Northwind Product
Working Session · Oct 14工作会 · 10 月 14 日 Confidential机密
Q4 Planning · Working Session四季度规划 · 工作会

Two and a half hours.
Three decisions. One room.
两个半小时。
三个决定。一间会议室。

This is a working session, not a status read-out. Come having read the three pre-reads below; we will spend the time deciding, not catching up. We do not leave until the three calls have an owner and a date. 这是工作会,不是进度通报。请先读完下方三份预读材料;时间用来做决定,不是用来补进度。三项决定没有落到负责人和日期之前,不散会。

Date日期
Oct 14
Tue · Room Mercator周二 · Mercator 室
Window时段
2h 30m
09:00 – 11:3009:00 – 11:30
In the room参会
8
decision-makers only仅决策人
To decide待决
3
each leaves with an owner各自带走一位负责人
01

What we must leave having decided散会前必须定下的事

1
Which four bets make the Q4 roadmap — and which two slip to Q1.四季度路线图保留哪四个押注 —— 哪两个推到一季度。

We have ranked candidates by reach and effort; the room picks the line. No "we'll see" — the cut is the decision.候选项已按覆盖与投入排过序;会上画出取舍线。不许"再看看"—— 砍在哪里,就是决定。

2
How the two open headcount slots split across Eng and Design.两个空缺名额如何在工程与设计之间分配。

Finance has the budget envelope; the trade is between shipping speed and design debt. We choose, not defer.财务已给出预算额度;权衡在交付速度与设计欠债之间。当场选,不延后。

3
Whether the legacy Starter tier is sunset this quarter or kept one more.旧版 Starter 套餐本季度下线,还是再留一季。

It is 1.1% of revenue and a third of support load. The number is on the table; the call is ours.它占营收 1.1%,却占三分之一的支持工作量。数字摆在桌上;决定权在我们。

02

Agenda议程

09:00
10 min10 分钟
Welcome & the three calls开场与三项决定
Frame定调

Why we are here, the rule of the day, and what "decided" looks like before we walk out.为何而来、当日规则,以及散会前"已决定"长什么样。

Lead:主持: D. Okafor
09:10
30 min30 分钟
Q3 retro — what we carry forward三季度复盘 —— 带走什么
Discuss讨论

Two things that worked and one that did not — kept short, because the pre-read covers the detail.两件做对的、一件没做好的 —— 简短带过,细节在预读里。

Lead:主持: L. Méndez
09:40
40 min40 分钟
Q4 bets — rank and cut the roadmap四季度押注 —— 路线图排序与取舍
Decision 1决定 1

Walk the ranked candidates, draw the line at four, name an owner per bet. The longest block on purpose.过一遍排序后的候选,在第四个画线,每个押注定一位负责人。最长的一段,是故意的。

Lead:主持: P. Shah
10:20
15 min15 分钟
Break休息

Stretch, coffee, no laptops. We reconvene at 10:35 sharp.起身、咖啡、不开电脑。10:35 准时回来。

10:35
30 min30 分钟
Headcount & budget split名额与预算分配
Decision 2决定 2

Two open slots, one envelope. Finance frames the trade; the room splits Eng vs Design.两个空缺、一个预算额度。财务给出权衡,会上在工程与设计之间分。

Lead:主持: D. Okafor + M. Lindqvist
11:05
15 min15 分钟
Starter tier — sunset or keepStarter 套餐 —— 下线或保留
Decision 3决定 3

The 1.1%-of-revenue, one-third-of-support call. Short by design — the data is already in the pre-read.那个占营收 1.1%、占三分之一支持量的决定。故意安排得短 —— 数据已在预读里。

Lead:主持: S. Adebayo
11:20
10 min10 分钟
Recap — owners & dates read back收尾 —— 复述负责人与日期
Confirm确认

Each decision read back aloud with its owner and date. If it cannot be read back, it was not decided.每项决定连同负责人和日期当场念一遍。念不出来的,就是没定。

Lead:主持: D. Okafor
03

In the room在场

DO
D. Okafor
VP Product产品 VP
LM
L. Méndez
Head of Design设计负责人
PS
P. Shah
Head of Growth增长负责人
RT
R. Tanaka
Eng Director工程总监
SA
S. Adebayo
Data Lead数据负责人
ML
M. Lindqvist
Finance Partner财务伙伴
JP
J. Park
PMM Lead产品市场负责人
AR
A. Rossi
Product Ops产品运营
04

Read before you arrive到场前先读

  • A
    Roadmap candidates, ranked路线图候选,已排序
    6 bets · reach × effort · 4 pages6 个押注 · 覆盖 × 投入 · 4 页
  • B
    Headcount & budget envelope名额与预算额度
    Finance memo · 2 pages财务备忘 · 2 页
  • C
    Starter tier — revenue vs supportStarter 套餐 —— 营收对支持
    one-pager with the 1.1% figure单页,含 1.1% 数字