Back in March, as the Covid-19 pandemic was just getting a foothold around the globe, Cogent embarked on a months-long consultancy project with Square’s Cash App.
In case you missed it through all our other channels, we recently launched the first-ever Australia & NZ Product Teams Survey. It’s the first survey of it’s kind to take an in-depth look at what makes product teams tick, right here in Australia and New Zealand.
As a senior leader, there will come a time when you start to notice areas for improvement within your product teams or departments. This post outlines how vision, goals and empowerment are the key ingredients for high-impact product delivery.
Last week I attended the Leading the Product (Digital) Conference. It’s the first time they’ve run a virtual event and I must say, I was very impressed!
The day was based around the ‘7 P’s of Product’: Problem, Purpose, Position, Performance, Price, Promotion and Practice. This set a great base for covering a host of topics ranging from strategy to delivery.
It’s pretty obvious but I’ll say it out loud – the more we understand about a problem, the more likely it is we’ll make better decisions about how to solve it.
Stakeholder engagement is an important part of being a product manager – but it can take a while to master. Here’s some of the practical approaches I’ve developed that have helped me manage internal stakeholders.
We acknowledge the traditional custodians of the land on which our offices stand and we pay our respects to elders past and present. We acknowledge the sorrow of the stolen generations and the impacts of colonisation on Aboriginal and Torres Strait Islander peoples. We also recognise the resilience, strength and pride of the Aboriginal and Torres Strait Islander communities.
We are inspired by Aboriginal and Torres Strait entrepreneurs, past and present.
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