PODCAST #16. Behind the Scenes of Healthcare: How Does Product Management Drive Change?
Today’s Careminds series features a special conversation with Russell Taff, the former head of product at Ready. Russell, with his wide range of experience and in-depth understanding, shared his perspectives on the healthtech industry. We had discussions spanning from the granular details to broader insights, as we tracked his journey from being a software developer to ascending to the role of VP of product. The narrative is rich with pointers that could help new engineers pave their path to success. Let’s dive right in.
Choosing Product Development: The Story Behind the Decision
From his formative years at General Assembly in New York, Russell first cut his teeth on web development. His initial technical background was broadened significantly during an apprenticeship at an early-stage EdTech startup, where Russell learned valuable lessons about product management, including the importance of clear communication, vision, and capacity planning.
Russell’s career took a decisive turn when he transitioned into roles as a support engineer and solutions architect at a Series B startup. He found himself at the forefront of the company’s relationship with its user base, effectively translating complex technical concepts into business cases. His experiences there amplified his growing interest in product management.
His first significant role as a product manager was at Rocket Wagon, an IoT consulting firm. A mentor, Alex Casts, provided him with invaluable guidance on incorporating data at the core of their operations. Casts also introduced Russell to powerful project management principles that have since become part of his professional toolkit.
When Russell eventually joined health tech firm Ready, as Director of Product Operations, his key focus was to enhance the product’s scalability and make product feedback more effective. Following a promotion to Vice President of Product at Ready, Russell faced the challenge of steering the company in a new direction as COVID-related demands began to recede. He needed to have both a grand vision for the company’s future and a clear plan for how to get there, requiring precise financial management, astute risk assessment, and a high degree of focused execution.
Transitioning into Product Management: What Qualities Do You Need?
Firstly, having a sense of compassion is key. Having had firsthand experience at the frontline, I’ve developed empathy for users. It’s essential to understand the reasons behind users’ requests for new features or bug fixes. Don’t just see these as new tasks; delve into the core of why these requests are being made. Trust me, this understanding will build trust and create a powerful dialogue with users.
Always be open to learning. Learn from everyone – those above you, those below you. Never shy away from saying, “I don’t quite understand this, could you explain further?” Embrace every teachable moment that comes your way.
Keep your hands dirty. It’s vital to be involved in every step of product development. Before using a new template or an existing one in a new project, test it out yourself. Ensure it’s the right fit. Don’t just try to make things work; ensure they’re the right tools for the job.
Don’t forget to include visual representations of your ideas. It’s not just about words on paper; your ideas need to come to life visually. This approach fosters collaboration and opens up opportunities for feedback.
How Software Engineers Can Get Better at Business Documentation
Trust-building is a must in any work relationship. Be clear about why you’re questioning anything to prevent any misunderstanding about your intentions. It’s all too easy for stakeholders to feel their ideas are being dismissed when they hear “no,” even when the real issue is limited resources.
Communicating with stakeholders to understand their perspective is vital. Gathering insights and helping justify requests ensures a shared understanding.
Cultivate trust by clearly articulating your reasoning, explaining the “whys” and “why nots,” and showing how an idea might work now or in the future. Displaying vulnerability and a readiness to learn can also help create a collaborative environment where everyone feels comfortable admitting when they don’t understand something.
As a leader, it’s vital to create a space where vulnerability is welcome. This kind of open communication can strengthen teams by fostering mutual respect and encouraging learning from each other. Conversely, if communication isn’t transparent, teams can start to fragment.
Product managers need to also demonstrate active listening and meaningful engagement with people’s ideas. Always question and understand the reasoning behind all actions – big or small. This strategy drives progress and helps prevent the team from losing sight of the collective goal.
Consumer Preferences Matter: Why Some Products Win and Others Don’t
In the dynamics of an organization, there can often be misconceptions about the technical or product teams. Particularly among stakeholders, both internal and external, the word “no” is heard frequently. This occurrence is not due to any mistrust or disbelief in the merit of an idea but often arises from the constraints of finite resources and decision-making capacity.
So, it still boils down to trust. Explain why you’re challenging something, so people understand it’s not a distrust in their ideas, but rather a consideration of priorities. Being upfront about your “whys” or “why nots” can help build this trust and foster a collaborative environment.
There needs to be a space where people feel safe to express their doubts, fostering an atmosphere of learning. It’s when communication breaks down and feelings are kept hidden that teams start to falter.
More importantly, you should listen. Understand the essence of people’s ideas, continually questioning why we’re doing what we’re doing. This mindset keeps us focused on our collective goals.
An interesting example from the healthcare sector illustrates how behavioral economics influence consumer decisions. The ‘left digit bias’ concept, where even a slight price difference, like choosing between gas priced at 4.99 and 5.01, impacts choices.
Pre-pandemic, healthcare choices were frequently based on value and accessibility rather than exhaustive comparisons. However, in the post-pandemic world, factors like convenience, safety, and trust in service providers have become paramount. By understanding what elicits positive or negative experiences, we can craft solutions that resonate more effectively with users.
