Atlassian's Innovative Approach to Design and Collaboration
Technology Category
- Drones - VTOL & VTOL Hybrid Drones
- Infrastructure as a Service (IaaS) - Hybrid Cloud
Applicable Industries
- Buildings
- Cement
Applicable Functions
- Product Research & Development
Use Cases
- Building Automation & Control
- Rapid Prototyping
Services
- Hardware Design & Engineering Services
- Training
About The Customer
Atlassian is a leading software company based in Sydney, Australia. The company is known for its team collaboration tools, including Jira and Confluence. Atlassian has grown from a two-person startup to a dominant platform in its space with a valuation at IPO of more than $4 billion, all in a little over 10 years. The company achieved this remarkable growth without an internal sales team, relying instead on building great products, product simplicity, and model innovation. Atlassian's design team is committed to understanding the teams using their products and creating a coherent experience across all their offerings.
The Challenge
Atlassian, a leading software company known for its team collaboration tools like Jira and Confluence, faced the challenge of maintaining a coherent customer experience across its various products. The customer journey, from purchasing to using a product, involved multiple internal teams. The challenge was to ensure that the design was centralized across the organization and not split into product units. This was crucial to maintain a consistent user experience across all their products. Additionally, the company wanted to foster a culture of innovation and collaboration, where ideas could be freely discussed and critiqued, and where the focus was on continuous improvement and customer-centricity.
The Solution
Atlassian implemented several innovative practices to address these challenges. One such practice was the Product Braintrust, an internal forum for strategic discussions inspired by Pixar's Braintrust. This forum involved founders, senior product leadership, and the Global Head of Design, who would discuss ideas presented by actual teams within the company. The focus was on helping the presenting team make the best decisions before building and shipping products. Another practice was the use of 'P Rules' for giving critiques, which ensured that the focus was on the presenting team rather than on critical feedback. Atlassian also emphasized starting with the customer in all presentations, whether it was a demo, deck, or something else. Research played a big part in product design prioritization, with a dedicated Research team focusing on customer happiness tracking, strategic research, and design research. Atlassian also fostered a community around design through regular Town Halls and an annual design week where all geographically dispersed designers, researchers, and writers were flown to Sydney to meet.
Operational Impact
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