利用 k8s 建立軟件商店

It’s June 2019. I’m sitting in a conference room in Research Triangle Park in North Carolina. At the end of the table are the two executives that have been tapped to lead a new endeavor on behalf of IBM’s $34 billion acquisition of Red Hat. To my right sits Neil Everette, a senior principal designer and my first hire. We’re about to provide an update on the most recent round of designs while others gather. As the meeting begins, our leadership pushes all their chips in.

2019年6月。我坐在北卡羅來納州研究三角公園的會(huì)議室。 排在最后的是兩位高管，他們代表IBM以340億美元收購(gòu)Red Hat來領(lǐng)導(dǎo)一項(xiàng)新的嘗試。 在我右邊的是尼爾·埃弗雷特(Neil Everette)，他是我的第一任高級(jí)設(shè)計(jì)師。 當(dāng)其他設(shè)計(jì)聚集時(shí)，我們將提供最新一輪設(shè)計(jì)的更新。 會(huì)議開始時(shí)，我們的領(lǐng)導(dǎo)層將所有精力投入其中。

“We’re going to change the way enterprise software is bought and sold. It’s going to be consumer driven, dead simple, and driven by user experience. We’re going to build the App Store for the enterprise, leading to the consumerization of IT.”

“我們將改變買賣企業(yè)軟件的方式。 它將由消費(fèi)者驅(qū)動(dòng)，簡(jiǎn)單而又由用戶體驗(yàn)驅(qū)動(dòng)。 我們將為企業(yè)構(gòu)建App Store，從而實(shí)現(xiàn)IT的消費(fèi)化。”

From the corner of the room someone murmurs, “People inside this company are saying this can’t be done.” There’s nothing like an early vote of confidence before a presentation.

在房間的一角有人在抱怨：“這家公司內(nèi)部的人說這是行不通的 。” 演講之前，沒有比這更早的信任投票了。

Another colleague remarks, “IBM is really good at building super complicated things. You want to go to the moon? We’re the company that can make that happen. What are we not always great at is making very complicated things simple and usable.” There’s lots of nodding in agreement.

另一位同事說：“ IBM確實(shí)擅長(zhǎng)構(gòu)建超級(jí)復(fù)雜的東西。 你想去月球嗎？ 我們是可以實(shí)現(xiàn)這一目標(biāo)的公司。 我們并不總是擅長(zhǎng)于使非常復(fù)雜的事情變得簡(jiǎn)單和可用。” 有很多點(diǎn)頭同意。

We still haven’t presented yet.

我們還沒有介紹。

IBM and NASA working side-by-side to land on the moonIBM與NASA并肩工作以登陸月球

云上的背景 (Background on Cloud)

IBM has made a profound commitment to the cloud. On his first official day as CEO, Arvind Krishina reiterated this, saying an ‘essential, ubiquitous hybrid cloud platform’ was critical in making the company ‘the most trusted technology partner of the 21st century.’

IBM對(duì)云做出了深刻的承諾。 在擔(dān)任首席執(zhí)行官的首個(gè)正式日中，Arvind Krishina重申了這一點(diǎn)，他說，“ 必不可少的，無處不在的混合云平臺(tái) ”對(duì)于使公司成為“ 21世紀(jì)最值得信賴的技術(shù)合作伙伴”至關(guān)重要。

For context, the cloud is a set of remotely hosted computing resources used by a client for storage and computing power. Using a mix and match cloud strategy allows companies to leverage different services, locations or providers to solve different business problems. One provider or solution might be optimized for security requirements, another for machine learning or AI. Hybrid cloud is a platform for applications and infrastructure, built on some combination of public cloud, private cloud, and on-premises IT. All of this affords companies control, scalability and portability.

