How to survive the tricky design situation of the product vision change
如何在产品愿景变化的棘手设计环境中生存下来
How to navigate re-designs due to changing business needs
如何根据不断变化的业务需求进行重新设计
“So it sounds like we’re starting over again.” I sighed, half expecting the news. After leadership turnover and internal discussions, we’d need to re-think the prototype.
"听起来我们又要重新开始了"我叹了口气，对这个消息半信半疑。经过领导层更迭和内部讨论，我们需要重新考虑原型。
Sometimes, you’ll be asked to re-design something, not due to user needs but a change in business direction. Whether targeting a new market, catering to new customers, or changing customer priorities, sometimes the core focus of what you’re offering users may change.
有时，你会被要求重新设计一些东西，这并不是因为用户需求，而是因为业务方向发生了变化。无论是瞄准新的市场、迎合新的客户，还是改变客户的优先级，有时你为用户提供的核心重点可能会发生变化。
If this happens every 2 weeks, you need to find a new job. But sometimes, such a drastic redesign is needed due to changing markets. In these cases, a quick facelift of the design won’t work: you often need to do a deep dive into everything that will be affected.
如果这种情况每两周发生一次，你就需要找一份新工作。但有时，由于市场不断变化，需要进行如此大幅度的重新设计。在这种情况下，快速改头换面的设计是行不通的：你往往需要深入研究所有会受到影响的东西。
To start with, it might help to understand why this happens.
首先，了解为什么会出现这种情况可能会有所帮助。
A change in product vision usually comes from losing customers
产品愿景的改变通常源于客户的流失
While there may be other reasons, you’ll be asked to do this mainly because your company loses a big customer.
虽然可能还有其他原因，但要求你这样做主要是因为你的公司失去了一个大客户。
For example, one customer might account for 80% of your revenue (especially if you work for a B2B company). If that customer leaves, your team may scramble to find additional revenue sources and customers.
例如，一个客户可能占你收入的 80%（尤其是如果你在一家 B2B 公司工作）。如果该客户离开，您的团队可能会争先恐后地寻找其他收入来源和客户。
As a result, your product team may request different features or ideas to be designed while they try to develop a comprehensive product vision for the new customer base they’ll target. Ideally, this period will be very short, as they will figure out the long-term vision.
因此，您的产品团队可能会要求设计不同的功能或想法，同时努力为新客户群制定全面的产品愿景。理想情况下，这段时间会很短，因为他们将制定出长期愿景。
Once that’s done, you’ll likely be asked to partially (if not completely) re-design certain pages and prototypes to match the new user's needs. When that happens, here are a few things you need to remember to ensure things will work out.
一旦完成，你很可能会被要求部分（如果不是全部）重新设计某些页面和原型，以满足新用户的需求。在这种情况下，你需要记住以下几点，以确保一切顺利。
Get everything in writing: the importance of written requirements
以书面形式记录一切：书面要求的重要性
This is because the ability to communicate design intent through writing not only creates consensus but can also help prevent gaslighting. Good Product Managers understand this idea already: they will write down all the requirements for a particular feature and their importance to ensure the company's vision is designed and developed.
这是因为，通过书面形式传达设计意图的能力不仅能达成共识，还有助于防止气话。优秀的产品经理已经明白了这个道理：他们会写下某个功能的所有需求及其重要性，以确保公司的愿景得到设计和开发。
However, when requirements are ambiguous, you may have to take the lead yourself. Communicating design intent is one of the best ways to do this. Essentially, you’re writing down what you intend to design here, along with some reasons why.
但是，当需求不明确时，你可能需要自己主导。传达设计意图是最好的方法之一。从本质上说，你要在这里写下你的设计意图，以及一些原因。
Behind any design artifact or visual is a design decision, some of which you may make unconsciously. For example, you may always prefer drawers to modals rather than having a good reason to use a drawer in this scenario.
任何设计工件或视觉效果的背后都有一个设计决策，其中有些可能是你在不知不觉中做出的。例如，你可能总是喜欢抽屉而不是模态，而不是有充分的理由在这种情况下使用抽屉。
According to Tom Greever, author of Articulating Design Decisions, the best way to make yourself conscious of why you’re making design decisions is to write it down.
阐明设计决策》一书的作者汤姆-格里弗（Tom Greever）认为，让自己意识到为什么要做出设计决策的最好方法就是把它写下来。
If your Product Manager agrees to this and then later changes their mind, you have their agreement in writing that they approved this design. Worst case scenario, your Product Manager is forced to admit, “Yes, we asked you do that before,” instead of being like, “Why are you designing that?”
如果你的产品经理同意了，但后来又改变了主意，那么你就以书面形式得到了他们的同意，即他们批准了这个设计。最坏的情况是，你的产品经理不得不承认："是的，我们之前就要求你这么做了。"而不是说："你为什么要设计这个？"
掌握所有设计交流类型至关重要
In addition, writing out your design intent may start conversations around requirements and priorities, which may get your Product Manager to develop a full list of requirements, priorities, and more. When this happens, your job as a designer becomes much easier.
此外，写出你的设计意图可能会引发围绕需求和优先级的对话，这可能会让你的产品经理制定一份完整的需求、优先级等清单。当这种情况发生时，你作为设计师的工作就会变得容易得多。
Once you’ve gathered as much information as possible in writing, you should review the user workflow to understand exactly what’s affected.
在尽可能多地收集书面信息后，您应该查看用户工作流程，以准确了解受影响的内容。
The butterfly effect: Design changes aren’t limited to a single page
蝴蝶效应：设计变更不局限于单一页面
One thing I’ve learned, especially regarding design changes, is that the changes are rarely limited to a single page.
