(Product Management Perspective)

(产品管理角度)

“It’s not the strongest of the species that survives, not the most intelligent, but the one most responsive to change” — Charles Darwin

“ 它不是生存下来的物种中最强大的，不是最聪明的，而是对变化最敏感的一个。 ” —查尔斯·达尔文

Over the last decade, one thing that I have learned is building complex technology is both an art and a science. As an artist, you have to apply the right brush strokes and colors that address the nuances of your client’s most pressing pain points. As an engineer, you have to continue to push the envelope of innovation, that more often than not resides on the precipices of reality and insanity. Over the past four years, I have had the privilege of being in the front seat of designing groundbreaking IBM Z [1] platforms that are solving our clients most complex business and societal issues. As a collective team, we have been doing this for more than 50 years and we are in the midst of writing the next glorious chapter for IBM Z that will build upon recent first of a kind capabilities like Pervasive Encryption[2], Instant Recovery[3], Data Privacy Passports[4], and the shift towards a cloud native developer experience.

在过去的十年中，我了解到的一件事是构建复杂的技术既是一门艺术，也是一门科学。 作为一名艺术家，您必须应用正确的笔触和颜色，以解决客户最紧迫的痛点的细微差别。 作为工程师，您必须继续推动创新的极限，而创新往往更多地取决于现实和精神错乱的悬崖。 在过去的四年中，我荣幸地处于设计突破性的IBM Z [1]平台的前沿位置，该平台正在解决客户最复杂的业务和社会问题。 作为一个集体团队，我们已经进行了50多年了，我们正在为IBM Z写光辉的下一章，该章将建立在诸如Pervasive Encryption [2] ，Instant Recovery [ 3] ，数据隐私通行证[4]以及向云原生开发人员体验的转变。

As our team begins to dream and embark on the next iteration of the IBM Z platform; what follows below reflects on my experience over the last four years in product management and outlines our approach to construct the anatomy of future systems that will not only continuously delight our customers, but further extends the IBM Z’s role as the world’s mission critical infrastructure

随着我们的团队开始梦想并开始IBM Z平台的下一个迭代； 下面的内容反映了我在过去四年中在产品管理方面的经验，并概述了我们构建未来系统结构的方法，该方法不仅将不断使我们的客户满意，而且将进一步扩展IBM Z作为全球任务关键型基础架构的作用

锚定值 (Anchor Value)

IBM Z has a strong, robust customer base that has high expectations of every new generation. What’s more our customers are faced with the same set of challenges — shrinking budgets, dwindling resource pools, lack of skills, (75% of the organizations will experience noticeable business disruptions due to infrastructure and operational skills gap[5]) and heightened competition both internally and externally. Hence, the onus is upon our team to be incredibly thoughtful and purposeful, and focus on one fundamental question; What is the value of the new platform that will pervasively apply to the broadest set of our customer base? That value needs to work seamlessly without requiring customers to make any amounts of changes to their applications and ecosystems, in short it needs to work out of the box. This anchor value needs to be in tune with the current market challenges and address the most critical pain point that our customers are facing and look to us to help solve.

IBM Z拥有强大，强大的客户群，对每个新一代都有很高的期望。 此外，我们的客户面临着同样的挑战-预算缩减，资源池减少，技能不足((由于基础架构和运营技能的差距[5] ，有75％的组织会遇到明显的业务中断)和竞争加剧)内部和外部。 因此，我们的团队有责任极度体贴和有目标，并专注于一个基本问题。 新平台将广泛应用于我们最广泛的客户群的价值是什么？ 该价值需要无缝运作，而无需客户对其应用程序和生态系统进行任何数量的更改，总之，它需要即席即用。 这种固定价值需要与当前的市场挑战保持一致，并解决客户所面临的最关键的痛点，并寻求我们帮助解决。

While envisioning the new platform, discovering the anchor value is our biggest challenge, but also the most rewarding. We should not be comfortable, neither assured or at ease until the anchor of the system has been defined and validated. Pervasive Encryption served as that anchor for z14[6], Instant Recovery/Data Privacy Passports for z15. These past two generations of the platform have responded to the needs of the current hour, attacking the global epidemic of data breaches, but most importantly, the design is simple and elegant. The platform requires no application changes and has no impact to SLA’s. It seamlessly integrating hardware, firmware, operating system, middleware and broader IBM Security portfolio to provide an industry first answer to cyber security challenges.

