Tanguy Crusson: evaluation

Transcript context

…So it's basically a trick to keep everyone else within the org away and not worry about what you're building? Because you just tell them, "Don't worry, this is not going to work out. We're just going to try this thing just to see." So it's not for your team to feel like, "This is probably not going to work out." I imagine the team is like, "Oh, we got to make this work. It's such a good idea." It's more as a trick to keep the org from swallowing you up and pushing you around? So there's a part of that, but there's also really a need from... We need to respect Atlassian's dollars here, and if we don't know whether this thing is going to work... I do not want to drag a team of 50 people into this. I want to know that this thing is worth the investment of a team of 50 people. So it's a bit of both, actually. Now, it's of course, easier said than done. And so that's where, again, Point A helped. We had four stages called Wonder, Explore, Make and Impact, where in the first stage it was all about proving that there was a problem area we could go into, there was a market. We could answer very clearly, articulate why Atlassian should move there. We could articulate why now that stuff that [inaudible 01:04:35] struggled with before, and have enough data to validate all those claims. Explore was about exploring solutions, which doesn't mean build it and throw it out there and see what sticks. It's about if you get a bunch of customers raising a problem, can you get them to play back to the solution, [inaudible 01:04:53] address that problem? And so in the case of Jira Product Discovery, because we were not building, we didn't need any new technology, it was mainly new UX and new workflows, we basically validated a lot of that with Figma in dozens of Zooms. But it's basically coming back saying, "Here's how those companies are framing it. Here's their problems, here's how this thing would be solving it for them." So that's part of Explore, which is validating that it's worth investing in in terms of solution. We don't only have the right problem, we've got the right solutions. Then Make is about making it happen in stages, starting with an alpha, then a beta, and then going out there. And Impact is that stuff is actually ready to go [inaudible 01:05:37]. And now let's see the impact it has on Atlassian's business and keep monitoring it from there. And it turns into a real business from that point onwards. But everyone at Atlassian knew these four stages, Wonder, Explore, Make, Impact. Whenever we were talking with teams, we were telling them we're currently in Explore. And we started doing that with the full bet itself. Then we started doing that to talk about the different features that we were working on or problem areas we were going after. Which means that now every time we go into conversation with other teams and we'll mention, "We're in Wonder," or, "We're in Explore," they know what to expect. When we go to someone in the leadership team and we say, "We want to go from Explore to Make," they know they're going to [inaudible 01:06:22] because they need developers now. So all that vocabulary and clear expectations set for every stage of the process really helped us to facilitate all the conversations that we had with everyone in the organization. And really protected us again from all those, basically, teams that felt like they had to chime in. Now, we're in Explore, we don't have anything ready that's been validated. yone in the organization. And really protected us again from all those, basically, teams that felt like they had to chime in. Now, we're in Explore, we don't have anything ready that's been validated. Let's not have opinions about how the architecture is done before we have validated that customers want something.…

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