我学到的一点是，特别是在设计更改方面，更改很少局限于一个页面。
If you change something on the home page, something else on another page will likely have to change. Identifying these changes in writing will help you comprehensively understand all the necessary design changes.
如果你改变了主页上的某些内容，那么其他页面上的其他内容很可能也要随之改变。以书面形式确定这些更改将有助于您全面了解所有必要的设计更改。
For example, imagine you want to drive users to the new “store page” from the home page instead of the product pages. As a result, you use a banner to try to drive traffic there. You might think that this change might only involve changing the home page, but here are some questions you might need to answer:
例如，假设您希望将用户从主页引向新的 "商店页面"，而不是产品页面。因此，您使用横幅广告来吸引流量。您可能会认为，这种改变可能只涉及更改主页，但以下是您可能需要回答的一些问题：
- What does the home page look like before/after login, and does the banner change in any way?
登录前/后的主页是什么样子的，横幅有什么变化吗？ - Can people check out of the store page without logging in? If they log in, where does it take them?
人们可以在不登录的情况下退出商店页面吗？如果登录，会被带到哪里？ - Are there duplicate details/links to the store on the existing product pages?
现有产品页面上是否有重复的详细信息/指向商店的链接？ - Does the “Store” page link to the Product page at all? Will any of the product details need to be duplicated on the page?
商店 "页面是否链接到产品页面？是否需要在页面上复制任何产品详细信息？ - etc. 等等
Placing a banner on the Home page is the start of the design changes you must consider. Writing out how these re-designs affect everything is a lengthy process necessary to consider the entire user experience.
在主页上放置横幅是您必须考虑的设计变更的开始。要考虑整个用户体验，写出这些重新设计对所有内容的影响是一个漫长的过程。
Because this can be time-intensive, I recommend one other thing for this process: stick to lower-fidelity designs for as long as possible.
因为这可能会耗费大量时间，所以我建议在这个过程中还要做一件事：尽可能长时间地坚持低保真设计。
Use low-fidelity designs and design exploration with ambiguity
使用低保真设计和模糊设计探索
When there’s uncertainty about the business's direction, it doesn’t make sense to polish a design that might be scrapped. In addition, now that your business is navigating a new problem area, you want to use the built-in excuse for lower fidelity designs.
当企业的发展方向还不确定时，打磨一个可能会被废弃的设计是没有意义的。此外，现在您的企业正处于一个新的问题领域，您希望利用这个内在的借口来进行低保真设计。
What they’re looking for when you present to them is two things:
当你向他们介绍时，他们正在寻找的是两样东西：
- Are we offering enough value/solving the write problem with this?
我们提供的价值足够大吗？ - Is this a feasible solution for us to move forward with?
这对我们来说是一个可行的解决方案吗？
As a result, it’s more important to explore multiple design solutions, almost at the sketch level, to try and gain approval from the Product team. Once you find the right approach and solution, you can begin polishing whatever was approved to your typical level of polish.
因此，更重要的是探索多种设计方案，几乎是在草图层面上，尝试获得产品团队的认可。一旦找到了正确的方法和解决方案，就可以开始对获得批准的方案进行打磨，使其达到典型的抛光水平。
This idea and approach should help you navigate the tricky business of a change in business vision.
这种想法和方法应能帮助你应对改变企业愿景的棘手问题。
Vision changes are when organizations needs Design the most
愿景变化是组织最需要设计的时候
I believe that every organization gets one change in business vision.
我相信，每个组织都会有一次业务愿景的改变。
There may have been an exceptionally persuasive salesperson at a rival company, or your customer couldn’t afford you. Whatever the case, I’ve learned that sticking through this process once, as tedious as it is, can win you a lot of support from the rest of the organization.
可能是竞争对手公司的销售人员特别有说服力，也可能是你的客户付不起你的费用。不管是哪种情况，我都知道，坚持完成一次这个过程，尽管很乏味，但却能为你赢得组织其他成员的大力支持。
Businesses don't start with this sort of revision easily, which can be time-consuming and tedious for designers. However, it is one of the times when design is most necessary, and showing off your skills can win you a lot of buy-in.
企业不会轻易开始这样的改版，这对设计师来说可能既费时又乏味。不过，这也是最需要设计的时候，展示自己的技能可以赢得很多人的认同。
So, if you’ve ever been asked to change multiple parts of the design due to what the business wants, take a moment and reflect. If this keeps happening, this is your cue to find another design job. But if this is the first time, where things haven’t worked out, this is when design work can save the business.
因此，如果你曾被要求按照企业的要求更改设计的多个部分，请花点时间反思一下。如果这种情况一直发生，那么你就该另谋设计工作了。但如果这是第一次，事情还没有解决，这时设计工作就能拯救企业。
I’ve revamped my Maven course to teach Data Informed Design. If you want to learn this valuable skill, consider joining the waitlist.
我已经改造了我的 Maven 课程，教授数据知情设计。如果您想学习这项宝贵的技能，请考虑加入候补名单。
Kai Wong is a Senior Product Designer and creator of the Data and Design newsletter. His book, Data-Informed UX Design, provides 21 small changes you can make to your design process to leverage the power of data and design.
黄凯（Kai Wong）是一名高级产品设计师，也是《数据与设计》时事通讯的创办人。他的著作《数据信息用户体验设计》（Data-Informed UX Design）为您提供了设计过程中的 21 个小变化，让您充分利用数据和设计的力量。
