Why a Business Executive User Group?
• Teams extend beyond software development
• Software development techniques, such as Lean & Agile are
becoming more and more popular in business
• We want to focus on patterns, techniques and learnings to
• Transform Business Processes
• Optimize Resources
• Improve Financial Position
• Exceed Compliance Requirements
Our Goal is to connect like-minded users together with each other,
as well as with the teams at Atlassian and ServiceRocket
We’ll meet quarterly and discuss the latest topics and trends from
Atlassian and from Silicon Valley
Look out for our next meeting after Atlassian Summit
The Model has Changed
• Cloud Computing
• Atlassian low/transparent pricing of Enterprise Software
• New Rules for Business Transformation
• New Models for Professional Services
Why doesn’t any listed ASX IT Services business have
operations in Silicon Valley?
You can’t see global trends from Sydney or Melbourne alone.
Be careful where you get your advice from
Why is Silicon Valley Important?
Silicon Valley is the heart of our industry, it’s where trends are
started and where things move first.
Silicon Valley is 12-18 months ahead. Don’t be left behind.
We established an office in Palo Alto 2009
“Why go there?
….Isn’t the US market dead?”
-Almost everyone’s “advice”, 2009
Where is Palo Alto?
25 mins - San Francisc
25 mins - Palo Alto
Why Should You Care?
If you were an actor, Hollywood is important to you
Finance: Wall St
Oil/Gas: issues in the Middle East impact you
Silicon Valley is the place for IT
• “Software is eating the world” – Andreessen, WSJ 2011
• We focus on Training, Support, Implementation & Tools
• We help drive Consumption
• We strengthen the relationship between a fast growing
software company and their enterprise customers
• Founded in 2001 in Sydney Australia
• 150+ employees across 5 offices
• Palo Alto, Sydney, Kuala Lumpur, Santiago & London
• Experts in software consumption
• Training, Support, Implementation & Tools
• TRUSTe certified
• Strong global leadership and board credentials
• We love service and helping customers be successful
• Over 2,500 paying customers in the past 12 months alone
Founder / CEO
Former PwC Partner
Managing Director, Bain
Chief Operating Officer
Vice President, Enterprise
Vice President, Platform
Vice President, Marketing
• Delight the Customer
• Share the Knowledge
• Think Team
• Focus on the Outcome
• Talk Straight
Transparency is great….
… for those of us that know everything that is going on.
What does your system look like on the 1st day for a newbie?
Typical Enterprise Confluence
• Many Teams
• If everyone owns it, nobody
• Treated like “IT”, e.g.
• Upgrading is painful
• “Who is using this plugin?”
• Common approach
• 1 admin from each “Team”
• Ever tried to innovate
• One Common Starting Point
• Simple, Lightweight
• Each team then has
• Upgrades easy
• Ownership easy
• Budgeting allocation easy
• Innovation increases
Stage 1 – The extroverts jump in- “Look at Me!”
Stage 2 – Micromanagement takeover – “I want to look at you”
Stage 3 – Lead by example for mutual trust
Stage 4 – Lead by Praise
Stage 5 – Driven by Values
Aligning a system with your cultural values is the best way to
ensure sustainable take up of the system.
Mold the system to your culture. Impossible without Values.
From Bug Tracking to Service Delivery
JIRA as an issue tracking tool is a great way to ensure
accountability, and track technical work.
Let’s call this “Pattern 1: Issues & Workflow”
Pattern 1 allows us to see “Who, When, Where etc”
Sorting through issues quickly and responding to changing
demands – JIRA Agile
Let’s call this “Pattern 2 - Agile”
Pattern 3 – SLA’s
The Service Desk Pattern is one where our team/department
puts a stake in the ground and says “Here is what we can do
for you”. Pattern 3: Service Desk and SLAs
Pattern 3 enables you to expand your impact to the business
We have an internal JIRA named “ops” which we use for SLA
based services from our operations team.
Example – Pattern 1 - Zurich
• Legacy System of Record
• Communication around Transactions predominantly email
• Hard to report, Process is inefficient, Does not scale easily
Example - Zurich
• Context kept in JIRA
• Accountability, Traceability
Putting it all together
• If everybody owns it, nobody does
• Ownership is more important than structure/control
• Build around Values
• Think in Patterns, not in Products
• Issues and Workflow
• Service Desk