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  • 6 George Street, Cranbourne, Victoria, 3977, Australia Founded: 2002 Employees: 1.001-2.500 sales@atlassian.com 1(415) 701-1110

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    A brief history

    Armed with a credit card and a dream, two college friends, Mike Cannon-Brookes and Scott Farquhar set out to create Atlassian. In 2002, they didn't know what kind of company Atlassian was going to be, but they knew exactly what it shouldn't be—an environment where they had to conform rather than be who they authentically are.

    Now, over 15 years later, our team has grown to over 3,000 Atlassians worldwide with offices around the globe. But it didn't happen overnight.

    Values to live by

    Our unique values describe, at the most fundamental level, what we stand for. These five values shape our culture, influence who we are, what we do, and even who we hire. They're hard-wired into our DNA and will stay the same as we continue to grow.

    We ❤️ teams

    Over 150,000+ customers use Atlassian to empower their teams and drive their missions forward.

    We take 'Don't #@!% the Customer' seriously because our customers are the reason why we do what we do. It's even why we price our products, so every company can afford them. They inspire us, challenge us, and in turn, help us build better products.

    Working open

    We believe all teams have the potential to do amazing things when work is open.

    Much of the world works, often unwittingly, in a closed way. Information is hidden or lost, bonds between teams and teammates are weak, and perspectives are withheld. The result? People burn out. Knowledge is wasted. Potential is left on the table. Forward progress is halted. This is why Open matters. This is why we do what we do at Atlassian.

    Open work has always been central to our values. It's in the DNA of our products and we bring it to life through our practices. But it doesn't just happen. Our teams make an effort to work, communicate, and collaborate openly every day to lead by example.

    Open unlocks new opportunities. Open brings us together. Open unleashes potential.


      Discover your natural leadership style with this quiz

      atlassian.com - Leadership styles, just like everything else, evolve over time. 

      So what’s your personal style? Do one of the “classic” leadership approaches resonate with you? Or do you find that a more modern leadership theory is a better fit?

      Take our quiz to find out which of the traditional leadership styles you naturally gravitate toward. Then, refine your approach to leadership by stealing a few techniques from both the old-school and new-school leadership theories.

      4 ways to manage change seamlessly in Atlassian Cloud

      atlassian.com - As your organization’s admin, you act – in many ways – like the helmsman of its ship. Teams look to you to keep their tech stack sturdy – you outfit the organization with improvements and new technologies, and you navigate them smoothly through any and all product changes.
      In a growing organization, even the smallest changes within your products can ripple into larger waves that affect your organization and your users. If updates roll out when you’re not prepared for them, your teams’ workflows can be affected, which can ultimately cause delays or disruptions.
      Across the Atlassian platform, we are continually making changes to our cloud features and capabilities in order to improve your product experience and expand what you can do with Atlassian’s cloud products. Our own admins work with hundreds of teams stretched across multiple continents, so we understand that it helps to have a detailed plan allowing you to stay informed, prepared, and ready to implement these changes within your organization. That’s why we’re committed to making it as easy as possible for admins to manage change seamlessly in the Atlassian Cloud platform.

      What is Parkinson’s Law and why is it sabotaging your productivity?

      atlassian.com - Parkinson’s Law is the old adage that work expands to fill the time allotted for its completion. The term was first coined by Cyril Northcote Parkinson in a humorous essay he wrote for “The Economist” in 1955. He shares the story of a woman whose only task in a day is to send a postcard – a task which would take a busy person approximately three minutes. But the woman spends an hour finding the card, another half hour looking for her glasses, 90 minutes writing the card, 20 minutes deciding whether or not to take an umbrella along on her walk to the mailbox … and on and on until her day is filled. Read his original article here.
      Let’s look at an updated example. You and your team have two weeks to complete a relatively simple bug fix. Realistically, it should only take a few hours.

      Bringing data to the forefront of your decisions

      atlassian.com - Companies are riding the data wave to influence how they develop their organization and get work done. In turn, Atlassian Data Center products are expanding your data capabilities. For many organizations, our products are a critical component of their success and become treasure troves of data on how work gets done, organizational health, and more. Data pipeline for Data Center enables organizations to extend the usage of this data outside of the product and turn it into a competitive advantage.

      Conway’s Law: the little-known principle that influences your work more than you think

      atlassian.com - What if you had the opportunity to redesign your organization from scratch? How would you create systems and workflows that would result in an ideal user experience, start to finish? What if, on top of that, your goal was to have a system that could respond to change at the speed of the internet?
      We’re about to introduce you a team that put Conway’s Law through a real-world test.

      3 skills leaders need to manage change

      atlassian.com - According to a McKinsey survey, the pandemic accelerated the adoption of digital technologies globally by several years, pushing companies to migrate to the cloud, adopt distributed work models, and digitize their offerings. While ultimately positive, these changes were largely reactive. In order to shift their processes, many companies pressed pause on initiatives to drive innovation and instead focused solely on keeping the lights on in their businesses. For some, it was just the decision they needed to survive the economic squeeze of the pandemic. For others, it was the wrong choice – allowing competitors to gain critical headway.
      It’s never easy to choose between managing change or driving innovation within your organization. But with more changes on the horizon and rising competition promising stormy weather ahead, companies will increasingly have to make that same difficult choice. Here’s how you can plan your innovation journey – even when you can’t predict the weather.

