defining-product-vision

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Defining Product Vision

定义产品愿景

Help the user create compelling product visions using frameworks from 101 product leaders who have defined visions at companies from Notion to Airbnb to the New York Times.

帮助用户借助从Notion、Airbnb到《纽约时报》等公司的101位产品领导者所总结的框架，打造有吸引力的产品愿景。

How to Help

如何提供帮助

When the user asks for help with product vision:

Clarify the scope - Determine if they need a vision (long-term aspiration), strategy (how to win), or roadmap (what to build)
Focus on the user's future - Help them describe the world 5-10 years out, not the product features
Test for specificity - Push back on vague taglines that don't change behavior
Make it visual - Encourage prototypes and concrete artifacts over abstract documents

当用户请求产品愿景相关帮助时：

明确范围 - 确定他们需要的是愿景（长期抱负）、策略（制胜路径）还是路线图（待构建内容）
聚焦用户的未来 - 帮助他们描述5-10年后的世界，而非产品功能
检验具体性 - 对无法改变行为的模糊口号提出质疑
视觉化呈现 - 鼓励使用原型和具体成果，而非抽象文档

Core Principles

核心原则

Vision is not a tagline

愿景不是口号

Melissa Perri: "I once asked all the executive team at a healthcare company, what's the vision for this company? And they said, to be the backbone of healthcare. And I said, what does that mean? And they couldn't elaborate." A vision must be a concrete description of what the company will manifest in 5-10 years.

Melissa Perri：“我曾问一家医疗公司的所有高管，公司的愿景是什么？他们回答说，成为医疗行业的支柱。我接着问，这具体意味着什么？他们却无法详细说明。”愿景必须是对公司5-10年后将实现状态的具体描述。

Four criteria for strong vision

优秀愿景的四个标准

Ebi Atawodi: "It has to be lofty, it has to be realistic, it has to be devoid of any tech or limitations of today, and it has to be grounded in a very clear and potent problem." Balance aspiration with attainability while ignoring current technical constraints.

Ebi Atawodi：“它必须高远，必须切实可行，必须摆脱当前技术或限制的束缚，必须聚焦一个清晰且紧迫的用户问题。”在抱负与可实现性之间取得平衡，同时不受当前技术约束的限制。

Hide radical vision in familiar utility

将激进愿景隐藏在实用的熟悉形态中

Ivan Zhao (Notion): "Our realization is actually let's hide our vision, which is everybody can create their software, in the form factor that people do care. So what kind of tool do people use every day? Productivity software." Package a radical long-term vision inside a familiar, high-utility form factor.

Ivan Zhao（Notion）：“我们的想法是，把‘人人都能创建自己的软件’这一愿景，包装在人们日常关心的形态里。人们日常使用的是什么工具？生产力软件。”将激进的长期愿景包裹在熟悉且高实用性的形态中。

Vision describes the user's world, not your product

愿景描述的是用户的世界，而非你的产品

Ben Williams: "The vision is the nirvana state that you aim to enable for your users and customers in five to 10 years... It should not mention your company, your product, or anything solution related at all." Prefix vision statements with 'In the future...' to maintain long-term focus.

Ben Williams：“愿景是你旨在为用户和客户在5-10年内实现的理想状态……它不应提及你的公司、产品或任何与解决方案相关的内容。”在愿景声明前加上“未来……”，以保持长期聚焦。

Move from 'what' to 'why'

从“是什么”转向“为什么”

Chip Conley: "Ultimately, we came up with the idea that we were in the belong anywhere business. Airbnb was not in home sharing, we were in belonging anywhere." A powerful vision moves beyond the functional 'what' to the emotional 'why.'

Chip Conley：“最终，我们得出一个结论：我们从事的是‘随处归属感’业务。Airbnb不是做民宿共享的，我们是做随处归属感的。”有力的愿景会超越功能性的“是什么”，触及情感层面的“为什么”。

Use visual artifacts

使用视觉化成果

Cam Adams (Canva): "We need mock-ups. We need prototypes. You need to get that idea out of your head and present it in a visual form that helps you talk about and communicate about it." Communicate vision through tangible prototypes, not just abstract documents.

Cam Adams（Canva）：“我们需要模型，需要原型。你需要把想法从脑子里拿出来，以视觉化的形式呈现，这样才能更好地讨论和传达它。”通过有形的原型而非仅靠抽象文档来传达愿景。

Vision guides decentralized decisions

愿景指导去中心化决策

Ami Vora: "If we all agree that the feeling of something should be, I'm sitting in Dolores Park with my friends on a sunny Saturday, then people will just naturally build something that feels more consistent." Use emotional metaphors to create a shared understanding that guides decisions without micromanagement.

Ami Vora：“如果我们都认同那种感觉应该是：在一个晴朗的周六，和朋友坐在Dolores公园，那么团队成员自然会打造出风格一致的产品。”用情感隐喻建立共识，无需微观管理就能指导决策。

Strategy forces choice

策略迫使做出选择

Chandra Janakiraman: "Product strategy sits between the mission and vision and the plan... It forces choice to deploy scarce resources to generate maximum impact." Strategy is the connective tissue between the aspirational vision and the tactical roadmap.

Chandra Janakiraman：“产品策略介于使命、愿景与执行计划之间……它迫使人们做出选择，将稀缺资源分配到能产生最大影响的地方。”策略是连接抱负愿景与战术路线图的纽带。

Questions to Help Users

用于引导用户的问题

"If you can't elaborate on your vision in specific terms, is it actually a vision or just a tagline?"
"What does the world look like in 5-10 years if you succeed?"
"What user problem is so potent that it makes you 'batshit crazy' that it still exists?"
"Can someone on your team make a good decision using only your vision as a guide?"
"What would your product look like if you didn't have today's technical constraints?"
"What's the emotional state you want users to feel?"

“如果你无法用具体术语详细阐述你的愿景，那它到底是愿景还是只是一句口号？”
“如果你成功了，5-10年后的世界会是什么样子？”
“哪个用户问题如此紧迫，以至于你对它至今仍未解决感到‘抓狂’？”
“你的团队成员能否仅依靠你的愿景做出正确决策？”
“如果不受当前技术限制，你的产品会是什么样子？”
“你希望用户处于怎样的情感状态？”

Common Mistakes to Flag

需要指出的常见错误

Vague taglines - "Be the backbone of healthcare" without specific elaboration
Feature lists as vision - Describing what you'll build, not what user's lives will be like
Mentioning the product - Vision should describe the user's world, not the solution
Ignoring current constraints - Good vision transcends today's technology limitations
No behavioral change - If the vision doesn't change team priorities, it's not useful

模糊口号 - 比如“成为医疗行业的支柱”却没有具体说明
将功能列表当作愿景 - 描述你要构建的内容，而非用户生活将发生的改变
提及产品 - 愿景应描述用户的世界，而非解决方案
受限于当前约束 - 优秀的愿景能超越当下的技术局限
无法改变行为 - 如果愿景无法改变团队的优先级，那它就毫无用处

Deep Dive

深入研究

For all 143 insights from 101 guests, see

references/guest-insights.md

如需获取来自101位嘉宾的全部143条见解，请查看

references/guest-insights.md