就上下文而言，云是客戶端用于存儲(chǔ)和計(jì)算能力的一組遠(yuǎn)程托管的計(jì)算資源。 使用混合匹配云策略可以使公司利用不同的服務(wù)，位置或提供商來解決不同的業(yè)務(wù)問題。 一個(gè)提供程序或解決方案可能針對(duì)安全性要求進(jìn)行了優(yōu)化，而另一個(gè)則針對(duì)機(jī)器學(xué)習(xí)或AI進(jìn)行了優(yōu)化。 混合云是基于公共云，私有云和本地IT的某種組合而構(gòu)建的，用于應(yīng)用程序和基礎(chǔ)架構(gòu)的平臺(tái)。 所有這些為公司提供了控制，可擴(kuò)展性和可移植性。

In a recent survey, IBM asked enterprises about how they use the cloud today. 92% of enterprises that responded are leveraging hybrid cloud in some capacity, while 58% are using multi-cloud solutions. Only 10% of these companies can holistically and effectively manage or move applications across environments. This lack of flexibility creates major headaches and problems for businesses.

在最近的一項(xiàng)調(diào)查中，IBM 向企業(yè)詢問了他們今天如何使用云。 做出回應(yīng)的企業(yè)中有92％在一定程度上利用了混合云，而58％的企業(yè)正在使用多云解決方案。 這些公司中只有10％可以在整個(gè)環(huán)境中全面有效地管理或移動(dòng)應(yīng)用程序。 缺乏靈活性給企業(yè)造成了很多頭疼和問題。

Red Hat OpenShift is a platform technology that enables developers to build once and deploy to any cloud using the same underlying code structure. It is this platform that is the bedrock underlying our marketplace. The Red Hat Marketplace exists so companies can find certified (legit and supported) software for OpenShift that they can try, purchase and deploy, quickly and easily to the cloud of their choice.

紅帽O(jiān)penShift是一項(xiàng)平臺(tái)技術(shù)，使開發(fā)人員可以使用相同的基礎(chǔ)代碼結(jié)構(gòu)進(jìn)行一次構(gòu)建并部署到任何云。 正是這個(gè)平臺(tái)是我們市場(chǎng)的基礎(chǔ)。 紅帽市場(chǎng)的存在使公司可以為OpenShift找到經(jīng)過認(rèn)證的(合法的和受支持的)軟件，他們可以嘗試將其快速，輕松地購(gòu)買和部署到自己選擇的云中。

Build once, deploy to any cloud with Red Hat OpenShift一次構(gòu)建，使用Red Hat OpenShift部署到任何云

機(jī)會(huì)的起源 (Origins of an Opportunity)

Rewind to April 2019. I get a call from Robert Uthe, a Distinguished Engineer and design champion at IBM. He tells me that he heard from Arin Bhowmick (Global Vice President and Chief Design Officer at IBM) that I was uniquely suited to lead design on a new, strategic, secret project. Robert says if I accept, I will be tasked with building, scaling and leading a best-in-class design team from the ground up. There’s a catch. I have to say yes right away.

回顧一下2019年4月。我接到IBM杰出工程師兼設(shè)計(jì)冠軍Robert Uthe的電話。 他告訴我，他從Arin Bhowmick(IBM全球副總裁兼首席設(shè)計(jì)官)那里聽說，我非常適合領(lǐng)導(dǎo)新的戰(zhàn)略性秘密項(xiàng)目的設(shè)計(jì)。 羅伯特說，如果我接受，我將承擔(dān)起建立，擴(kuò)展和領(lǐng)導(dǎo)一個(gè)一流的設(shè)計(jì)團(tuán)隊(duì)的任務(wù)。 有一個(gè)陷阱。 我必須馬上說是。

At the time of his call, I was leading design on IBM Watson Education, a Watson AI enabled edtech ‘startup’ that was incubated by IBM. Although our business unit was going through some significant challenges and changes, I was very happy in my role. Robert is vague, so he directs me to Charlie Hill to fill in more than a few blanks about this could-be opportunity. Among a company of over 350,000 employees, with thousands of designers, Charlie is the only design leader with the mantle of IBM fellow, IBM’s highest honor, distinction and eminence. He is soon to be dedicated to this project.

