Innovation @ Atlassian
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Slides as presented at Defrag 2009
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Innovation @ Atlassian
- 1. Innovation @ Atlassian Bill Arconati - bill@atlassian.com @barconati
- 2. ATLASSIAN • 200 employees. 8 years old. 8 products. 4 countries. • JIRA - issue tracking & project mgt • Confluence - enterprise wiki • 15,000 enterprise customers in 110 countries. • “Product driven” model
- 3. “Because the purpose of business is to create a customer, the business enterprise has two--and only two--basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs.” Peter Drucker
- 4. Innovation Models 1. The lone genius 2. The boss is a genius 3. Copy competitors’ inventions 4. Cluster the geniuses in a lab 5. Make your people the geniuses Scott Cook - CHI 2006
- 5. Innovation Models 1. The lone genius Atlassian 2002 2. The boss is a genius 3. Copy competitors’ inventions 4. Cluster the geniuses in a lab 5. Make your people the geniuses Scott Cook - CHI 2006
- 6. Innovation Models 1. The lone genius Atlassian 2002 2. The boss is a genius 3. Copy competitors’ inventions 4. Cluster the geniuses in a lab 5. Make your people the geniuses Scott Cook - CHI 2006
- 7. Innovation Models 1. The lone genius Atlassian 2002 2. The boss is a genius 3. Copy competitors’ inventions 4. Cluster the geniuses in a lab Atlassian 2012 5. Make your people the geniuses Scott Cook - CHI 2006
- 8. Innovation Models 1. The lone genius Atlassian 2002 2. The boss is a genius 3. Copy competitors’ inventions 4. Cluster the geniuses in a lab Atlassian 2012 5. Make your people the geniuses Scott Cook - CHI 2006
- 9. Innovation Killers • Company growth • Specifications from ‘on high’ • Date driven culture • Not enough ‘slack time’
- 10. Atlassian Activities • Fedex Day • 20% Time
- 11. Fedex Day
- 12. Fedex Day - 2004 • 24 hour one-day coding exercise • Start early AM, demos late afternoon • One goal - “Ship & deliver in 24 hours” http://blogs.atlassian.com/rebelutionary/archives/ 000495.html
- 16. Learnings • One day isn’t long enough • “Winning” needs to be de-emphasised • Get the whole company to watch demos • Didn’t work outside development • Works best with smaller team • Retrospectives are important - “What do we want to try to ship, and what’s required to get there?” • Shipping code takes much longer than you think!
- 17. 20% Time
- 18. 20% Time • The Google ‘myth’ Lawless innovation? • Aim: discover the realities Made up our own rules • The $1m gamble http://blogs.atlassian.com/developer/ 2008/03/20_time_experiment.html
- 19. Why? • Build innovative features • Engineers’ jobs get less fun w/ growth - further from product decisions • Product Managers aren’t perfect - fill hole in the roadmap • The power of a built idea to shape thinking
- 21. How did we do?
- 23. 20% Results • Filling gaps as much as finding next big thing • Hardest on tech leads! • Tracking was a contentious issue • Ended with per person, not project
- 27. Just Remember • You can start small • Failure is okay • Sometimes weird is better than useful • Build in slack time www.atlassian.com @barconati
Notes de l'éditeur
- Explain that Atlassian is first a product company, then a marketing company.
- Growth - the focus is on making a better enterprise (solve org problems) rather than a better product Slack time - what Fedex sort of aims to enforce Staff obviously play a part - but I’ll assume you have the staff
- Thusly born was "Fedex Day" - a mini, experimental, heavily bastardised, Atlassian version of Google's 20% playtime
- http://extranet.atlassian.com/pages/viewpage.action?pageId=672170173
- http://extranet.atlassian.com/pages/viewpage.action?pageId=672170173