The Prodify Blog

Applying Vision-Led Product Management in the real world.

Advisor Case Study: The Behavioral Science Behind Triggers

The following is adapted from Build What Matters. I had no idea what behavioral science was until I joined Ben at Opower. There, I learned that our entire company was founded on a behavioral experiment by Dr. Robert Cialdini, who found that the most effective way to get people to reduce their home energy usage was to tell them they were using more than their neighbors. This peer comparison was more effective than any message about saving money or the environment.
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How Jobs To Be Done Can Help You Get More Users To Switch To Your Product or Service

If the concept behind Jobs To Be Done wasn’t real, we’d all drive the exact same car.
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Advisor Case Study: Time Horizons and Financial Results

The following is adapted from Build What Matters. After Morningstar acquired HelloWallet, there was a grand vision for how our two products would come together to provide even more value to consumers and clients.
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Ten Percent Happier Case Study: Impact Metrics

The following is adapted from Build What Matters. Ten Percent Happier is a mobile app that helps people be happier, healthier and more resilient through meditation. In working with co-founder and head of product Derek Haswell to apply Vision-Led Product Management, his team ran into an interesting challenge. 
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3 Tips for Managing a B2B2C Product

At HelloWallet, we sold web and mobile apps that helped employees improve their financial wellness.  The product was offered as a benefit to employees by their employer, who was our our client.  The B2B2C model is complex to manage – here are some tips I learned along the way:
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Advisor Case Study: Too Many Outcomes

The following is adapted from Build What Matters. Right before I joined HelloWallet as a Senior Product Manager, the company pivoted from a B2C business model to a B2B2C model, selling our financial wellness products to large companies as an employee benefit. As a part of this transition, I started joining sales calls with our buyers: HR leaders. Of course, the sales team wanted to focus those calls on moving the deal forward, so after I did a product demo, I usually only had time to ask the prospect one question. After some trial and error, I landed on a question that provided the most insight:
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Advisor Case Study: Hidden Shipping Costs

The following is adapted from Build What Matters. One of the most fundamental experiences in an e-commerce product is called “finding,” showing buyers the items they’re looking for. At eBay, I was product manager on the finding team responsible for the item details page, which showed what sellers listed. Counterparts on my team included product managers for searching, browsing, the bidding flow, and so on. Our team collaborated well, worked hard, and learned a great deal from one another. We also made our share of mistakes.
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5 Steps to Become a More Outcome-Driven Product Team

“Don’t mistake activity for achievement.” -- John Wooden Unfortunately, it’s all too common for product organizations to focus on the wrong thing. In this case I’m not referring to building the wrong features, though that happens too. Specifically, many teams get caught up in how many features are launched rather than whether those features enhance the product in a significant way. It’s easier and sometimes more visible to ship a bunch of stuff, but that’s not always correlated with progress. At its worst, shipping too much can make the product worse by adding clutter and complexity that customers don’t find valuable. It’s harder to solve real problems in ways that are measurable, particularly since not all releases are successful in delivering a material impact. The best product teams judge themselves not by quantity or speed of releases (‘output”) but by how much those are adding value (“outcomes”). Here are ways to shift your focus towards what is really helping customers in ways that also improve your business.
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4 Focus Areas in Leading a Rapidly Scaling Product Team

My most rewarding yet challenging roles have been as part of a fast growing business. These come with an opportunity -- plus an expectation -- to grow the product team to fuel continued expansion. I’ve been lucky enough to see hyper-growth early in my career at eBay, as the first head of product at Groupon and most recently at Fetch Rewards. When your team scales rapidly, you outgrow the ability to be in the weeds on everything. Your focus will shift from being involved in defining requirements to setting up the team to manage the ever-growing demands. This is similar to the change of role as you progress from being a PM to a manager of PMs to a manager of managers -- though in this case the entire organization is undergoing rapid change simultaneously.  It’s been said that for product leaders, your team is your product. It should get deliberate attention to improve and evolve just as the product does. With that, here are implications for rapid growth of your team and how it relates to your individuals, organization, team culture -- and your own role.
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How to Write a Stellar Product Management Resume

on February 23 2021 By | Matte Scheinker | Hiring Training
In our collective careers, the Prodify advisors have reviewed thousands of product manager resumes. Sadly, for both the candidates and the managers reviewing them, the vast majority of these resumes aren’t that great. Sure, some of these are from people reaching by applying for a job just outside of their experience. But, too many of them are from PMs whose experience should present well in resume form but whose resumes miss the point entirely.
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