在他打電話時(shí)，我是IBM Watson Education的設(shè)計(jì)負(fù)責(zé)人，這是一個(gè)由Watson AI支持的edtech“啟動(dòng)”，由IBM孵化。 盡管我們的業(yè)務(wù)部門正在經(jīng)歷一些重大的挑戰(zhàn)和變革，但我對(duì)自己的角色感到非常高興。 羅伯特含糊不清，所以他指示我去查理·希爾(Charlie Hill)填補(bǔ)這個(gè)機(jī)會(huì)的空白。 在擁有35萬名員工，擁有數(shù)千名設(shè)計(jì)師的公司中，查理(Charlie)是唯一擁有IBM員工風(fēng)范的設(shè)計(jì)領(lǐng)導(dǎo)者，這是 IBM的最高榮譽(yù)，杰出和杰出地位。 他很快將致力于這個(gè)項(xiàng)目。

Charlie is equally opaque, but he emphasizes design’s unique ability to influence and lead in the vision and execution of this brand new cloud marketplace. He also spoke at length about the consumer focus of the executive team. This helps cement my choice.

查理同樣不透明，但他強(qiáng)調(diào)設(shè)計(jì)獨(dú)特的能力來影響和領(lǐng)導(dǎo)這一全新云市場(chǎng)的愿景和執(zhí)行。 他還詳細(xì)談到了行政團(tuán)隊(duì)對(duì)消費(fèi)者的關(guān)注。 這有助于鞏固我的選擇。

I’m still unsure of what I am actually signing up for. What I know for certain is I’ll learn more from working with Robert, Charlie, and Arin than I would on practically any other project or team at the company. I was in.

我仍然不確定我實(shí)際上要注冊(cè)什么。 我可以肯定的是，與在Robert，Charlie和Arin的合作中，我將比在公司的任何其他項(xiàng)目或團(tuán)隊(duì)中學(xué)到更多。 我是在。

紅帽市場(chǎng)設(shè)計(jì)團(tuán)隊(duì)的根源 (Roots of the Red Hat Marketplace Design Team)

After hiring Neil, we subsequently assembled our next five designers, with the goal of bringing in 15–18 by end of year. Our early core was a top heavy crew, with seniority and expertise coming out of their ears. Each of these foundational members had a critical role in helping to shape the early vision and, just as importantly, the culture of design on our team.

聘請(qǐng)尼爾(Neil)之后，我們隨后組建了接下來的五名設(shè)計(jì)師，目標(biāo)是到年底前將15-18名設(shè)計(jì)師收入囊中。 我們的早期核心人員是高層管理人員，他們耳中充滿了資歷和專業(yè)知識(shí)。 這些基礎(chǔ)成員中的每一個(gè)在幫助塑造早期愿景以及我們團(tuán)隊(duì)的設(shè)計(jì)文化方面都起著至關(guān)重要的作用。

When I began the search for our first hires, I consulted with my boss, Robert, extensively. One of the founding members that I hired was Justin Gier. Justin came highly recommended from Robert for his unique combination of talents and is the most technical designer I’ve ever managed. Every design team needs complementary players across complementary disciplines. If we are truly going to consumerize IT, our team is going to have to know what we can simplify, what we can break, and what we can bypass entirely. Justin’s systems thinking, UX prowess and technical knowledge of cloud and kubernetes has helped our design team do this with confidence. He also designed a cloud 101 course for our new designers which helped to ramp up our collective domain knowledge and subject matter expertise. I still attend each session and learn new things every time.

當(dāng)我開始尋找第一批員工時(shí)，我與老板羅伯特進(jìn)行了廣泛的協(xié)商。 我聘用的創(chuàng)始成員之一是賈斯汀·吉爾(Justin Gier)。 賈斯汀(Robert)因其獨(dú)特的才能而受到羅伯特的強(qiáng)烈推薦，是我管理過的最技術(shù)設(shè)計(jì)師。 每個(gè)設(shè)計(jì)團(tuán)隊(duì)都需要跨互補(bǔ)學(xué)科的互補(bǔ)參與者。 如果我們要真正實(shí)現(xiàn)IT消費(fèi)化，那么我們的團(tuán)隊(duì)將必須知道我們可以簡(jiǎn)化什么，可以打破什么以及可以完全繞開什么。 賈斯汀的系統(tǒng)思維，UX能力以及云和kubernetes的技術(shù)知識(shí)幫助我們的設(shè)計(jì)團(tuán)隊(duì)充滿信心地做到了這一點(diǎn)。 他還為我們的新設(shè)計(jì)師設(shè)計(jì)了Cloud 101課程，這有助于提高我們的集體領(lǐng)域知識(shí)和主題專業(yè)知識(shí)。 我仍然參加每次會(huì)議，每次都學(xué)習(xí)新事物。

In order to maintain the velocity and breadth of work that we were tasked with covering, we were lucky enough to partner with the Austin-based product design and consulting firm Argodesign. Argo provided us with early, critical enablement — staff augmentation, diverse design expertise and a fresh, unbiased perspective. Working with IBM as a partner has its challenges. We’re not the easiest company to collaborate with, especially given the rapid growth, change and pressures that we were under. That said, we couldn’t have had a better early partner than Argo.

