Source: Noteman
Why are some people not afraid of change and have a strong ability to resist risks?
Because they don't treat the position as a position, but understand what the position is to solve the customer's needs. They understand that the existence of a profession is not a job at all, but because a group of customers have a need, and they need to have a set of solutions, so they have this position.
Therefore, they are committed to better addressing the needs of their customers, so that even if the position disappears due to organizational adjustments, they can find a new career through the unmet needs of the customer.
For us personally, how to accurately find the needs of customers and match the corresponding capabilities is the most important lesson in our careers.
In traditional career planning, interests and personalities are generally measured first, so as to make a career assessment, choose a matching career direction, plan a long-term career path, and become a middle and senior manager after working for many years.
This kind of career planning is relatively easy, but it is easy to encounter many challenges, such as rapid changes and uncertain career external environment.
So, now we emphasize another concept, through career modeling, dynamically identifying and designing careers, and embracing the rapidly changing business environment and self through a four-stage career reinvention process of drawing, reflecting, revising, and testing.
Just like entrepreneurship, we generate insights into a certain group of people and want to create and deliver some value to them in order to generate revenue, in other words, we design a business model.
But almost every initial business model is not very successful, and when we actually bring a product or service to market, you have to change it, or even reinvent it completely. We must constantly update and iterate on our business model.
The model of career development is a business model of the smallest unit, we regard everyone as a company, how do you use the perspective of business to analyze the realization of self-worth and design the sustainable growth of career value?
All of this can be traced back to the business model canvas (Business Model Canvas), which uses 9 grid business underlying elements to visually present the logic and operating mechanism behind how a company creates value, delivers value and continues to grow, and after years of development, derives a set of business deduction, innovation and strategic management methodologies.
On the basis of the business model canvas, Tim Clark, Bruce Hazen, and Alexander Osterwalder wrote the global bestseller "The New Generation of Business Models (Individual)", which has developed a set of career design and enterprise talent development tools - Business Model You, which also uses the canvas 9 grid to visually present the job value chain and build a dynamic career model.
At the same time, they also started to study the team, how the company's business model, vision, mission, and values are transmitted to each team, and how the team can quickly understand and adapt to the organization's changes and align with the corporate strategy. How can the team break through, and how can the cross-departmental team collaborate efficiently and manage up and down? Tim and Bruce then designed the Business Models for Teams, which completes the full chain of value transfer from the organization, to the team, to the individual.
In this way, from the organization to the individual, from the macro to the micro, every level of the enterprise business starts from thinking about the value brought to the customer, and from top to bottom, the organizational value is passed on to the customer through each person; From the bottom up, everyone in the workplace understands the business logic of the organization and the value of the team, and breaks the rigidity and inefficiency in the development of the organization from a broader business perspective, and expands greater possibilities.
From the organization, to the team, to the individual, the three canvases are quickly connected, helping individuals to examine and design career development paths from the broad perspective of the organization.
It is not a bunch of tasks to be processed, but a link to value realization, as well as the design logic of revenue, which is a system composed of interdependent and interactive elements, and it hides a very important underlying logic - the essence of work is to design, create and deliver value.
01
In this personal canvas, the value proposition is at the core, because a clear value proposition connects the needs of our customers with our differentiated values. The value proposition and the part to the right of it is called the commercial front office, and the left part is called the commercial back office.
1. Business front desk
The commercial front desk allows us to find the value of our work – that is, what problems I am helping people solve directly or indirectly.
(1) Customers
First, who are my customers? What value am I creating for them?
What customers want is where the value lies, so every customer will have a value expectation from us.
I always say to my teammates: "Your salary is not paid by me, your salary is given by the customer and the business." Don't simply look at what you do in your role in the company, but look at the different customers your job is creating value for. It doesn't matter if you stay on the team or not, think about it clearly, you have a foothold anywhere. ”
(2) Pipeline access
It's not enough to have an idea, we also need to have a channel so that customers know that you can provide that value.
Many grievances in the workplace come from the fact that I have a good idea, but others don't know or support it, in fact, it is a lack of channels. Put simply, the channel channel is how we are able to influence and convince our customers.
(3) Customer Relations
To put it simply, customer relationship is all about repeat purchases. But in the workplace, what is repurchase? When someone encounters something, the first thing that comes to mind is to collaborate with you.