Adding or Improving: When Is the Right Time to Shift Focus in Product Development?
We frequently see companies rush to release new features or products without putting enough thought into tracking their performance or visibility. This common shortcoming can lead to missed signals that are critical to various stakeholders within the organization. It’s crucial to align on the data with all parties involved, ensuring the agreed-upon success metrics are clearly defined and measurable for each project.
Moreover, understanding your audience also helps, whether that’s internal users navigating workflows or external customers engaging with your product. Each product or feature released should cater to a specific cohort and encourage them to perform a well-defined action. This could vary from clicking a sign-up button to entering their insurance information into a workflow. The key is to clearly define these aspects, understand them, and engage in targeted personalization and segmentation to encourage action.
Having a clear vision and articulating it effectively is crucial. Each feature we’re working on must contribute to the meaningful future of the company.
While the idea of testing might conjure images of lengthy processes with numerous steps, the reality is much simpler. By having a defined cohort and a clear action, you can execute simple tests even at the point of release. Changes to words or colors, A/B testing in production, and other modifications can yield insightful data about how to move your target audience over the action line effectively.
This understanding of growth and goal-setting is crucial. Good product management also requires keeping an eye on environmental factors such as economic conditions and current events, which may affect your product or its marketing strategy. For instance, in the healthcare sector, the news cycle can greatly influence public perception. By aligning your message with the current sentiment, you can tap into these fluctuations and use them to your advantage.
Additionally, timing should align with communication, especially in value-based care workflows. The comprehension of environmental factors and patient lifestyles contributes to more meaningful communication.
The 80/20 principle advises focusing 80% of your time on the most crucial 20% of the work. This strategy guides prioritization and ensures that important tasks get the attention they need.
If you understand your patients or users’ routines, you can communicate effectively at the most opportune times. While it’s essential to grasp the difference between correlation and causation, hypothesizing about potential correlations and reducing noise as much as possible can help you master your data rather than always playing catch-up.
What Are the Essentials of Building a Successful Product Development Team?
The concept of collective ownership is something product managers should be passionate about and strive to bring to each project. Rusell believes that including everyone in the team, from ideation through to solution, cultivates a greater sense of ownership and responsibility. This shared ownership fosters team unity, enhances motivation, and ultimately results in a product that everyone is more emotionally invested in.
For every new project, it’s essential to include everyone in the team from the initial ideation phase through to solution. This approach fosters a sense of collective ownership.
The impact of this approach is significant because teams that feel a sense of ownership, rather than just contribution, are more likely to be driven by empathy for the end-user. This empathy can lead to more user-centric solutions, as team members feel more compelled to question and improve upon aspects of the product that may not provide an optimal user experience, even if they adhere to the original specifications.
Further, incorporating input from stakeholders at all levels and across different teams can strengthen the overall solution. For instance, involving customer service in brainstorming sessions can provide valuable insights from a unique perspective. Such inclusive collaboration not only drives motivation but also ensures a richer understanding of the problem and the proposed solution.
Taking the concept of collective ownership a step further, it’s important to consider the positive habits and associations we want to foster with what we’re building. Using BJ Fogg’s behavior model, which posits that behavior is a product of motivation, ability, and a prompt, we can create solutions that users will find genuinely beneficial and become habitual users of.
A practical application of this model can be seen in the telehealth space, where functionality has been transformative, particularly for those with limited access to healthcare services, such as individuals in rural areas. These tools are especially vital for mental health services, which might be scarce in these regions.
However, while these advancements are promising, caution must be exercised to avoid pitfalls such as overprescribing. In this regard, technology can provide a solution by utilizing artificial intelligence and machine learning to analyze comprehensive patient data. Such insights can lead to personalized treatment plans, thereby reducing the risk of unnecessary prescriptions.
In our engaging podcast with Russell Taff, we gleaned vital insights for burgeoning engineers and product managers. Here are three distilled points:
- Product Management Transition: Embrace user empathy, effective communication, and continuous learning when shifting from software development to product management.
- Engineering-Business Documentation: Foster trust and collaboration with clear, concise communication that encourages openness among stakeholders.
- Consumer-Centric Product Development: Understand consumer behavior and needs, incorporate data-driven strategies, and establish clear success metrics for impactful product development.
- Collective Ownership in Teams: Create a sense of shared responsibility to enhance motivation and create more user-centric solutions.
- Behavioral Economics in Healthcare: Consider behavioral economics and adapt to shifting consumer preferences, particularly in light of significant industry changes, such as those induced by the pandemic.
The APP Solutions launched a podcast, CareMinds, where you can hear from respected experts in healthcare and Health Tech.
Who is a successful product manager in the healthcare domain? Which skills and qualities are crucial? How important is this role in moving a successful business to new achievements? Responsibilities and KPIs?
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