為了保持我們負(fù)責(zé)的工作的速度和廣度，我們很幸運(yùn)地與位于奧斯汀的產(chǎn)品設(shè)計(jì)和咨詢公司Argodesign合作。 Argo為我們提供了早期的關(guān)鍵支持-員工擴(kuò)充，多樣化的設(shè)計(jì)專業(yè)知識(shí)和嶄新而公正的觀點(diǎn)。 與IBM合作伙伴面臨挑戰(zhàn)。 我們并不是最容易與之合作的公司，尤其是考慮到我們的快速增長(zhǎng)，變化和壓力。 也就是說，我們沒有比Argo更好的早期合作伙伴。

Designers in a hill writing workshop設(shè)計(jì)師在山上作坊 Low fidelity assets used to define the early vision of the golden thread experience低保真資產(chǎn)用于定義金線體驗(yàn)的早期愿景

仲夏領(lǐng)導(dǎo)層檢查站 (Mid-Summer Leadership Checkpoint)

By July, we had an early draft of the high level UX for several important touch points — discovery, purchase and deployment. At this time, we were also working with an outside consulting firm to provide an added market POV.

到7月，我們已經(jīng)針對(duì)幾個(gè)重要接觸點(diǎn)(發(fā)現(xiàn)，購(gòu)買和部署)制定了高級(jí)UX的早期草案。 目前，我們還與一家外部咨詢公司合作，以提供更多的市場(chǎng)POV。

One of the impediments we faced at this stage in our product journey was decision making. In these early days, we only had one product manager, and we were struggling to make a range of choices and evaluate their trade offs. Our leadership recognized this and during this workshop told us to disassociate from the fear of getting it wrong. “Make a decision and just own it. We will learn and pivot as necessary.”

我們?cè)诋a(chǎn)品開發(fā)過程中現(xiàn)階段面臨的障礙之一就是決策。 在早期，我們只有一名產(chǎn)品經(jīng)理，我們正努力做出一系列選擇并評(píng)估其權(quán)衡取舍。 我們的領(lǐng)導(dǎo)層認(rèn)識(shí)到了這一點(diǎn)，在這次研討會(huì)上告訴我們，不要擔(dān)心會(huì)出錯(cuò)。 “做出決定并擁有決定權(quán)。 我們將在必要時(shí)學(xué)習(xí)和發(fā)展。”

During this checkpoint, Phil Gilbert (GM of Design at IBM) assessed our early progress. In total transparency, we committed an early, highly visible miscue. Our marketplace experience was too broad, serving far too many customer types. This lack of precision, selectivity and focus came to bite us. It led to diluted use cases and undefined expectations and outcomes. It also forced a reckoning from our collective leadership:

在此檢查點(diǎn)期間，Phil Gilbert(IBM設(shè)計(jì)總經(jīng)理)評(píng)估了我們的早期進(jìn)展。 總的來說，我們犯了一個(gè)早期的，明顯可見的錯(cuò)誤。 我們的市場(chǎng)經(jīng)驗(yàn)太廣泛了，服務(wù)了太多的客戶類型。 缺乏精確性，選擇性和專注性使我們深受其害。 它導(dǎo)致用例稀疏，不確定的期望和結(jié)果。 這也迫使我們的集體領(lǐng)導(dǎo)做出了以下估算：

“Every stakeholder in this room needs to drop what they’re doing and spend the next three days narrowing our focus.”

