建立一种区隔和信任。

以董宇辉IP为例，董宇辉这三个字意味着直播间的内容是不同于小杨哥、李佳琦的，是提倡理性消费而非冲动消费的，是充满人文气息的。

那我们又该如何打造个人品牌呢？

借鉴品牌领域的相关理论，我们可以从个人能力和个人道德两方面来构建。当我们将个人视为一个品牌时，工作中与他人的互动和产出，便打上了个人信誉的烙印。久而久之，便会在圈子里形成个人口碑。

这次董宇辉事件，不同于其他的公共舆论事件，网络上几乎一边倒的支持董宇辉，很少见抨击董宇辉的言论。我想这不仅仅是因为人们欣赏董宇辉的文采（个人能力），更是因为他身上有这个时代稀缺的质朴、真诚与善良（个人道德）。

在企业里，没有哪个人是不可替代的。希望“工作产品化，个人品牌化”能给我们职场人多一些腾挪的安全空间。

作者：Marvin 黎明，公众号：Growthmindset

本文由 @Marvin 黎明 原创发布于人人都是产品经理，未经许可，禁止转载

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