在构想新平台的同时，发现锚点的价值是我们最大的挑战，也是最有意义的。 在定义和验证系统的锚点之前，我们不应该感到自在，既不能保证也不放松。 普适加密是z14的锚点[6] ，z15的即时恢复/数据隐私护照。 该平台的后两代已经响应了当前的需求，攻击了全球数据泄露的流行趋势，但是最重要的是，该设计简单而优雅。 该平台不需要更改应用程序，并且不会影响SLA。 它无缝集成了硬件，固件，操作系统，中间件和更广泛的IBM Security产品组合，从而为网络安全挑战提供了业界首创的解决方案。

“What will the next IBM Z solve for our clients?”

“下一个IBM Z将为我们的客户解决什么？”

征服未来 (Conquer the future)

As we solidify the base, parallelly we relentlessly build systems that will serve our clients for future growth. It is along this line of protect and grow, viewing it as two different velocities with which teams needs to operate. We are building systems that not only stand strong in today’s moment, providing robust confidence to our customers that it also is a platform where they can build the future, take on the digital transformation, be agile and responsive to ever changing market needs.

在巩固基础的同时，我们将不懈地构建将为客户的未来发展服务的系统。 正是沿着这条保护和发展的路线，将其视为团队需要操作的两种不同速度。 我们正在构建的系统不仅能在当今的今天保持强大的地位，还可以为客户提供强大的信心，这也是他们可以构建未来，进行数字化转型，敏捷并响应不断变化的市场需求的平台。

Based on numerous discussions with clients, business partners and IBM stakeholders, there is a strong belief that key decision makers at our clients are at a fork in the road; Should they build the next generation of future on IBM Z or pick an alternative? We cannot afford to lose the architectural battle for the future in this era of cloud first, application containerization, data protection and privacy, constructing the next generation of AI architecture. We will win, by focusing on our strengths and innovating to use those strengths to our and our client’s advantage.

基于与客户，业务合作伙伴和IBM利益相关者的众多讨论，我们坚信，客户的关键决策者将步入正轨。 他们应该在IBM Z上构建下一代的未来还是选择其他选择？ 在这个以云为先的时代，应用程序容器化，数据保护和隐私，构建下一代AI架构的时代，我们不能输掉未来的架构之战。 我们将通过专注于我们的优势并进行创新以利用这些优势为我们和客户的利益赢得胜利。

The RedHat acquisition, including OpenShift platform, provides us with a unique opportunity to position IBM Z front and center, as our clients journey to cloud. Clients are looking for clarity, and a point of view on how to get the agility of a cloud platform while continuing to run workloads best fit for the infrastructure. We are the incumbent and that is a great of position of strength.

对RedHat的收购(包括OpenShift平台)为我们提供了一个独特的机会，可以在客户迁移到云的过程中定位IBM Z的前端和中心。 客户正在寻求清晰度，以及如何在继续运行最适合基础架构的工作负载的同时获得云平台敏捷性的观点。 我们是现任者，这是强大的地位。

验证 (Validate)

The most critical step while envisioning a new platform is to continuously validate both anchor and complimentary business value with stakeholders. Building a new IBM Z platform is a long multiyear process, which can be an eternity in the ever-changing technology and business landscape. What was relevant two years ago might be completely obsolete in today’s environment. By continuously validating the value proposition, teams can quickly course correct the trajectory of the design and have flexibility in changing the design points (where applicable), make addition or deletion to the development roadmap and continuously refine market messaging.