“這個(gè)會(huì)議室中的每個(gè)利益相關(guān)者都需要放棄他們正在做的事情，并在接下來的三天里花時(shí)間縮小我們的關(guān)注范圍。”

RTP設(shè)計(jì)思維研討會(huì) (RTP Design Thinking Workshop)

In response, Charlie and I led a design thinking workshop with our key stakeholders. We relied heavily on IBM Design Thinking and collectively re-identified our users, as-is, pain points, and to-be scenarios. From this work, we came out with a testable set of hypothetical features that were deemed as “differentiators.”

作為回應(yīng)，查理和我與我們的主要利益相關(guān)者一起主持了設(shè)計(jì)思想研討會(huì)。 我們非常依賴IBM Design Thinking，并集體重新標(biāo)識(shí)了我們的用戶，現(xiàn)狀，痛點(diǎn)和將來的場(chǎng)景。 通過這項(xiàng)工作，我們得出了一組可檢驗(yàn)的假設(shè)特征，這些特征被認(rèn)為是“差異化因素”。

As-Is and To-Be journey mapping原樣和未來旅程映射

It was these top differentiators that we quickly prototyped, tested with users, assessed feedback and led to the first golden thread — a narrative progression that showcased the core use cases and business differentiators. From this learning, we were able to scale down a field of 8–10 personas to the four that were mission-critical for our MVP.

正是這些主要的差異化因素，我們Swift進(jìn)行了原型設(shè)計(jì)，與用戶進(jìn)行了測(cè)試，評(píng)估了反饋，并引出了第一個(gè)金線 –敘述性進(jìn)展展示了核心用例和業(yè)務(wù)差異化因素。 通過這次學(xué)習(xí)，我們能夠?qū)?-10個(gè)角色的比例縮小到對(duì)我們的MVP至關(guān)重要的四個(gè)角色。

First pass of our golden thread, representing the critical paths for our key personas金線的第一遍，代表了我們關(guān)鍵人物的關(guān)鍵路徑 Auditing our flows and comparing our partner onboarding experience to AWS, Google Cloud and MSFT Azure審核我們的流程并將我們的合作伙伴入職經(jīng)驗(yàn)與AWS，Google Cloud和MSFT Azure進(jìn)行比較 Mid fidelity assets, updated and iterated on through research and testing中保真資產(chǎn)，通過研究和測(cè)試進(jìn)行更新和迭代 High fidelity, responsive and scalable implementations高保真，響應(yīng)Swift且可擴(kuò)展的實(shí)施

品牌— IBM與Red Hat的交集 (Branding — the intersection of IBM and Red Hat)

By November 2019, we had 13 designers, including a recently hired Creative Director. This was one of the hardest roles to fill. CDs are an anomaly across modern product teams at IBM. Finding a seasoned, personable, brand-savvy one to help bridge the critical, and still new, intersection of two formidable brands, was no small task. We could not have been more fortunate to have found Sarah Walter.

到2019年11月，我們已經(jīng)有13位設(shè)計(jì)師，其中包括最近聘用的創(chuàng)意總監(jiān)。 這是最難填補(bǔ)的角色之一。 CD在IBM的現(xiàn)代產(chǎn)品團(tuán)隊(duì)中是異常的。 找到一個(gè)經(jīng)驗(yàn)豐富，風(fēng)度翩翩，精通品牌的品牌來幫助銜接兩個(gè)強(qiáng)大的品牌之間的關(guān)鍵而又新的交匯點(diǎn)，絕非易事。 我們最幸運(yùn)的是找到了莎拉·沃爾特。

Prior to Sarah joining our team, the visual brand explorations fixated on IBM’s big blue color palette and Red Hat’s bright crimson, with the obvious combination and integration of the two. Sarah was hired around the same time as Wangui McKelvey, VP of Marketing for our new organization. She worked tirelessly with Wangui, Charlie and Corey Keller, our visual design lead, to ensure our brand expression was valuable, articulate and consistent with the voice and tone of our new initiative.

