这一周，一直在忙着建设脑机接口实验室的工作，所以没有更新，从做产品经理开始，现在回过头看曾经在职场上产品经理的工作技能分享，到现在的空 间计算、脑机接口的系统建设内容，不由得感叹，产品经理的思维一直在影响着我，甚至是现在博士研究。 产品经理的工作思维，除了商业化思考与运营，更离不开工程思维。 市面上的产品经理，都专注于软件工程或某些功能产品的原型设计，而在博士期间，因为学业要求需要看和查阅文献，我逐步发现很多曾经在工作中需要 耗费大量时间、精力的技术壁垒，其实都在论文研究里。 学术研究，可以直观提升一个产品经理的技术壁垒。 减少很多在技术壁垒的弯路，比如我们现在做的脑机接口，大量的算法与硬件工程都是来自于对方文献中的研究，基于对方文献研究的成果再进行迭代与 集成与二次开发，我除了需求调研患者、医生、以及医院的使用场景、需求外，其工程化能力是核心资源，如何将各类算法、硬件打印、电板组装、系统 接通、数据联调，再进行软件的系统设计与开发，成了我一个产品经理的所有工作内容。 相比不看文献的产品经理优势，现在我做产品经理不像我们曾经在大厂与互联网公司那样，需求要敲打的那么细节，更多是大而全，球形的思考产品的商 业模式 ...

Core Insights - Establishing credibility in the internet industry relies on "professional credibility" and "team influence" due to its results-oriented nature [1] - Traditional authoritative management is ineffective in fast-paced internet teams, where credibility stems from the ability to solve problems others cannot [1] Group 1: Strategies for Building Credibility - New testing managers should focus on three key areas: using data to communicate (e.g., showing historical defect distribution), addressing team pain points (e.g., optimizing CI pipeline duration), and personally participating in key module testing [3] - Quantifying quality risks with data (e.g., "payment interface response delay P99 > 2s could lead to a 15% loss in order conversion during promotions") helps teams recognize unseen risks [4] - Providing actionable solutions alongside problem identification (e.g., "suggest using traffic recording playback to complete payment link automation, expected to reduce 50% regression manpower") is crucial [4] Group 2: Enhancing Team Collaboration - Creating visible value for testing engineers by allowing them to present automation tool results in cross-department meetings [5] - Applying engineering methods to improve efficiency, such as developing tools for test data generation and establishing knowledge bases for recurring issues [6] - Adapting communication to agile rhythms, like using daily stand-ups to highlight key risks and replacing lengthy reports with visual dashboards [6] Group 3: Fostering a Quality Culture - Initiating monthly "Best Quality Guardian" awards voted by product and operations teams promotes a culture of quality [8] - Setting up a "quality red-black list" in the office to publicly display key indicator improvements encourages accountability [8] - Emphasizing the importance of transforming business requirements into testable solutions rather than merely relaying them [8] Group 4: Indicators of Credibility - Trust capital accumulation can be verified through signals such as developers seeking input from the testing team during technical reviews [10] - Allocating time for risk assessment in scheduling meetings indicates the value placed on testing insights [10] - The mantra "Credibility = Professional Depth × Collaborative Warmth × Output Effectiveness" encapsulates the essence of sustainable leadership in fast-paced environments [10]

Core Viewpoint - The engineering mindset cultivated by Robomaster is unique and rarely taught in textbooks [1] Group 1 - Robomaster provides a platform for developing engineering skills [1] - The program emphasizes practical application of engineering concepts [1] - Participants gain hands-on experience that enhances their problem-solving abilities [1]

Core Viewpoint - Sally's has managed to grow and expand rapidly in a challenging consumer environment by offering affordable yet quality dining options, akin to the "Uniqlo" of the restaurant industry [1][3]. Group 1: Pricing Strategy - From the 1990s to 2020, the price of baked rice decreased from ¥30 to ¥18, and Italian ham dropped from ¥36 to ¥18, showcasing a significant reduction in menu prices [2]. - Despite lower prices, Sally's has increased its net profit to 8.1 billion yen in 2024, a 58% year-on-year growth, with annual customer traffic reaching 200 million [3]. Group 2: Product Quality and Localization - The concept of "quality" at Sally's refers to being a value-for-money restaurant rather than gourmet dining, offering dishes that are enjoyable but not overly rich or small in portion [4][5]. - The company adapts its menu to local tastes, such as introducing spicy pasta dishes unique to China [7]. Group 3: Supply Chain and Cost Control - Sally's maintains control over its supply chain by producing its own ingredients, such as lettuce, corn, and rice, ensuring quality and cost efficiency [8]. - Innovations like the "Sally's No. 18" lettuce allow for more servings per head of lettuce, and strategic farming practices have reduced rice costs by 5,000 yen per bag [9]. - The integration of logistics, cold chain transport, and central kitchens minimizes logistics costs and reduces the need for extensive kitchen staff training [9][10]. Group 4: Operational Efficiency - The company has streamlined operations, reducing the preparation time for opening a store from one hour to 45 minutes, saving significant costs across its numerous locations [11]. - Instead of using traditional KPI metrics, Sally's employs a flexible reward system that encourages employees to focus on beneficial operational practices [12]. Group 5: Lessons for Other Companies - Key takeaways for Chinese companies from Sally's success include the importance of extreme cost-performance ratios, effective offline store strategies, and high execution efficiency to maintain low prices [13].

Core Viewpoint - The implementation of the "Residential Project Standards" marks a new phase in China's residential construction, emphasizing high-quality development and the concept of "good housing" as a key focus for the real estate sector by 2025 [1][9]. Group 1: Standards and Requirements - The "Standards" set national requirements for residential construction, aiming for "safety, comfort, green, and smart" housing, with mandatory specifications such as a minimum ceiling height of 3 meters and sound insulation performance of at least 65 decibels [3][4]. - The introduction of these standards signals a shift from "extensive expansion" to "refined operation" in the industry, addressing long-standing issues like space constraints and noise disturbances [3][5]. Group 2: Design Philosophy - Companies are urged to move away from traditional "engineering thinking" that prioritizes construction efficiency and cost, and instead adopt a "residential thinking" approach that focuses on the actual needs of residents [5][6]. - Emphasis is placed on practical and human-centered design, including efficient space utilization and user-friendly features, to enhance the living experience [4][6]. Group 3: Technology and Innovation - The industry is criticized for equating high-tech features with high quality, leading to a disconnect between technological advancements and basic living conditions [6][7]. - Companies are encouraged to establish a "user demand database" to better understand and address the needs of different demographics, such as the elderly and young families [6][8]. Group 4: Lifecycle Assessment - The "Standards" provide a framework for balancing standardization and personalization in housing development, ensuring basic quality while catering to diverse needs [8]. - A comprehensive lifecycle assessment approach is advocated, covering all stages from planning to demolition, to enhance sustainability and resource efficiency [8][9]. Group 5: Market Strategy - The implementation of the "Standards" presents both challenges and opportunities, prompting companies to adopt a "long-termism" strategy to rebuild competitiveness in a market that can no longer rely solely on land advantages and scale expansion [9].