We look back on highlights from Season 2 to illustrate the Product Science Method and how to use it to build sustained success. Read More
Season 2 Highlights: The Product Science Method in Practice
The Jim Morris Hypothesis: Product Teams Do Best When They Build Just Enough to Learn
We talk to Jim Morris, founder of Product Discovery Group about how he’s implemented a continuous discovery process at multiple organizations. Read More
The Allison Cassing Hypothesis: When You Follow Your Interests, Your Work Will Be More Enjoyable
We bring Allison Cassing, User Researcher for the H2R Product Science Team, on the show to talk about how to make sure you focus on the right questions. Read More
The Audrey Crane Hypothesis: If You Don’t Hire Enough Designers, You Don’t Get No Design, You Get Bad Design
Audrey Crane, Partner at DesignMap, talks about her new book, What CEOs Need to Know About Design, and how there’s no such thing as no design. Read More
The Mary Wharmby Hypothesis: Transformation in Large Organizations Starts with Creating a Common Language of Innovation
Mary Wharmby founder of the challenger consultancy, Design Transformation, explains how she helped create a process transformation class that could affect big changes in a large, multinational organization. Read More
The Matt Wallaert Hypothesis: Great Product Teams Use Behavioral Science to Build Products That Create Change
Matt Wallaert, Chief Behavioral Officer at Clover, discusses how he gets his team to focus on the behavior they’re trying to change, and his unique research process. Read More
The Heather Browning Hypothesis: Great Product Design Can Make Healthy Behaviors Easier
Heather Browning, VP of Product at Ria Health, shares how building products that drive behavior doesn’t work if you don’t frame it the right way. Read More
The Dan Melinger Hypothesis: Product-Led Growth Leaders Align Companies and Teams on the Fundamentals
Dan Melinger tells us about how he’s navigated the transition between the early-growth stage to building teams out to have what it takes to succeed in the long run. Read More
The Joe Lalley Hypothesis: Successful Product Leaders Transfer the Excitement Around a Problem from the Team to the Stakeholders
Joe Lalley shares the way he changes how teams work across PWC, and his surprising tricks for getting the most out of your meetings. Read More
The David Bland Hypothesis: Assumption Mapping Before Testing Business Ideas Facilitates Better Product Decisions
David Bland, founder of Precoil, explains how important it is to get cross-functional teams to agree on the assumptions that must be true for your business to succeed and different approaches to testing those assumptions. Read More