This is a company that goes overseas. It is responsible for the company's new business. The app was launched when I first came, and there were 0 users. It is very different from doing business in Lexin. When Lexin we made Lehua card, Fenqile had 1000w of stock users that could be converted, but there was nothing here. Everything starts from scratch.
(10,000 words omitted here)
After more than a year of trials and groping, the business started successfully and basically achieved the expected goals. Although the process was very email list difficult and full of drama, the final result was still good. We gained a good The situation has also had a good response in the market. I won’t go into detail about this process, but will just talk about my insights over the past year.
Doing upward in operations reflects a decision-making ability. I have a boss on top of Lexin, and I may give an Ah2 plan for many things, and the boss will make the decision, and gradually develop the habit of the boss to make decisions. But now, no one makes the decision, it is up to you. One decision, one team is busy for a month. What should I do if I make a wrong decision? I have to bear it. To avoid making a wrong decision, the pressure will be a lot. My daily job is to make decisions. Behind every decision, there is a deep understanding of the business, a judgment on the long-term situation, the control of data, the manipulation of users, and the game with the management.
Independent decision-making ability, I think is the core ability of operation, what to do and what not to do in decision-making, growth is reflected in the content of your independent decision-making, more and more high-dimensional, more and more complex, more and more responsible.
To operate upward, it needs to be more peaceful and stable. In the past, I was a little surprised. I was often excited to cry by a wonderful idea of my own, and it would also affect my mood because of every drop in data. The company once invited an outside person to do management training. I did a test and found that I had completely two sets of management styles in good times and bad times. This reflects the fluctuation of mentality. In the past six months, I have worked very hard to improve my mentality, make myself stronger, and make myself peaceful and stable. What is most needed is not someone who is good at playing tailwinds, but someone who can play stably regardless of tailwinds or headwinds, and has clear certainty. This seems to me to be a very high level. I summed it up in one sentence: "Don't drift when things are going well, introspect yourself, and look at the long-term; when times are bad, build up your strength, hold on, and wait for the wind to come."