构想新平台时，最关键的步骤是不断地与利益相关者一起验证锚定和互补的业务价值。 建立新的IBM Z平台是一个漫长的多年过程，在不断变化的技术和业务环境中可能是永恒的。 两年前相关的内容在当今环境中可能已完全过时。 通过不断验证价值主张，团队可以快速调整设计路线，并灵活地更改设计点(在适用时)，对开发路线图进行添加或删除以及不断完善市场消息。

Validation keeps both product and development teams in lock step with the current market trends and our client’s expectations. During the course of the IBM z14 and IBM z15, IBM Design Thinking[7] was instrumental in validating key features and messaging around security, business resiliency and cloud. For example, a pivotal change introduced in the IBM z14 offering through the above validation process was the introduction of data set encryption in IBM z/OS[8]. In IBM z15, through client validation for Instant Recovery, we learned failure recovery compute boost needed to be maintained until the clients achieved their SLA rather than just only through system down or up phase.

验证可以使产品和开发团队与当前的市场趋势和客户的期望保持同步。 在IBM z14和IBM z15的过程中，IBM Design Thinking [7]在验证关键功能和围绕安全性，业务弹性和云的消息传递方面发挥了作用。 例如，通过上述验证过程在IBM z14产品中引入的一个关键变化是在IBM z / OS [8]中引入了数据集加密。 在IBM z15中，通过对Instant Recovery的客户端验证，我们了解到需要维持故障恢复计算的提升，直到客户端实现其SLA，而不仅仅是通过系统停机或开机阶段。

对准 (Alignment)

Once the core value proposition of the platform is determined, a broader alignment and coalescing of the key stakeholders needs to take place. Building a platform of the magnitude of IBM Z is a huge undertaking, with more than a billion-dollar investment and thousands of developers working across the globe in order to get a new IBM Z in the marketplace. It is critical during the early phases of the platform design that the offering and development leaders communicate to extended team members in offering, development on the core values of the platform, market dynamics, key business drivers and most importantly the pressing issues our clients are facing. During the fall plan process, correct priorities need to be defined in support of delivering the core value of the platform that cuts across the entire stack — hardware, firmware, operating system and middleware. The high priority list needs to be very focused. The IBM Z team is encouraged to have no more than 20% of the overall content prioritized as P0 (must do’s), these are the items to be accomplished in order to deliver on the key tenants of the platform.

一旦确定了平台的核心价值主张，就需要对主要利益相关者进行更广泛的调整和合并。 建立一个庞大的IBM Z平台是一项艰巨的任务，为了在市场上获得一个新的IBM Z，超过十亿美元的投资和成千上万的开发人员在全球范围内工作。 在平台设计的早期阶段，产品和开发主管必须与扩展的团队成员进行沟通，以提供产品，开发平台的核心价值，市场动态，关键业务驱动力，最重要的是客户面临的紧迫问题，这一点至关重要。 在秋季计划过程中，需要定义正确的优先级，以支持实现跨越整个堆栈(硬件，固件，操作系统和中间件)的平台的核心价值。 高优先级列表需要非常集中。 鼓励IBM Z团队将全部内容的优先级设置为P0(必须这样做)，优先顺序不超过20％，这些都是要交付给平台关键租户的要完成的项目。

Getting alignment between the broader stakeholders at the early onset of the new platform design will not only refine the vision but will obtain buy in, drives a simplified fall plan, quick agreements on key content and keep everyone focused on the same goal. Eventually leading to less time being spent putting out fires and more time spent on key elements that will make the platform a success in the marketplace.

在新平台设计的早期阶段，在更广泛的利益相关者之间达成一致将不仅会改善愿景，而且会获得认可，制定简化的坠落计划，就关键内容Swift达成协议，并使每个人都专注于同一目标。 最终导致更少的时间用于扑灭大火，而将更多的时间花费在使平台在市场上取得成功的关键要素上。

挑战一切 (Challenge Everything)

The mainframe has a rich history and tradition of continuously leading innovation for over 50 years. This enduring platform has not only solved complex business issues but also has deep impact on the betterment of society. Innovations in Airline Reservation System, success of Apollo Mission, Open Source Innovation with Linux, Hybrid Computing, next generation transactional system with Blockchain, Pervasive Encryption and Data Privacy Passports have played a key role in moving society forward in positive ways. As we construct the next generation of IBM Z platforms, we continue to strive to solve the most complex societal issues around the world.

