Setting Atlassian's Multi-Year Growth Bets as Chief Product Officer

Imagine you have just become Atlassian's chief product officer. Set out the product strategy you would pursue to grow the company: where the growth should come from, which bets you would make and in what order, and how you would know the strategy is working. ```hint Break growth into its drivers Split revenue growth into its parts, such as new customers, more seats and products per customer, higher-value plans and retention, then ask which of them Atlassian's current position makes cheapest to move. ``` ### Clarifying Questions - What time horizon should the strategy cover: the next year, or three to five years? - How should growth be measured: revenue, paying customers, active users, or net revenue retention? - Should the strategy work with today's product portfolio, or may it include acquisitions and new products? - Is the focus Atlassian's core market of software and IT teams, or also business teams such as marketing, HR and operations? ### What a Strong Answer Covers - A goal grounded in Atlassian's mission and a clear definition of growth broken into its drivers. - Atlassian's products, customer segments, competitors and market trends that shape where growth can come from. - A short list of growth bets, chosen with explicit criteria and sequenced by dependency. - How pricing, packaging and go-to-market support the chosen bets. - Metrics per bet, guardrails, and the main competitive and execution risks. ### Follow-up Questions - Microsoft bundles collaboration tools with its productivity suite at little extra cost. How does your strategy hold up against that? - If you could fund only one bet for the next two years, which would it be, and what evidence would make you switch? - How would you keep moving customers from self-managed deployments to the cloud without pushing them toward competitors?