Eric上次课留下作业，要我去麦肯锡（McKinsey & Company）上找篇文章，选取一些单词，并替换掉。我选了一条和职业相关的文章，标题为Product managers for the digital world，讲电子时代的产品经理素质。
50分钟的课程，学到了一些词汇的替换表达，还针对一些未读懂的段落去做了分析。
和Eric分析了下现在上课的模式，我想下次课换商务英语的教材，原因是这样单篇文章来做，学到的东西仅限于某篇文章。
下次将会讲商务英语第一课，Brands.
本次课主要的知识点如下。
The role of the product manager is expanding
（amplify）due to(because of) the growing（increasing） importance of data in decision making.【expand】--->【boom】
amplify：sound扩大；amplifier扩音器，放大器
accelerate：speed加强
一个词的基本意义 root meaning，还有以下三个词可以表达基本涵义。
root/core/base meaning
While software-as-a-service products are becoming simpler for customers, with modular(partial) features rather than a single monolithic release, they are increasingly complex for product managers.
modular=partial 表示部分
model: the finished product完成的
monolithic=single 表示one time
Managers must now oversee multiple(diverse) bundles(item), pricing tiers, dynamic pricing, up-sell paths, and pricing strategy.
1.multiple
multiple：表示quantity = many numerous various
diverse：表示quality，在 intelligence skills方面的多样化
eg.diverse staffs in company
2.bundle
bundle：group together;一次性买很多东西，一捆书，一袋水果，因为很多东西，捆在一起；比如screen protector/phone cover/headphone/extra charger
accessory：买的时候带的零件charger/earbuds
3.tiers三明治或是婚礼蛋糕的层级
4.dynamic：special surprising skilled一个人的多样化能力=outstanding/advanced
(domestic:国内的 竟然和这个词记混了，真是服了自己，vocabulary...)
5.up-sell:sell more
6.oversee
oversee—positive
basic:check manage supervise仔细查看—negative
better:overlook survey大略查看
In many software organizations, the DevOps model is removing organizational silos(？) and enabling product managers to gain broader cross-functional insights and arrive at (bring up)robust(healthy) product solutions more effectively.
silo：storage areas / bins
Eric拿了个盒子给我讲这个词。
silo是各有各的位置，比如盒子里三层，一层马克笔，一层铅笔，一层橡皮。
而remove the silo意味着把这种分隔打破，没有'各自所属位置'可言。
这句话里的意思是，新的模式，是不再有组织之间严格的区别，产品经理要有跨功能思考的能力。
下节课前会先准备下之前所学的内容，串成一段话，算是对过去所学的总结。
另外，现在努力要改变的是，讲话过于technical。不要像个机器人啊喂！！！
附：
Product managers for the digital world
The role of the product manager is expanding （amplify）due to(because of) the growing（increasing） importance of data in decision making, an increased customer and design focus, and the evolution of software-development methodologies.
Product managers are the glue that bind (bridge that combine)the many functions that touch(comes to) a product—engineering(coding), design, customer success, sales, marketing, operations, finance, legal, and more. They not only own the decisions about what gets built(?get grouped) but also influence（effect） every aspect (edge)of how it gets built and launched(start/incite).
Unlike product managers of the past（in old time）, who were primarily(prioritily) focused on(concentrated on) execution(proceeding) and were measured by(balanced by/valued by) the on-time delivery(instant convey) of engineering projects, the product manager of today is increasingly(more like) the mini-CEO of the product. They wear many hats(play several roles/parts), using a broad knowledge base(wide knowledge reserve) to make trade-off（balancing） decisions, and bring together（combine） cross-functional teams, ensuring alignment （?）between diverse (multiple)functions. What’s more, product management is emerging(show) as the new training ground for future tech CEOs.
As more companies outside of the technology sector (field)set out to build software capabilities for success in the digital era, it’s critical （important）that they get the product-management role right.1
Why you need a product manager who thinks and acts like a CEO
The emergence(urgency) of the mini-CEO product manager is driven by a number of changes in technology, development methodologies, and the ways in which consumers make purchases(trade). Together, they make a strong case(condition) for a well-rounded (considerate)product manager who is more externally oriented(toward) and spends less time overseeing(checking/surveilling/checking) day-to-day(daily) engineering execution, while still commanding the respect of engineering.
Data dominates（controls） everything
Companies today havetreasure troves(无主珍宝？) of internal and external data and use these to make every product decision. It is natural for product managers—who are closest to the data—to take on a broader role（do more jobs/take more responsibilities）. Product success can also be clearly measured across a broader set of metrics (engagement, retention, conversion, and so on) at a more granular (tiny)level, and product managers can be given widespread（broad） influence to affect those metrics.
Products are built differently
Product managers now function on two speeds: they plan the daily or weekly feature releases, as well as the product road map for the next six to 24 months. Product managers spend much less time writing long requirements up front; instead, they must work closely with different teams to gather feedback and iterate (update)frequently.
Products and their ecosystems are becoming more complex(complicated)
While software-as-a-service products are becoming simpler for customers, with modular(partial) features rather than a single monolithic release, they are increasingly complex for product managers. Managers must now oversee multiple(diverse) bundles(item), pricing tiers, dynamic pricing, up-sell paths, and pricing strategy. Life cycles are also becoming more complex, with expectations of new features, frequent improvements, and upgrades after purchase. At the same time(Simultaneously), the value of the surrounding ecosystem is growing: modern products are increasingly just one element in an ecosystem of related services and businesses. This has led to a shift in responsibilities from business development and marketing to product managers. New responsibilities for product managers include overseeing the application programming interface (API) as a product, identifying and owning key partnerships, managing the developer ecosystem, and more.
Changes in the ‘execution pod’
In addition to(Beside?Except) developers and testers, product-development teams include operations, analytics, design, and product marketers that work closely together in “execution pods” to increase the speed and quality of software development. In many software organizations, the DevOps model is removing organizational silos(？) and enabling product managers to gain broader cross-functional insights and arrive at (bring up)robust(healthy) product solutions more effectively.
Consumerization of IT and the elevated(increased) role of design
As seamless, user-friendly consumer software permeates(penetrate) our lives, business users increasingly expect a better experience for enterprise software. The modern product manager needs toknow the customer intimately(closely). This meansbeing obsessed with(being addicted to) usage metrics and building customer empathy(echo) through online channels, one-on-one interviews, and shadowing (?)exercises to observe, listen, and learn how people actually use and experience products.
Three archetypes(model) of the mini-CEO product manager
There are three common profiles(faces) of the mini-CEO archetype: technologists, generalists, and business-oriented. These three profiles represent the primary, but not the only, focus of the mini-CEO product manager; like any CEO, they work across multiple areas (for instance, a technologist product manager will be expected to be on top of key business metrics). Most technology companies today have a mix of technologists and generalists (Exhibit 1).
Exhibit 1
As these three archetypes emerge, the project manager is a fading archetype and seen mainly at legacy(?) product companies. The day-to-day engineering execution role is now typically owned by an engineering manager, program manager, or scrum master. This enables greater leverage(affection), with one product manager to eight to 12 engineers, versus the ratio of one product manager to four or five engineers that has been common in the past.
Common themes across the three archetypes
An intense(strong) focus on the customer is prominent(outstanding) among all product managers. For example, product managers at Amazon are tasked with writing press releases from the customer’s perspective to crystalize what they believe customers will think about a product, even before the product is developed.2This press release then serves as the approval mechanism for the product itself.