大型机拥有超过50年的悠久历史和不断引领创新的传统。 这个持久的平台不仅解决了复杂的业务问题，而且对改善社会也产生了深远的影响。 航空公司预订系统的创新，阿波罗飞行任务的成功，Linux的开源创新，混合计算，具有区块链的下一代交易系统，普及加密和数据隐私护照在以积极的方式推动社会向前发展中发挥了关键作用。 在构建下一代IBM Z平台时，我们将继续努力解决全球最复杂的社会问题。

In order to accomplish groundbreaking innovation, our mindset must be to Challenge everything: Technology, Processes, Offering structures — past, present and future. For us, as a collective team tough decision have to be made day in and day out, optimizing for customer value and product innovation. This requires tough trade off discussion and a very discipline approach to prioritization. For example, in developing IBM z15, with an industry standard footprint, teams needed to work creatively across the ecosystem in order to make sure all of our existing customer data center requirements are met with no disruption while transitioning to a completely new form factor. To do so, we made tough trade offs on system design, getting the right balance of CPU, memory and power footprint. Making these tough decisions should be data driven, emotions need to be parked at the curb. A robust source of both internal and external data points enables teams to make the right decision with a singular focus on customer value and market innovation.

为了实现突破性的创新，我们的心态必须是挑战一切：技术，流程，产品结构 -过去，现在和未来。 对于我们来说，作为一个集体团队，必须日复一日地做出艰难的决定，以优化客户价值和产品创新。 这就需要进行艰难的折衷讨论，并采用严格的方法来确定优先级。 例如，在开发具有行业标准占地面积的IBM z15时，团队需要在整个生态系统中进行创造性的工作，以确保在过渡到全新的外形尺寸的同时，不中断我们的所有现有客户数据中心需求。 为此，我们在系统设计上进行了艰难的折衷，以在CPU，内存和功耗方面取得适当的平衡。 做出这些艰难的决定应该是由数据驱动的，需要将情绪停在路边。 内部和外部数据点的强大来源使团队能够在正确关注客户价值和市场创新的基础上做出正确的决策。

大队是朋友 (Extended teams are friends)

IBM Z’s superpower comes from the platform combination of hardware, firmware, operating system, middleware and full breadth of IBM software in security, analytics and cloud. Our customers are looking to buy a solution that solves their pressing needs, move business forward. It is paramount that with every new IBM Z launch there is a tight integration of the entire IBM portfolio with hardware offering To make that happen, it is the responsibility of the offering team, to bridge the gap between various extended teams, talk to them often and early about the new hardware capabilities and where partnership is needed.

IBM Z的超级能力来自硬件，固件，操作系统，中间件以及安全，分析和云领域的IBM软件全平台的平台组合。 我们的客户希望购买能够解决其迫切需求的解决方案，从而推动业务发展。 至关重要的是，每次发布新的IBM Z时，整个IBM产品组合都将与硬件产品紧密集成。要实现这一目标，产品团队的责任是弥合各个扩展团队之间的鸿沟，并经常与他们交谈以及早期关于新硬件功能以及需要合作的地方。

Extended IBM teams need to be part of the early design process and their input should be included at every iterative phase of the offering and development process. By doing that key benefits can be achieved: The entire IBM gets to know the new IBM Z platform long before it gets introduced in the marketplace, and market changing capabilities, like pervasive Encryption, can be introduced leveraging the full breadth of IBM portfolio.

扩展的IBM团队需要成为早期设计过程的一部分，并且在产品和开发过程的每个迭代阶段都应包括他们的意见。 通过这样做，可以实现关键的好处：整个IBM早在新IBM Z平台被引入市场之前就已经了解了它，并且可以利用IBM产品组合的全部功能来引入市场变化功能，例如普及加密。

Looking closer at the introduction of Pervasive Encryption, IBM Security division and IBM’s CISO were a huge ally and a partner throughout the IBM z14 journey. Through tight integration with the IBM security portfolio, Guardium[9], QRadar[10] and zSecure[11], we were able to simplify how our clients achieved complex regulation requirements using IBM Z. The IBM CISO and IBM security teams played an important role during launch talking to press and analyst communities bringing both a credibility and a different perspective to the entire Pervasive Encryption offering.