在Sarah加入我們的團(tuán)隊(duì)之前，視覺品牌的探索集中在IBM的大藍(lán)色調(diào)色板和Red Hat的明亮的深紅色上，兩者之間明顯地結(jié)合在一起。 薩拉與我們新組織的營(yíng)銷副總裁Wangui McKelvey大約同時(shí)被聘用。 她與視覺設(shè)計(jì)主管Wangui，Charlie和Corey Keller孜孜不倦地合作，以確保我們的品牌表達(dá)具有價(jià)值，表達(dá)力并與我們新計(jì)劃的聲音和語調(diào)保持一致。

Early brand explorations早期品牌探索 Brand expression at our technical preview launch技術(shù)預(yù)覽發(fā)布會(huì)上的品牌表現(xiàn)

我們的技術(shù)預(yù)覽，即將完成的一年 (Our Technical Preview, a Year in the Making)

Several weeks ago, our team released our technical preview of the Red Hat Marketplace. It was a milestone for our team, IBM and Red Hat. Prior to our new marketplace, if you were a business building apps on the cloud, you would have to go to 6 or 7 stores to build your application. Red Hat Marketplace empowers enterprises to discover, try, buy and deploy through a one-stop shop.

幾周前，我們的團(tuán)隊(duì)發(fā)布了紅帽市場(chǎng)的技術(shù)預(yù)覽。 對(duì)于我們的團(tuán)隊(duì)IBM和Red Hat來說，這是一個(gè)里程碑。 在我們進(jìn)入新市場(chǎng)之前，如果您是在云上構(gòu)建應(yīng)用程序的企業(yè)，則必須去6或7家商店來構(gòu)建應(yīng)用程序。 紅帽市場(chǎng)使企業(yè)能夠通過一站式商店發(fā)現(xiàn)，嘗試，購(gòu)買和部署。

While our customers and the market will ultimately determine whether or not we’ve delivered on our early promise, it has been rewarding to hear our leadership extolling the virtues of our nascent product.

盡管我們的客戶和市場(chǎng)最終將決定我們是否兌現(xiàn)了我們的早期承諾，但聽到我們的領(lǐng)導(dǎo)層贊美我們的新生產(chǎn)品的美德使我感到非常高興。

“I’ve been the head of three businesses and [of all those endeavors] I’m the most proud of the Red Hat Marketplace.”

“我一直是這三項(xiàng)業(yè)務(wù)的負(fù)責(zé)人，在所有這些工作中，我為紅帽市場(chǎng)最自豪。”

Introducing Red Hat Marketplace紅帽市場(chǎng)介紹

第一印象 (First Impressions)

We’re always assessing the quality of our work and measuring our outcomes. As part of our pre-launch research, our design research team met with twelve senior IT leaders in enterprise organizations — individuals with insight and influence in their company’s cloud strategies and spend. These leaders served in industries as diverse as aerospace & defense, entertainment, financial services, food and beverage, healthcare provider, internet manufacturing, consumer packaged goods, real estate & utilities.

我們一直在評(píng)估工作質(zhì)量并衡量結(jié)果。 作為我們啟動(dòng)前研究的一部分，我們的設(shè)計(jì)研究團(tuán)隊(duì)與企業(yè)組織中的12位高級(jí)IT領(lǐng)導(dǎo)進(jìn)行了會(huì)面，這些領(lǐng)導(dǎo)對(duì)公司的云戰(zhàn)略和支出具有洞察力和影響力。 這些領(lǐng)導(dǎo)者曾在航空航天和國(guó)防，娛樂，金融服務(wù)，食品和飲料，醫(yī)療保健提供商，互聯(lián)網(wǎng)制造，消費(fèi)品包裝，房地產(chǎn)和公用事業(yè)等行業(yè)任職。

All participants volunteered their time in 90-minute, non-blind in-depth interviews (IDIs). Their feedback attested to a range of issues and opportunities and the following quotes are extracted from these sessions:

所有參與者都自愿參加了90分鐘的非盲深入訪談(IDI)。 他們的反饋?zhàn)C明了一系列問題和機(jī)遇，并從這些會(huì)議中摘錄了以下引文：

Navigation easier; could be used by less technical staff: “The navigation seems better than AWS and Azure. It is simpler. AWS puts emphasis on technical understanding.”

導(dǎo)航更容易； 可以由較少的技術(shù)人員使用： “導(dǎo)航似乎比AWS和Azure好。 更簡(jiǎn)單。 AWS強(qiáng)調(diào)技術(shù)理解。”

AWS more crowded; advanced search features are desirable: “AWS marketplace is very cluttered right now… you spend more time sending questions to AWS about where to find things. I would expect as IBM’s marketplace expands that could be a challenge. Think of the App Store. 500 apps doing the same thing.”

