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We've polled 160 PMs to create our first State of Product Management on Customer Feedback Report

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Time and time again, you’ve heard about the importance of testing: the more you experiment, the faster you learn, and the faster you can drive growth.

What’s less obvious is how to put testing into practice.If your team isn’t aligned around experimentation, getting people to test often makes it seem like you’re asking them to do more work. The best you’re going to get is people running one-off tests that are too narrow to provide meaningful product insights.

To create a culture around testing and experimentation, you have to build from the core of your organization. Incorporate experimentation into your regular processes, and your team will build a strong habit of testing. The more procedural experimentation becomes, the more people will be ready and able to test.

In this article, we’ve highlighted the steps of building an experimentation culture, so you can continuously create great products as a team through iteration.

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When you have a culture of experimentation, testing is something people automatically do. Experimentation is baked into your other processes, so you feel its benefits throughout your organization. Here are just a few of the benefits that an experimentation culture brings:

Ready to enjoy these perks? It’s not as easy as turning to your team and saying, “Let’s test more.” Building an experimentation culture takes a few steps .

Creating an experimentation culture out of nothing takes time and effort — you have to build the right habits so that your team can reliably iterate and create the best versions of your products.

You have to introduce new practices gradually to get your team onboard with an experimentation culture. You slowly build a sustainable, repeatable process for generating growth ideas and implementing them as experiments. With these steps, your team has a foundation for constantly testing and improving your products.

Instead of building an experiment around a big, high-level goal, such as revenue growth, start by focusing on something smaller and testable, like engagement on a product page. Setting actionable experiment goals allows your team to move forward with testing, rather than getting stuck in abstract objectives like “growth.” To map out these tiny steps, move backwards from your major goal. Identify:

8 taught modules

> – assessed by: Dissertation project The dissertation is 60 CAT points requiring 600 hours of student effort. Oral examination

Research project

You'll be required to take the following modules as part of this MSc programme:

You are required to pass eight modules in total for this MSc course.

Your project is worth 33% of your final grade and supports you in developing your personal research and analytical skills.

Your research will be related to issues of quality and productivity in the healthcare context and will provide opportunity for you to focus on an aspect of particular interest to you – some project examples are listed below:

The taught component of the course is a mixture of lectures, seminars, syndicate/group work, practicals, online learning and forum activities. Module leaders are experts in their fields and are supported by external speakers working in organisations at the forefront of their fields.

The taught component of the course is assessed primarily through written assignments, although some modules include assessed in-module exercises. There are no written exams.

Each module usually lasts one week. .

This MSc in Healthcare Operational Management has been designed to fulfil the specific needs and requirements of graduates interested in a management or leadership role within the complex healthcare service sector. It is suitable for graduates from a broad range of academic disciplines across technical, engineering, scientific, medical, management and social sciences.

English language
What you will need to apply

In order to meet our academic entry requirement, you should have obtained the equivalent of a UK first or good second class honours degree in a variety of disciplines.

You can read more about the application process on our how to apply page .

Camilla Dobinson

"I loved the real-world nature of the learning experience at WMG. All the way through the course, I was applying everything I learned to the challenges facing healthcare organisations today, and using that knowledge to formulate solutions" ~ Read more from Camilla

Pavels Pavlovskis

"Because you have free time to complete each post module assignment, there’s the chance to research subjects thoroughly. As I worked through the programme, it was amazing how everything came together and I felt that I could see the bigger picture. The guest lecturers we’re fantastic too. These were very experienced high-calibre professionals, mostly from the NHS, who gave us a clear insight into hospital and healthcare operations, the issues they face and the innovative solutions that are driving the future of the sector". ~ Oversized Merino Wool Scarf Orchid XL Scarf by VIDA VIDA ZQUs6

Want to read more student views?

Find out what our current students think about studying at WMG Master's, by checking out our blogs and vlogs page . You can also read our alumni stories by taking a look at our alumni profiles page .

Healthcare is a dynamic sector with ever increasing demands worldwide. There is a constant need for experts with the knowledge, skills and expertise to manage and drive innovation, implement change and improve quality and efficiency in healthcare services.

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The problem is, this is not actually possible or even helpful to productivity. Human beings are emotional creatures, and we communicate our emotions constantly – whether we mean to or not. Emotion shows up in our body language, our word choice, tone of voice, and our actions. It’s part of who we are, and, if we are asked to check emotion at the door, are we really bringing our full selves to work?

It’s setting a near-impossible standard to ask someone not to bring their emotions into the workplace. Instead of trying to stamp them out, companies can understand emotion and harness it to increase their productivity.

In our research we did just that. We analyzed hundreds of open source projects in Jira Software , Atlassian’s project tracking software, performing sentiment and productivity analysis upon them to identify what emotions teams were expressing through their projects and how productive they were in delivering these projects.

First, we tackled the subject of emotion. You may already be familiar with the Womens Shoulder Bag Shoulder Bag sOliver 1kQgC
: anger, fear, disgust, surprise, sadness, trust, anticipation, and joy. How do we see them being expressed in work tasks? Some are more popular than others.

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As you can see, the most common emotions people express within their team projects are trust and anticipation, which we believe are positive signals of team productivity. When teams trust each other and are looking forward to the work they are about to do, everyone is highly motivated to do a great job.

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The next emotions we uncovered are surprise and fear, as expressed through statements like, “Oh! I didn’t know that” or “I’m worried that will impact users negatively.” These kinds of emotions are natural to teamwork – as teams work through new issues and challenges, there will be surprises and challenges uncovered. But, every time an emotion is expressed, that presents a new opportunity for growth, trust, and clarity.

Another important emotion, anger, also makes itself known within team projects. In our analysis, teams experienced the negative emotion of anger for 16%-30% of their working time.


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