仔细研究Pervasive Encryption的介绍，IBM Security部门和IBM CISO是整个IBM z14旅程的巨大盟友和合作伙伴。 通过与IBM安全产品组合Guardium [9] ，QRadar [10]和zSecure [11]的紧密集成，我们能够简化客户如何使用IBM Z实现复杂的法规要求。IBMCISO和IBM安全团队发挥了重要作用在发布期间扮演的角色与新闻界和分析界进行了交谈，为整个“普及加密”产品带来了信誉和不同的视角。

接触决策者 (Reach to the decision makers)

It’s not sufficient to build great technology, it’s equally important to reach the right decision makers in the targeted customer enterprises. The landscape of decision makers has changed drastically over the last ten years, as enterprises have begun digital transformations and the role of Chief Information and Chief Technology Officer have gained increasing traction at the board level. Data is becoming the fuel of global economy, personas such as the Chief Data Officer (CDO), Chief Risk Office (CIRO), Chief Security Officer (CISO) and Chief Privacy Officer (CPO) are instrumental in making the right technology decision.

建立出色的技术还远远不够，在目标客户企业中吸引正确的决策者也同样重要。 在过去的十年中，随着企业开始数字化转型以及首席信息官和首席技术官的角色在董事会中的吸引力越来越大，决策者的面貌发生了巨大变化。 数据正在成为全球经济的动力，诸如首席数据官(CDO)，首席风险办公室(CIRO)，首席安全官(CISO)和首席隐私官(CPO)之类的人物有助于做出正确的技术决策。

To really be successful, you must engage with key personas during the course of offering development its equally important to engage with key decision makers and get their perspective early in the offering development and go to market phase. Waiting until the offering hits the marketplace is too late to begin engagement. As the team launched Data Privacy Passport (Encryption Everywhere) capability on IBM z15, considerable time was spent early on using IBM Design Thinking, engaging with right stakeholders in the data privacy and data security space. This not only helped the team continuously refine the offering in order to appeal the target audience but also build the right engagement model for the offering.

要真正获得成功，您必须在提供开发过程中与关键人物互动，这与与关键决策者互动并在产品开发早期进入市场并进入市场阶段同样重要。 等到产品上市后，才开始参与。 随着团队在IBM z15上推出数据隐私通行证(无处不在的加密)功能，早期花了大量时间在使用IBM设计思维上，与数据隐私和数据安全领域的相关利益相关者进行互动。 这不仅帮助团队不断完善产品以吸引目标受众，而且为产品建立了正确的参与模型。

I cannot stress enough the importance of using “IBM Design Thinking” in building consumable offerings. It not only helps identify the right pain points for clients, but as part of the process pushes the team rigorously to engage with clients and various personas throughout the offering development cycle. With the IBM z15, we took IBM Design Thinking to a whole new level as we engaged with clients. We’ve been partnering with our clients for over four years through everything from individual sponsor user relationships, to the IBM Z Design Council and IBM Z General Manager Advisory Council. The IBM z15 offering reflects the most extensive client partnering ever done for an IBM Z release, working with our clients from the base system, through the operating system and middleware, and into the application layer. With IBM z15, the IBM Z team worked with over 100 individual enterprises to co-create the offering. This was a step increase over the IBM z14’s level of engagement that we had with clients during development. The IBM z15 user interaction hours were 3x greater than IBM z14 . Not only did we ensure we were solving the right problems, but we had a maniacal focus on the user experience of how we’re delivering our offerings. This applies to the core system configuration, the key system innovations, and every aspect of the total stack solution brought to market.