AWS更擁擠； 希望有高級(jí)搜索功能： “ AWS市場(chǎng)現(xiàn)在很雜亂……您花更多時(shí)間向AWS發(fā)送有關(guān)在哪里找到東西的問題。 我希望隨著IBM市場(chǎng)的擴(kuò)展，這將是一個(gè)挑戰(zhàn)。 想想App Store。 500個(gè)應(yīng)用程序在做同樣的事情。”

Credibility and Usability: “The UI on Red Hat Marketplace is more intuitive than AWS or Google — more thought out.”

可信度和可用性： “ Red Hat Marketplace上的UI比AWS或Google更直觀-更深思熟慮。”

“… IBM looks better — more usable and prettier. AWS is very vanilla. White on white, not very differentiated.”

“……IBM看起來更好-更實(shí)用，更漂亮。 AWS非常香草。 白底白字，差別不大。”

Ease of use: “Being able to download right from the marketplace into our developer solution. I know Salesforce does that, but this seems more intuitive.”

易于使用： “能夠直接從市場(chǎng)下載到我們的開發(fā)人員解決方案中。 我知道Salesforce會(huì)這樣做，但這看起來更直觀。”

成長(zhǎng)和早期勝利的機(jī)會(huì) (Opportunities for Growth and Early Wins)

On a 15 person, disproportionately senior design team, I’ve struggled with finding equal enough visibility and recognition for all of our leaders. Design on Red Hat Marketplace is a team sport and certain folks have an easier time showcasing their talents given what we build first and how prominent that work is within the product. Finding ways to expose, integrate and leverage our deeply senior, talented team is a challenge that I don’t always win.

在一支由15人組成的不成比例的高級(jí)設(shè)計(jì)團(tuán)隊(duì)中，我一直在努力為我們所有的領(lǐng)導(dǎo)者尋找同樣相等的知名度和認(rèn)可度。 在Red Hat Marketplace上進(jìn)行設(shè)計(jì)是一項(xiàng)團(tuán)隊(duì)運(yùn)動(dòng)，鑒于我們首先構(gòu)建的產(chǎn)品以及該產(chǎn)品在產(chǎn)品中的突出地位，某些人可以更輕松地展示自己的才能。 尋找方法來展示，整合和利用我們經(jīng)驗(yàn)豐富的資深團(tuán)隊(duì)是一個(gè)挑戰(zhàn)，但我并非總是會(huì)贏。

On the other hand, I’m proud of the ways with which we fit the strengths of our designers with the needs of the project. Finding the right designers is a challenge in its own right, but identifying the things they love to do, the things they want to explore, the things that their unique talents and experience afford them and marrying them the critical needs of the business is not trivial. It’s a tricky Venn diagram and one that isn’t always proportionate. Certain spheres occupy more real estate at different times. In the end, it’s my job to ensure our designers are put in the best position to be successful and are given the room to reach their full potential.

另一方面，我為我們將設(shè)計(jì)師的實(shí)力與項(xiàng)目需求相結(jié)合的方式而感到自豪。 尋找合適的設(shè)計(jì)師本身就是一個(gè)挑戰(zhàn)，但是要確定他們喜歡做的事情，他們想探索的事情，他們獨(dú)特的才能和經(jīng)驗(yàn)為他們提供的東西以及與他們結(jié)婚的關(guān)鍵業(yè)務(wù)需求并非易事。 這是一個(gè)棘手的維恩圖，并且并不總是成比例的。 某些領(lǐng)域在不同時(shí)間占用更多房地產(chǎn)。 最后，我的工作是確保我們的設(shè)計(jì)師處于成功的最佳位置，并有充分的機(jī)會(huì)發(fā)揮自己的全部潛力。

以用戶為中心的警惕 (User-Centered Vigilance)

Despite our team’s deep domain expertise in cloud computing and open source technology, experience building and managing past marketplaces, and overall familiarity with our target customers, we are not our users. It’s a mantra we have to sing ourselves to sleep with, or tattoo onto our limbs. We always have to be vigilant that we never resort to complacency around our customers.

