Tanguy Crusson: evaluation

Transcript context

…Awesome, and I know there's going to be a lot of real talk in this conversation. I'm excited to share and hear all these stories. This episode is brought to you by Vanta. When it comes to ensuring your company has top-notch security practices, things get complicated fast, now you can assess risk, secure the trust of your customers, and automate compliance for SOC 2, ISO 27001, HIPAA, and more with a single platform, Vanta. Vanta's market leading trust management platform helps you continuously monitor compliance alongside reporting and tracking risks. Plus, you can save hours by completing security questionnaires with Vanta AI. Join thousands of global companies that use Vanta to automate evidence collection, unify risk management, and streamline security reviews. Get $1,000 off Vanta when you go to vanta.com/Lenny. That's V-A-N-T-A.com/lenny. This episode is brought to you by WorkOS. 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If you're currently looking to build role-based access control or other enterprise features like single sign-on, SCIM, or user management, you should consider WorkOS. It's a drop-in replacement for Auth0 and supports up to 1 million monthly active users for free. Check it out at workos.com to learn more. That's workos.com. Just broadly, why is it so hard in your experience to start new products go zero to one within large companies? What have you seen are the biggest challenges and hurdles generally? Yeah, so on the opportunity side, so Atlassian, 300,000 customers. We play in a whole bunch of different markets, everything in the collaboration space. We have a lot of markets that we play in, which means that we've got a lot of competitors. But basically when we look at the areas we could go in, there's an endless list of areas that we could go in, play and have a decent chance to win. Much harder to do if you're a startup. The breadth that we've got makes it easier to try find areas where we could expand into. We're not starving like a smaller company, so we can actually afford to try to play somewhere, to do some bets, to have some of them fail and some of them succeed, so that's amazing. Now our customers, I said 300,000. The thing that I admire the most about the Atlassian business model is it's very broad. It's across small and medium-sized companies. We have startups using our products, and we've got also enterprises and very large enterprises using the same products, which means that there's a lot of areas where we could find a niche and go after it and expand progressively into all these areas so there's a massive distribution potential that comes with that. When I worked on Jira Product Discovery, I didn't start with, okay, I'm going to need to start finding product managers and it's going to be how to find them. No, they were already all using Jira. Atlassian is a company that has a relatively deep organization hierarchy but relatively flat decision making. So it's more like a, imagine a network of key decision makers across the organization. It doesn't really matter the job title or whether you are a manager of people or not. The decisions are made by people who drive change. So there's a lot of empowerment that comes from that, but also it's a mix of top-down, bottom-up happiness I'd say. And so it can feel really chaotic at first, but once you know how to navigate it, it's actually pretty easy to try to go after something that you care about. And of course, we're a big company, so there's lots of ways we can get help. Corporate development, research analysts that we can talk to whenever we want to explore something, thousands of customers that I just have to put something in the addressable community group and get hundreds of people applying to talk to me from one day to the next. So that's amazing, any startup would want that. This sounds like how can anything not work when you launch a new product? You have 300,000 potential customers to launch it to. You have all the resources to build it. It sounds like decision making is efficient relatively, it's flat. You have all these different customer segments that use all these different version product lines of Atlassian. It's just like all of the opportunity possible to launch new products and still, many things do not work out, so I think this is a really important point and I think many big companies are in this. We have so much opportunity. Everything we're going to build is going to, it's going to grow like crazy because we have everything we need, but still it doesn't work out. And that's why I think we're going to talk about, it's going to be so important.…

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