我不能过分强调使用“ IBM设计思维”构建耗材产品的重要性。 它不仅有助于为客户确定正确的痛点，而且作为流程的一部分，在整个产品开发周期中，严格推动团队与客户和各种角色进行互动。 在与客户互动的过程中，借助IBM z15，我们将IBM设计思维提升到了一个全新的水平。 从个人赞助商用户关系到IBM Z设计委员会和IBM Z总经理顾问委员会，我们一直与客户合作超过四年。 IBM z15产品反映了针对IBM Z版本所做的最广泛的客户合作，从基础系统到操作系统和中间件，再到应用程序层，与我们的客户合作。 借助IBM z15，IBM Z团队与100多家独立企业合作，共同创建了该产品。 这比我们在开发过程中与客户所拥有的IBM z14的参与度提高了一步。 IBM z15用户交互时间是IBM z14的3倍。 我们不仅确保我们能够解决正确的问题，而且我们非常关注用户交付产品的体验。 这适用于核心系统配置，关键系统创新以及已推向市场的总堆栈解决方案的各个方面。

尽早启用 (Enable Early)

As an product management team [12]with a deep focus on markets, we live and breathe our offerings day in and day out, understand the smallest of nuances in the offerings and its inner workings. This strength can also become key inhibitors for successful offering adoption, if we take for granted that the field facing teams have the same level of knowledge. In the social and digital world, we live in today there are hundreds of distraction at every corner and the field facing teams are navigating the challenging environment of meeting client needs but also navigate through many offerings .

作为一个专注于市场的产品管理团队[12] ，我们日复一日地生活和呼吸产品，了解产品及其内部运作中的细微差别。 如果我们认为面对现场的团队具有相同的知识水平，那么这种力量也可能成为成功采用产品的主要障碍。 在当今的社交和数字世界中，我们生活在各个角落，成百上千的注意力分散在各个领域，面对现场的团队既要在满足客户需求的充满挑战的环境中导航，又要在众多产品中导航。

As offering leaders, we need to treat our field facing teams as our most important customers and enable them much earlier in the offering life cycle on the value proposition and the details of the offerings. Often, the education of the field takes place just before the offering is getting launched and introduced in the marketplace. As offerings are getting more intertwined, the value proposition to our clients is coming through the tight integration of the complete stack resulting into a much more layered conversation with field around the offering value to the clients. This not only includes the base offerings but also supporting products from other business units that are leveraging the base offering. A concerted effort must be made by offering leaders very early in the offering design phase of identifying various routes to market for the proposed offering. Once appropriate selling routes have been identified, then the focus needs to shift in terms of how we are going to enable those routes and improve their efficacy in the marketplace.

作为提供产品的领导者，我们需要将面对现场的团队视为最重要的客户，并在产品生命周期的价值主张和产品细节方面使他们早得多。 通常，该领域的教育就在产品推出和引入市场之前进行。 随着产品变得越来越相互交织，对我们客户的价值主张是通过完整堆栈的紧密集成而实现的，从而导致围绕与客户的产品价值领域进行更多层次的对话。 这不仅包括基本产品，还包括其他利用基本产品的业务部门的支持产品。 必须在产品设计阶段的早期就为领导者做出努力，为提议的产品识别出各种进入市场的途径。 一旦确定了合适的销售途径，则需要将重点转移到我们将如何启用这些途径并提高其在市场上的效力方面。

Each route might require its own set of sales collateral and how it is being delivered. For example, if the predominant route to market is a face to face seller engagement, it might require high end touch point in terms of collateral creation and also gathering the sales team together once or twice a year to go over the offering portfolio. Our sales team recently transformed their tools, to leverage new tooling like Seismic to foster greater collaboration, networking and a common tool for sales enablement. Tools like Seismic have not only provided a common digital platform to the field, but also enabled offering teams to better track the effectiveness of each collateral around their offerings, improving consumption by client facing teams. This digital transformation has not only led to a focus on sales enablement but has also led to greater focus around the quality of collateral getting produced.