盡管我們的團(tuán)隊(duì)在云計(jì)算和開源技術(shù)方面擁有深厚的領(lǐng)域?qū)I(yè)知識(shí)，在構(gòu)建和管理過往市場(chǎng)方面具有豐富的經(jīng)驗(yàn)，并且對(duì)目標(biāo)客戶有全面的了解， 但我們并不是用戶 。 這是我們要唱歌睡覺或四肢紋身的口頭禪。 我們始終必須保持警惕，不要對(duì)客戶自滿。

One of the many tactics that we employ to mitigate this risk is integrating the customer voice into all facets of our design process. Through the design partner program, we establish deep, symbiotic relationships with companies looking to benefit from our solutions, but more importantly, partner in their creation. They also get the chance to influence our priorities and assist in concept validation, usability testing, contextual inquiry and design workshops.

我們采用的減輕這種風(fēng)險(xiǎn)的許多策略之一就是將客戶的聲音整合到我們?cè)O(shè)計(jì)過程的各個(gè)方面。 通過設(shè)計(jì)合作伙伴計(jì)劃，我們與希望從我們的解決方案中受益的公司建立了深厚的共生關(guān)系，更重要的是，他們與他們的合作伙伴建立了關(guān)系。 他們還有機(jī)會(huì)影響我們的優(yōu)先事項(xiàng)，并協(xié)助進(jìn)行概念驗(yàn)證，可用性測(cè)試，上下文查詢和設(shè)計(jì)研討會(huì)。

躁動(dòng)重塑 (Restless Reinvention)

I host a weekly design critique for our team. In the calendar invite to the meeting, I include a Latin proverb that I borrowed from my colleague at IBM, Adam Cutler. It says, “Nothing is invented and perfected at the same time.” Building digital products is evolutionary. Unlike print or hardware, where there’s cost and finality with what is deemed ready or done, we’re only just starting, and we’re a long way from perfect.

我每周為我們的團(tuán)隊(duì)主持一次設(shè)計(jì)評(píng)論。 在參加會(huì)議的日歷邀請(qǐng)中，我包括我從IBM同事Adam Cutler借來的拉丁諺語。 它說，“ 沒有什么是發(fā)明 ，并在同一時(shí)間 完善 。” 構(gòu)建數(shù)字產(chǎn)品是不斷發(fā)展的。 與印刷或硬件不同，在印刷或硬件方面，成本或最終成本被認(rèn)為是已完成或已完成，我們才剛剛起步，與完美相比還有很長(zhǎng)的路要走。

IBM Design Thinking — The LoopIBM設(shè)計(jì)思維—循環(huán)

IBM Design Thinking embraces a methodology of constant observation, reflection and making. Everything is a prototype that we can and will learn from. We will continue to measure and monitor our design and product KPIs, evaluate our effectiveness and return to our users to ensure we’re delivering them value. I couldn’t be more excited to keep learning and evolving with our team.

IBM Design Thinking包含不斷觀察，反思和制作的方法。 一切都是我們可以并且將學(xué)習(xí)的原型。 我們將繼續(xù)衡量和監(jiān)控我們的設(shè)計(jì)和產(chǎn)品KPI，評(píng)估我們的有效性并返回給用戶，以確保我們?yōu)樗麄儙韮r(jià)值。 繼續(xù)與我們的團(tuán)隊(duì)一起學(xué)習(xí)和發(fā)展，我會(huì)感到無比興奮。

If you’re interested in learning more about the Red Hat Marketplace, check it out today!

如果您有興趣了解有關(guān)Red Hat Marketplace的更多信息， 請(qǐng)立即查看 ！

Colin Narver is a Senior Design Manger on IBM Cloud, Data and AI in Austin. The above article is personal and does not necessarily represent IBM’s positions, strategies or opinions.

Colin Narver是位于奧斯丁的IBM Cloud，Data和AI的高級(jí)設(shè)計(jì)經(jīng)理。 以上文章是個(gè)人的，不一定代表IBM的立場(chǎng)，戰(zhàn)略或觀點(diǎn)。

翻譯自: https://uxdesign.cc/building-the-app-store-for-the-enterprise-b6fde3405dde

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