We’d love to keep sharing a healthy dose of new insights, stories, advice and zero spam with you.
Multiple variables such as roles, work requirements, locations, business and client needs, impact how we work. There isn’t a one-size-fits-all solution and we needed to create a new, evolving framework that aligns with Cogent’s values. One that clearly defines the optimal balance of remote and distributed work, enabling the highest quality of work whilst protecting the health and well-being of Cogent, its people and our clients.
This is the second year we’ve published the Australia and New Zealand Product Teams Report, which pulls together findings from an industry-wide survey, insights from senior tech leaders, and recommendations based on our people’s own experience.
Welcome to the Cogent Crew series, where every month we’re inviting you to get to know a little more about the people at Cogent. This month, Jen spoke with Bec about working remotely (and off-grid) in Castlemaine with her bike and resident possum Polly, and how a career in the fitness industry led her to return from a dream holiday in Italy and to her role at Cogent.
Having worked with hundreds of product teams in organisations of many shapes and sizes, we’re in a unique position to understand many of the challenges teams face, as well as the ways they might improve. One of the tools we use to identify how teams are working and what might be holding them back is the Competing Values Framework.
As a Product Manager, I delight in how the collaboration of a product brain and a design brain will always give a better outcome than just one of those brains going solo. However, the reality is, sometimes product peeps have to go it alone when doing user research. I want to reassure you that as a product person, you can do this and get some really valuable insights by following these basic rules.