每条路线可能需要一套自己的销售抵押品以及其交付方式。 例如，如果主要的销售途径是面对面的卖方参与，则可能需要在抵押品创建方面需要高端的接触点，并且还需要每年一次或两次将销售团队聚集在一起以遍历产品组合。 我们的销售团队最近改变了他们的工具，以利用诸如Seismic之类的新工具来促进更好的协作，网络和通用的销售支持工具。 诸如Seismic之类的工具不仅为现场提供了一个通用的数字平台，还使服务团队能够更好地跟踪其产品周围每种抵押品的有效性，从而改善面向客户的团队的消费。 这种数字化转型不仅导致了对销售支持的关注，而且使人们更加关注抵押品的生产质量。

构想，将其变为现实 (Envision it, Bring it to Life)

We are living in an age where we are constantly distracted by loads of information both on external and internal communication platforms. According to the British “Times of London” and “Telegraph”, every day humans inundated with the equivalent amount of 34 Gb (gigabytes) of information, sufficient to overload a laptop within a week. The challenge for offering leaders is how to create offerings that stand out in a very crowded marketplace. As we think about bringing offerings to marketplace, key focus and attention must be given on how to help stakeholders envision a complete end to end use, and its value proposition. The process of bringing successful offerings to life starts very early in its creation process through rapid prototypes, wire frames and constant engagement with sponsor users on offering design. As offering is ready to be launched in the marketplace, meticulous planning needs to be done for its introduction to prospective clients. Things like visual demonstrations, proof of concepts, data drive proof points around value propositions, leveraging immersive interactive experience become key elements of an offering launch.

我们生活在一个时代，在这个时代中，我们经常被外部和内部通信平台上的大量信息分散注意力。 根据英国《伦敦时报》和《电讯报》的报道，人类每天淹没相当于34 Gb(千兆字节)的信息量，足以在一周之内使笔记本电脑超载。 提供领导者的挑战是如何创建在非常拥挤的市场中脱颖而出的产品。 在考虑将产品推向市场时，必须重点关注和关注如何帮助利益相关者构想完整的端到端用途及其价值主张。 通过快速的原型，线框以及与赞助商用户持续参与产品设计的过程，使成功的产品栩栩如生地开始于其创建过程的早期。 当产品准备在市场上推出时，需要进行细致的计划以将其引入潜在客户。 诸如视觉演示，概念证明，围绕价值主张的数据驱动证明点，利用身临其境的交互式体验之类的东西成为产品发布的关键要素。

The last two generational launches of IBM Z, IBM z14 and IBM z15, the offering, marketing and sales teams came together to showcase comprehensive pre- and post- launch experiences, complete with interactive demos, experiential learning, gaming experiences, info graphics targeting various personas and live art performances. The key to success, is drawing the user into the offering value proposition and help them visualize how the offering can help solve their most complex business challenges and drive business growth. To this point, the IBM Z teams have driven a critical transformation around the concept of proof points, driving tangible measurements in the lab through customer driven scenarios. This also requires a close collaboration with sales, marketing teams first to help identify what sells, works and secondly how to bring the key concepts in the right way into the marketplace.

IBM Z，IBM z14和IBM z15的最后两代发布，产品，市场营销和销售团队共同展示了全面的发布前和发布后体验，以及交互式演示，体验式学习，游戏体验，针对各种目标的信息图形角色和现场艺术表演。 成功的关键在于将用户吸引到产品价值主张中，并帮助他们可视化产品如何帮助他们解决最复杂的业务挑战并推动业务增长。 到目前为止，IBM Z团队已经围绕证明点的概念进行了重要的转变，通过客户驱动的场景推动了实验室中的切实测量。 这也需要与销售人员密切合作，营销团队首先要帮助确定销售，工作的对象，其次是如何以正确的方式将关键概念引入市场。

相信它 (Believe in it)

Above all, the most important attribute an offering leader needs to possess, is the belief the offering will lead in the marketplace. Without this self-belief it will be very difficult to convince stakeholders of the strengths of the offering. Starting with “Why” is essential to set the right tone, built on core beliefs that will underpin the offering. For IBM Z, I always believe that our why is to “solve the most complex business and societal issues for our clients”. As the offering leader you need to be the coach and cheerleader tirelessly working towards the success of the offering. The more complex the offering, the stronger your conviction and believe must be achieve alignment both internally and externally.

