At the time, Atlassian president Jay Simmons said that this addition was an organic extension based on the needs of Jira customers. Jira also featured version-history, file attachments, and a search function for issues—everything a developer needed to manage software projects in one place. They called this new dev team collaboration platform Confluence. Atlassian put down roots in developer teams. Each product had its own pricing model, so teams could add products a la carte. Rather, it’s getting an entire company—and all of the teams within it—using relevant products in the Atlassian suite. They’re turning acquisitions into additional product offerings—but at the same time, they’re clearing out potential disruptors and protecting the lock-in they’ve already established. As one report noted, thanks to the Bitbucket acquisition, developers now had “a place to dump and host their code, and a place to track their project issues and bugs within Atlassian.” It was a perfect product fit to fill a gap in Atlassian’s offerings. Atlassian already had a relationship with Statuspage because they were an early user of Hipchat, and because they already hosted their own statuses with Statuspage. They all developed a concept to master early on, and they stuck with it and followed through in all of their decisions. ‘Work flexibly’ is about employees customising their own routines so that it works best for both their personal and professional life. Atlassian not only developed the skill of making smart acquisitions—they’ve also mastered the treacherous integration process from people to code. Atlassian’s strategy—acquisition, integration, and organic distribution—was particularly special because not many other companies have done it (and done it well). Atlassian needed a simple product that could fill the small-company gap in their distribution strategy as Jira moved upmarket and got more complex. Atlassian’s announcement comes after it revealed plans to build a 40-storey (180 metre) building as its new headquarters in Sydney.
They could jump through the standard hoops and do the things that most SaaS companies were doing—build out a sales team, knock down investors’ doors, and try to turn an idea into millions of dollars in funding. This strategy fed directly into Atlassian’s low-cost distribution model. Here's what it was like. While Atlassian works to offer products to many different teams within an organization, the company still needs to find a way to stay relevant to small teams. They knew they wanted to start their own company, and they began by creating a third-party support service. Your’s may look different from other companies, too. In About-Face, UK Will Not Allow Huawei To Be Involved In Any Part Of... Universal Orlando Parks Will Reopen June 5 Despite Risk Of... Pro-Privacy Lawmakers Secure A Vote To Protect Browsing Data From... Jurassic World: Dominion Is Definitely Not The Planned End Of The... White Twitch Talk Show Host Finally Drops 'Rajj Patel' Moniker, Everything We Know About The PlayStation 5.
This allowed developers to try their products out, realize how useful they were, and then recommend the products to their team members and developer friends. At this point the company was eight years old and had already been profitable for five years. “For years, we’ve been working as a highly distributed global company, experimenting with fully remote teams, and iterating on practices that are essential for building diverse distributed teams. Mike Cannon-Brookes and Scott Farquhar founded Atlassian in 2002. They’ve said to other companies, don’t try to copy us. This lead them to acquire Bitbucket, a hosted service for code collaboration, for an undisclosed amount. The same factors won’t necessarily drive your growth at every stage. Atlassian’s pattern of acquisition—and their success with product additions—is very atypical. This website uses cookies to ensure you get the best experience on our website. The goal is no longer to just build out a best-in-class suite of tools for developer teams. Farquhar believes the post-COVID world will see a rise in distributed work across all industries and Atlassian wants to lead this practice. I’ve already talked about Atlassian’s acquisition of Trello from the perspective of Trello’s potential—but the acquisition is also a really important recent step in Atlassian’s journey.
Here’s what Atlassian did during this time to acquire the right products, integrate them well, and continue expanding their user base to users that were tangential to dev teams. Since Atlassian had capital, they decided that instead of spending time building more of their own tools, they’d buy ones that were already successful. Given the success of the first acquisition, the company decided the best path forward was to become exceptional at acquisition and folding useful pre-existing products into the Atlassian suite.
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