They may be from the same team; or when renewing a card, there are always several customer success personnel who put forward requirements that must be committed to solving. They may be just because of distance. Product managers are physically closer. The whole team is responsible for the product manager's "good old man disease", not just you. For example, the requirements you promised easily turned into a back-scheduled project, and all members of the production and research team could only work overtime and even had to give up some scalability considerations in order to deliver on time.
Or you fail to fully communicate the demand scenario before japan code phone number committing to the demand. input resources required are - times what you originally estimated. However, because you have already promised, you can only do it hard, resulting in serious unreasonable input and output. After nearly a year of physical and mental exhaustion and changes in team personnel, I gradually realized several important truths: No matter how extreme the "good guy" is, he can't solve the problem of excess demand. This is a problem of matching resources and capabilities.
This is just like building more roads may not solve the congestion problem; there is a lag effect between the solution of general needs and customer renewal, so you cannot effectively measure the iteration of general needs to effectively solve customer satisfaction (especially customer bosses, and other decision makers); The long tail effect of demand is a common problem in the industry. You must seek the fundamental solution and cannot rely on or related partners; whether you are a "good guy" or a "bad guy" does not affect the outcome of the matter except for the internal friction of yourself.
Only after committing to
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