最重要的是，要约领导者需要具备的最重要的属性是，相信要约在市场上处于领先地位。 没有这种自信心，就很难说服利益相关者该产品的优势。 以“为什么”开头对于设置正确的语气至关重要，它建立在将为产品提供基础的核心信念上。 对于IBM Z，我始终相信我们的原因是“ 为客户解决最复杂的业务和社会问题 ”。 作为发行领导者，您需要成为教练和拉拉队的不懈努力，以确保发行成功。 产品越复杂，您在内部和外部必须达成一致的信念和信念就越强。

On IBM Z platform, we get one shot every two to three years, with a new generation to get it right for our clients. This puts a tremendous amount of pressure across our teams and ecosystem, from portfolio optimization and ensuring the right investments are being made. Having a strong self-belief assembling a strong team is the most fundamental thing we can all do for our offerings as we introduce it both our internal and external audience. The self-belief just doesn’t come naturally it is a byproduct of all the hard work offering teams do studying the marketplace and listening to their clients. The deep-rooted understanding of our client’s environments, their vision and how they are planning to achieve growth is what gives offering the wings to fly.

在IBM Z平台上，我们每两到三年拍摄一次，而新一代产品则可以满足客户的需求。 通过优化投资组合和确保进行正确的投资，这给我们的团队和生态系统带来了巨大的压力。 建立一个强大的自我信念组建一个强大的团队是我们所有人都可以为我们的产品做的最基本的事情，因为我们向内部和外部受众介绍了它。 自信并不是自然而然地产生的，而是团队在研究市场和倾听客户的所有辛勤工作中产生的副产品。 对客户环境，他们的愿景以及他们如何计划实现增长的深入了解为您提供了飞翔的翅膀。

Tarun Chopra, has over 15 years of experience in leading teams and creating innovative approaches to working with clients to deliver world class technology. As the Offering Leader for IBM z14, he introduced several first of a kind features in one of the most successful mainframe launches in IBM history, in July 2017. In his current role, he is the leads the teams that brought IBM z15 to market in Septemeber 2019, and are working on IBM zNext and IBM zNext+, the mainframes of the future.

T arun Chopra在领导团队和创建与客户合作提供世界一流技术的创新方法方面拥有超过15年的经验。 作为IBM z14的产品负责人，他于2017年7月在IBM历史上最成功的大型机发布中介绍了几种同类功能。在目前的职位上，他是将IBM z15推向市场的团队的领导者。 2019年9月，正在开发未来的大型机IBM zNext和IBM zNext +。

[1] https://www.ibm.com/products/z15

[1] https://www.ibm.com/products/z15

[2] https://www.ibm.com/it-infrastructure/z/technologies/pervasive-encryption

[2] https://www.ibm.com/it-infrastructure/z/technologies/pervasive-encryption

[3] https://www.ibm.com/support/z-content-solutions/system-recovery-boost/

[3] https://www.ibm.com/support/z-content-solutions/system-recovery-boost/

[4] https://www.ibm.com/products/data-privacy-passports

[4] https://www.ibm.com/products/data-privacy-passports

[5] https://www.gartner.com/en/newsroom/press-releases/2018-03-27-gartner-says-iando-skills-gaps-will-cause-75-percent-of-organizations-to-experience-visible-business-disruptions-by-2020

[5] https://www.gartner.com/cn/newsroom/press-releases/2018-03-27-gartner-says-iando-skills-gaps-will-cause-75-percent-of-organizations-to到2020年体验可见的业务中断

[6] https://www.ibm.com/products/z14

[6] https://www.ibm.com/products/z14

[7] https://www.ibm.com/design/approach/design-thinking/

[7] https://www.ibm.com/design/approach/design-thinking/

[8] https://www.ibm.com/it-infrastructure/z/zos

[8] https://www.ibm.com/it-infrastructure/z/zos

[9] https://www.ibm.com/security/data-security/guardium

[9] https://www.ibm.com/security/data-security/guardium

[10] https://www.ibm.com/security/security-intelligence/qradar

[10] https://www.ibm.com/security/security-intelligence/qradar

[11] https://www.ibm.com/security/mainframe-security/zsecure

[11] https://www.ibm.com/security/mainframe-security/zsecure

[12] https://careers.ibm.com/page/show/offering-manager

[12] https://careers.ibm.com/page/show/offering-manager