We want other teams to unleash their potential and find new ways of working. We don’t believe that knowledge is power we believe the application of knowledge is power, so we’re giving away that knowledge for free. We want to stay small, autonomous, nimble and empowered.Īs we’re learning ways of doing that at Atlassian, the other half of my time is sharing how we do that and why. How do we scale our teams? How do we stay awesome? How do we find better ways of working as we grow, as we get more people, more complexity, more customers and more products? We’ve got infinite amount of complexity in our business and we don’t want that to slow us down. Half of it is internally focused in Atlassian. It’s a role I’ve not seen anywhere else, which is why I’m enjoying it so much. My casino gaming time was around building slot machines around the world, which was fascinating, and then I took that knowledge of building games en masse to Atlassian, where I got to see a company scale from tiny to large in a very short period of time.Īdam: Today you are the head of R&D and work futurist at Atlassian? What exactly does that role entail?ĭom: It entails having the most random title in the world, but it’s fascinating. I was fascinated by how businesses actually work. What I really liked early about accounting is the nuances of business – how everything kind of connects together. I was convinced by my parents and various family members when I was finishing university that if I wanted to have a job for life, I should go and become an accountant. How did you get where you are today?ĭom Price: I’m a recovering accountant. You’ve had an interesting career trajectory ranging from consulting with Deloitte, working in the casino gaming industry, and now you’re in collaboration software. Below is a lightly edited transcript of the conversation.Īdam Risman: Dom, welcome to the show. You can subscribe on iTunes or grab the RSS feed in your player of choice. If you enjoy the conversation check out more episodes of our podcast. Today he travels around the world analyzing how Atlassian teams work and visiting with outside teams across industries to share insights.ĭom joined me on our podcast to chat about the importance of cognitive diversity in high performing teams, maintaining a culture of innovation at scale, how to check the health of our teams, and much more. Dom’s helped Atlassian grow from 400 employees to north of 2,500 and six global offices. So how do you grow your teams while maintaining this early-stage way of working?Īsk Dom Price, head of R&D and work futurist at Atlassian, and he’ll tell you there’s no silver bullet to this problem, but there is a series of methods that can set you up for success. But as a startup grows, hires more people, builds more products and adds more customers, teams and the way they work get infinitely more complex.
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