![]() It was just a matter of finding the right fit. Getting funded isn’t worth “selling out.”īy this point, Atlassian had received multiple investment inquiries from venture capitalists and our founders were excited to take our growth to the next level. While it was all new and a bit awkward and rather unpolished compared to the events we host today, it was a turning point in the way Atlassian builds empathy for and relationships with customers. Mike, Scott, and others presented theater-in-the-round style to about 340 customers who peppered they with questions and feedback. In 2009, we hosted the first Atlassian Summit (now rebranded as Atlassian Team) in the ballroom of a San Francisco hotel. If you’re a high-volume, low-touch business like Atlassian, you have to be intentional about creating moments of connection with your customers. Fast forward to today, and we now have 24,000 users attending Atlassian Community events each year, supported by a dedicated team within the company. So Atlassian started supporting them with pizza, beer, and t-shirts, then basically stayed out of their way. We were thrilled to discover we had champions like that. The first Atlassian user group started in 2006 in Reston, Virginia when a Jira admin took it upon herself to get together with other Atlassian users in the area. When our founders set out to codify the Atlassian values, they gathered a handful of employees and asked themselves, “What aspects of Atlassian do we want to endure?” Culture changes, but values don’t. They should reflect the best parts of the organization as it already exists. Meaningful values reflect who you are, not who you wish you were.Ĭompany values shouldn’t be aspirational. (One percent of almost nothing is nothing, right?) And because they baked that pledge into our operating model early on, it’s never been treated as a sacrifice. At that time, Atlassian was still quite small, and making good on that pledge was painless. When Mike and Scott started the Atlassian Foundation, they pledged to donate one percent of profits, product, equity, and employee time to social impact organizations. ![]() The earlier you start giving back, the easier it is.Ītlassian believes every success is a group effort, so we’re big believers in giving back. We have a winner! Turns out bragging rights are pretty motivating. ![]() Even Jira Service Management, Atlassian’s fastest-growing product today, originated here. We’ve had loads of product features and internal programs come out of ShipIt events. The freedom to work on whatever you want, with whomever you want for 24 hours (plus a dash of healthy competition) is a massive energy boost. Then, as now, we put business as usual on hold so people had space to wonder, create, test, fail, and try again. Our quarterly hackathon tradition, ShipIt, began in 2005. It’s not going to happen on your coffee break. Innovation needs dedicated time and space. Closing that office so soon was hard, but it was good practice in making tough calls – of which there would be many to follow. But our leadership team realized quickly that we’d over-extended. So Atlassian set up a tiny office in New York. presence since that’s where most of our customers were. Momentum was starting to build and it seemed like a good time to have a U.S. The sooner you acknowledge a wrong turn, the sooner you’ll get back on track. So they built our own tracker, called it JIRA,* and quickly decided they were better off selling Jira than providing support services. The bug-tracking software they were using wasn’t that great, either. It meant our co-founders (now co-CEOs) Mike Cannon-Brookes and Scott Farquhar, were taking calls at all hours, which wasn’t much fun. 2002īuilding your own products beats fixing other people’s products.įun fact: Atlassian started as a company that supported other companies’ customer support teams. But before we get on with the next phase, we want to pause and share some of the lessons we’ve learned from our customers, team members, and the unforgettable experiences we’ve had along the way. Unleashing the potential of every team continues to be the driving force behind everything we do, with our values guiding the way.Ītlassian has an exciting future. While Atlassian today looks pretty different from the Atlassian of 20 years ago (and will look different from the Atlassian 20 years from now) some things won’t change. What this community has achieved together is nothing short of amazing. We want to take a moment to thank all of our customers, partners, vendors, investors, and of course, all our Atlassian teammates, past and present. To say Atlassian has been on a wild ride would be a massive understatement. Get stories like this in your inbox Subscribe
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