(4) Income
We all expect to get certain things in the workplace, such as connections, salary, bonuses, etc. So, have you ever wondered who is involved in the performance of our bonuses? That is, what connections do connections, salaries, and bonuses have, what value has been created, and what recognition has been obtained?
2. Canvas backstage
Where there is a front office, there must be a back office, and the back office includes key resources, key activities, key partners, and costs.
In fact, after fully understanding our core resources, we have to connect with the front office to design a business model.
The connection between the front and back office is a global construction logic, through the design of our core resources into the needs of others, to provide value for others, so as to get the harvest we expect.
02
In the personal business model, oneself is the most important core resource, we often say:"You are your own bottle and your own answer."So, how can we find our "superpowers" and upgrade our value at the age of life?
Next, we enter the reflection stage of the business model canvas theory.
1. Occupational ecological tree
We look at our profession from four different perspectives: leaves, branches, trunks, and roots through the Occupational Eco Tree.
Leaves:Position
In an environment with four distinct seasons of spring, summer, autumn and winter, the leaves will change with the alternation of the seasons, and a job is also the most vulnerable to environmental influence. It is possible that as soon as the strategy or structure of the organization changes, the name of the position changes, or even disappears altogether. If I'm choosing a career when I'm staring at leaves, it's often the most vulnerable.
Twigs: Tissues
If I keep an eye on a branch, it will last a little longer, and it will not break suddenly in the cycle of spring, summer, autumn and winter, unless there are particularly extreme events such as thunder and strong winds.
Let's say I'm in a big company right now, and if I feel like I'm only going to be a product manager here, it's a bit like being a leaf. But if I really want to grow with this company and am willing to accept job rotation and change, I am a resilient branch with a certain degree of resilience.
Trunks: Industries
For example, I may have developed in the financial industry in the past, and now I want to develop in the energy industry, because the latter market is good, thicker, stronger, and more durable.
Tree roots: occupation
There is a saying"The last thing that will be replaced in this world is the eternal needs of human beings."In fact, the root of the tree refers to what needs of what kind of customers you serve. To put it simply, it's whether you're doing things with your customers in mind. Once you do this, the position, the company, and the industry will not affect you too much.
2. The red and blue ends of the career scale
In the whole workplace, we don't simply look at the company or which position you work for, we must look at which customer group I serve, and whether this customer group is decreasing or growing? What we have to figure out is how many customers I can serve, and how many customers recognize us? This is where the vitality of career development lies, and it is also the two ends of the career scale.
The right side of the career scale includes:Who the hell are you solving the problem for?Are you addressing their more important needs?Are these customers growing or disappearing?If it's disappearing, can you help a new customer solve the problem?
The left side of the career scale includes: Who are you? What do you love and are good at? Will you continue to improve yourself? Are you proficient in using tools from each era? How many people are willing to help us?
If these two ends keep shrinking, our careers will really collapse. So, first of all, we need to reflect on the customer element, and secondly, we need to reflect on the two elements of "who am I and who can help me".
3. Honeypot area for career development
I divided my career into three phases, Bronze, Gold, and Platinum. In the early bronze period, we need to continue to experience and improve our personal abilities, consolidate our skills, and understand ourselves; In the late bronze and golden years (between 10 and 0 years of work), we need to constantly look for professional honeypot areas to create the most value.
Everyone in the workplace, no matter what position you are in, what role you play, or what stage of your career you are in, should take some time to pay attention to the changes in the world.
You need to know not only which direction the company's business will go, that is, what customers are willing to pay for, but also understand the changes in the entire industry under economic trends, that is, to accumulate business insights.
At the same time, you need to know what you are good at and what you like, and the part where the three overlap is your professional honeypot area.
Here's another tool called Lifeline Stories. The underlying logic of this tool is that we believe that life's important moments shape and make us who we are.
The lifeline has two dimensions, vertical and horizontal, the horizontal is the time axis, and the vertical is the high and low of emotions.Write down the important things in your life on the lifeline according to the timeline, and then connect them into a complete story, and then use the lifeline to do a deep self-insight and dialogue.
What do these highlights have in common? What exactly does it struck you? Why do you think it's a good moment? How did you get through those challenging moments? Who helped you through that moment?
