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Hard-won lessons building 0 to 1 inside Atlassian | Tanguy Crusson (Head of Jira Product Discovery)
- In this article, Tanguy Crusson, the product lead for Jira Product Discovery at Atlassian shares lessons learned from building 0 to 1. He shares candid stories about what worked, what didn't, and his many hard-won lessons learned about how to successfully build a venture from zero to one inside a large company.
- When launching new products within companies that have already seen some success, it's easy to assume that your existing playbooks will work again, but what got you here won't take you there. You need to define, test, and validate your assumptions. Creating scarcity can help you in emulating startup starvation.
- Atlassian uses a four-phase approach to launching new products and deciding whether to invest in them further: 1) Wonder, 2) Explore, 3) Make and 4) Impact.
- The most likely outcome when launching a new product is failure. Therefore, it's important to ground new product launches in this reality so that you can deter the company from over-investing.
- Success for new products should be measured differently from existing ones, both in terms of metrics and time horizons. New products should be judged by whether the team is answering the right questions at the right pace and is still excited about the new bet's potential.
- Articulate the "why now" factor in any proposal or business case. This could involve highlighting the perishable nature of the opportunity or explaining why delaying action could mean missing out on significant benefits or advantages.
- Tanguy shares lessons learned from building Atlassian's HipChat and Statuspage, including how to avoid common pitfalls like competitive myopia and premature scaling, and tactics for protecting your 'ugly babies.'
- Tanguy also stresses the importance of having a 'why now' factor and the power of 'lighthouse users,' as well as balancing innovation with personal well-being.
- Atlassian's four-phase approach to launching new products includes proving there is a problem with a big enough market size to justify investment and articulating the 'why now' factor in any proposal or business case.
- Innovating in large companies is challenging. Creating scarcity, emulating startup starvation, and focusing on answering the right questions at the right pace can help achieve success in building 0 to 1 inside a large company.
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