What People Say After Completing a Programme

The Situation

A product team relying on assumptions, not evidence

A five-person product team at a Kuala Lumpur technology company had a backlog built almost entirely from internal conviction — what the founders believed users needed, informed by a few conversations that had happened over a year ago. Decisions were being made quickly but frequently reversed after release.

What Changed

The product lead completed Research Basics

The product lead enrolled in Research Basics and ran the course exercise on their actual backlog prioritisation question. The interview guide library gave them a starting framework that they adapted. The write-up was reviewed by a Formanova facilitator before being shared with the founding team.

The Outcome

Two backlog items deprioritised based on evidence

The small research exercise surfaced that two of the highest-priority backlog items addressed problems that fewer than 30% of the target users actually experienced. Both were deprioritised. The team shifted two months of development capacity toward a feature with broader demand. The product lead described this as the most direct return on a learning investment she had made.

Timeline: 5-week programme · Results evident within 6 weeks of completion

The Situation

A commercial team running many experiments, learning from none

A commercial team at a Selangor-based e-commerce business was running A/B tests constantly but had no consistent framework for deciding what to test, how to measure it, or when a result was conclusive. Tests were running concurrently in ways that made the results unreadable. The reporting was not maintained after the first week of a campaign.

What Changed

Growth manager completed the thirteen-week track

The growth manager completed the Growth Operations Track. During the programme, she rebuilt the team's experimentation framework from first principles using the metrics workbook and the three assessed submissions to test the logic. The fortnightly clinics allowed her to work through the specific constraints of the e-commerce context.

The Outcome

Experiment readout quality improved significantly

Within three months of the programme, the number of experiments running concurrently dropped by 60% and the proportion with readable conclusions rose from around 30% to over 70%. The team adopted a fortnightly reporting rhythm that has been maintained for over four months. The growth manager was promoted to head of commercial operations in June 2025.

Timeline: 13-week programme · Measurable change in experiment quality within 3 months

The Situation

A senior manager without a framework for portfolio decisions

A general manager at a mid-sized Malaysian logistics company had been managing a single business unit for six years and was preparing to take on a multi-unit role. She had deep operational expertise in one area but had not worked through the conceptual differences in how decisions get made when you are responsible for a portfolio rather than a function.

What Changed

Completed the Senior Practice Programme part-time

She enrolled in the Senior Practice Programme while still in her current role. Her applied project focused on the specific question of how to allocate management attention across a multi-unit structure with uneven maturity across the units. Her adviser worked with her on this over the ten-month period. The panel review included two practitioners who had operated at group level in SEA.

The Outcome

Moved into the multi-unit role with a clearer operating model

She took up the multi-unit role in April 2025, four months before completing the programme. The framework she developed in the applied project became the basis of the operating model she put in place across the three units. The final assessment documented the reasoning clearly enough that her leadership team was given access to it as context for the structural decisions she had made.

Timeline: 10-month programme · Role transition mid-programme