Lifeline stories are a kind of structured thinking, but also a visual thinking, if you are willing to talk to three partners, in the process of sharing, the memory of key events will be more complete. You can find in it what you believe, what you stick to, what you are good at, what you get, and then use these questions to do a good convergence.
It can improve your understanding of customers, improve your insight into trends, and improve your ability to understand yourself, so as to have a complete, high-quality judgment of your career.
03
How to restructure your personal business model?
Alex, the author of the Business Model Canvas, said many years ago, "A business model is like yogurt in the fridge, it will expire." "It's a very interesting analogy, because no matter how great a company's model is, it will become obsolete, and we need to iterate on the model and use the right model at different stages.
In the first half of this year, Goldman Sachs reported that 63% of jobs in the United States can be replaced by AI, 0% of jobs will be assisted by AI, and only 0% of jobs will not be affected by AI. When I saw it, I told my friends: "It's hard for us to be 0% at our age, but we can try to be 0%." ”
We need to take the initiative to understand the change, to understand why it's happening, and to understand how to add AI as a tool to my model.
2016 年，麥肯錫出過一個報告，說根據一定的數據推算，接下來 15 年是職業大變遷的 15 年，就是中國有一個億人需要重新就業。因為近幾年的疫情、戰爭和科技的變化，這個時間大大縮短了。
In the face of a major career change, we must first pay attention to or accept this change, and at the same time, when we can clearly describe the content of the personal canvas, do a deep self-talk, and then use the three questions in the question list to help diagnose the iterative plan.
1. List of questions
Question 1: Is it time to boost?
The so-called promotion, including the promotion of positions and the improvement of capabilities, after doing reflection, to judge whether it needs to be promoted.
To put it simply, there are two situations for this promotion, the first is that my ability is very good, but it has not been used now; The second is that I have a big task on my shoulder, but my ability is not enough.
Question 2: Is it time to leave?
There are three types of leaving: the first type of departure is to change positions, which may be more suitable for your long-term development expectations by changing your working environment;
The second type of departure is to choose to leave the organization, go out and work alone, and start your own business;
The third type of departure is due to some irreconcilable conflict, which is caused by some emotional level or not in line with your demands.
Question 3: Is it time to adjust your work style?
When we are faced with conflicts, but we are not in an irreconcilable situation, we should think about whether we should adjust our work style, such as changing the way we communicate.
2. Basic principles for dealing with a disordered world
In the face of a rapidly changing and disorderly world, many people feel anxious. Looking back on my thirteen years of entrepreneurship, the first three or four years were all started with my head covered, starting a business for the sake of starting a business.
It was probably three or four years later that I really knew what the underlying essence of entrepreneurship was and what the driving force was.
I think it's the same in the workplace, we have to know what can help you get through the difficult times and what can help you stay focused.
(1) Based on the needs of customers, maintain global thinking
The needs of customers are the foundation of the existence of the profession, and the existence of the profession is not the first position, but because a group of customers have a demand, they need to have a set of solutions, so there is this position. So it's important to clearly see which customers we're helping, and whether we're solving the corners or the core problem.
When we are helping a group of growth customers solve some important fundamental problems, the position must be solid, or the job itself is valuable and promising.
(2) Build your model to make the best decisions at each career stage
Try to establish your model, and use the model to make career stage decision-making matching, think about what abilities are needed in this career stage, who can help me accumulate this ability, and can this ability be transformed into resources for the next stage?
We should not only look at the career issues at the career stage, but also try to turn the career issues at each stage into business model issues, so that they can operate in a healthy way.
If you really want to do a good job, you can't just understand one thing, we have to become a miscellaneous family.For example, I use the status quo canvas to organize the focus of this year's work, and I adjust the pattern when things change externally. At the same time, I will also design a canvas for the future, trying to deconstruct, deduce and make decisions in a pattern-based way.
(3) Stay sensitive to the environment and constantly adjust your patterns
There is a saying in the industry, "There are only two external factors that affect career development, the first is the opportunity brought by the environment, and the second is the people around us." "So, be sure to be sensitive to the environment, make sure to take time out to read reports and white papers that you don't like, and try out new technologies.
These 3 principles can help us continue to create value, break through value, realize value realization, find a foothold in any economic cycle, and even be able to transform what they have into what others want.
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