Tanguy Crusson: prediction

Transcript context

…What are some lessons from that experience? Yeah, so the main one that I personally got from this, and it's back to the hypothesis that you talked about, which we have all these successful products, we can expand into this one which is, and I quote it, but it's just myself, don't eat your own bullshit, which is a mix of two things. We've got a company value that says open company, no bullshit. So we need to be able to talk about the things like they are, and we don't try to make things sound smarter than they are. We don't try to hide the truth, we go after that truth, and we don't hide stuff from each other. We share with everyone, we are open by default. So that's one of the values and we do a lot of dogfooding, so eat your own dog food. We do test our own software a lot. I've noticed that sometimes there are things that we do while we tend to believe stuff because it's worked for us before, and we have this assumption that it's going to keep working for us forever. The founders keep telling us what took us here won't take us there. That's a thing we keep hearing over and over again. But it's very easy for teams when they see success of something to think that it's successful because of X, but X is not validated. That's where we go back to the topic we've got today, which is why is doing this in a successful company harder sometimes. Well, Atlassian was successful with the playbook, and the playbook was we've got people in developers or tech or IT. They choose Atlassian apps, they love them. They start to recommend them to people in the business, and we start to see adoption, bottom-up adoption across the company before people decide to standardize on Atlassian. We made the bet that we can apply this playbook to this market, which is basically we can, from people to use Jira, introduce HipChat, and then people will go into HipChat first in tech teams, and then it will expand into business teams, and it'll go world to world basically from that. The thing is we didn't, in my opinion, do enough to validate that assumption early enough. We did a lot of work, a lot of work even on other things, even when faced with signals that this might not work. I do remember talking with a lot of customers who were like, "Well, we've got, the IT is on HipChat, but the business prefer Slack." And then we started to see those businesses choosing Slack, which is the, initially it was like the developers try things and they like it and then everyone starts to adopt. In that case, the Slack managed to create a very strong fund base in roles that were not tech and IT. It was the moment where the consumerization of apps, that trend was starting to get really high. Slack really rode that and they focused everything in their experience to catch that. They gamified onboarding, they focused a lot more on the look and feel. They try to make it pleasant, modern, functional to use. There's a lot of stuff that we learned since then from what they did, we had missed that part. g, they focused a lot more on the look and feel. They try to make it pleasant, modern, functional to use. There's a lot of stuff that we learned since then from what they did, we had missed that part. The part that I took personally from that is that there's a lot of assumptions in what made us successful, it doesn't mean that it's going to work.…

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