      10 lessons on using the flywheel effect to grow your business

      atlassian.com - This is my sleep log. Not my “on vacation” sleep log. My weeknight sleep log as Chief Revenue Officer at Atlassian, where I’m responsible for growing revenue 30%+ annually. How do I sleep so soundly? Because at Atlassian, we use the flywheel effect to grow our business.
      The great thing about flywheels is that once you get them going, it takes relatively little effort to keep them spinning or to make them spin faster. They’ll even keep spinning on their own for a while. (Full disclosure: we have not tested that hypothesis by, say, turning off our marketing spend altogether – though I like to bring it up occasionally with our CMO just to get a reaction.) So I don’t lay awake wondering how we’re going to get the next batch of customers into Atlassian’s sales funnel. Flywheels attract and engage customers 24 hours a day – they’re literally working while you sleep.
      Whether you’re a startup trying to expand or an established company looking for a more efficient go-to-market (GTM) approach, the flywheel model is the best model I know of. And after working with it for close to 10 years, I’ve learned a few lessons that I hope you can use to grow your business.

      Remote code execution vulnerability present in certain versions of Atlassian Confluence

      cyber.gov.au - A vulnerability (CVE-2021-26084) has been identified in certain self-hosted versions of Atlassian Confluence which can allow a remote malicious cyber actor to execute arbitrary code which could enable the actor to gain full control of a vulnerable server. Atlassian has identified that in some instances this vulnerability is able to be exploited by an unauthenticated user. The ACSC is aware of scanning and attempted exploitation of this vulnerability.

      How to set up custom columns for default Jira panels with JCRC

      community.atlassian.com - Default Jira panels such as Issue Links, Sub-Tasks, or Issues in epic provide useful information about related issues. Sometimes however you need something extra, a piece of data that is available on the issue, but sadly not included in the Jira panel. With a little help from the JCRC Jira Custom Related Columns app, you decide what will be displayed by the panels.
    • Jira Software Cloud

      Jira Software is part of a family of products designed to help teams of all types manage work. Originally, Jira was designed as a bug and issue tracker. But today, Jira has evolved into a powerful work management tool for all kinds of use cases, from requirements and test case management to agile software development. In this guide, you'll learn which features and functionalities of Jira can help your team with your unique needs. 
    • Trello

      Trello helps teams work more collaboratively and get more done.
      Trello’s boards, lists, and cards enable teams to organize and prioritize projects in a fun, flexible, and rewarding way.
      Work with any team
      Whether it’s for work, a side project or even the next family vacation, Trello helps your team stay organized.
      Information at a glance
      Dive into the details by adding comments, attachments, due dates, and more directly to Trello cards. Collaborate on projects from beginning to end.
      Built-In Workflow Automation With Butler
      Let the robots do the work! Boost productivity by unleashing the power of automation across your entire team with Butler, and remove tedious tasks from your to-do lists with:
      Rule-Based Triggers Custom Card & Board Buttons Calendar Commands Due Date Commands
    • Confluence Cloud

      Confluence is a web-based corporate wiki (collaboration software) developed by Australian software company Atlassian. Atlassian wrote Confluence in the Java programming language and first published it in 2004. Confluence Standalone comes with a built-in Tomcat web server and hsql database, and also supports other databases.
      The company markets Confluence as enterprise software, licensed as either on-premises software or software as a service running on AWS.
    • Jira Work Management

      Jira Work Management combines cutting-edge work management capabilities with the power and customizability of Jira to create a new standard for business teams managing projects. Marketing, HR, Finance, Design, Legal, Sales, Operations, and other teams of any sort will find it easy and intuitive to get work done in this new Jira product built just for them.
      This is the first Jira built for business teams, by business teams. We crafted this new Jira experience directly with customer design partners of all sizes and industries, as well as internal Atlassian teams of every type — including our own Jira Work Management teams.
    • Advanced Roadmaps - Adding a portfolio workflow to Jira Software

      Regardless if you work in a continuous delivery flow like Kanban, a sequential delivery flow like waterfall or an iterative delivery flow like Scrum, you will benefit greatly from having portfolio management. Having a dedicated funnel ensures that you get a proper overlook of your incoming request. In this article we will discuss how that can be done by creating a process for it in Jira Software.
      Advanced Roadmaps is a very useful tool because it allows us to get the big picture. It also allows us to scale the hierarchies in Jira for issue types. This is important because the standard hierarchies are designed for teams, so they do not scale well. While you can work around this using the sideways approach where you have the higher hierarchies in a separate project and link between them, that is not really a hierarchy. This also works poorly when you wish to display things in Advanced Roadmap.
      The first thing we need to do for a proper hierarchy view in Advanced Roadmaps is to define the portfolio levels. We need to accommodate for multiple scenarios as requests, or demands, often come in different forms. The most common types are projects or even programs, or new features. We also want to make sure we can work with the different frameworks out there, so we add a collaboration level as well as defined in SAFe.
      To avoid a lot of confusion between different frameworks and other tools, we rename the Epic issue type in Jira Software to Feature. It will not be perfect, but it will have to do until we get the ability to rename it properly when Atlassian makes that change in the future.  We do this by going to Issues -> Issue Types and edit the Epic issue type. We also add two new issue types for Initiative and Capability.
      Next we go to Plans -> Settings -> Advanced Roadmaps hierarchy configuration. There we add two new levels called Initiative and Capability and map them with our newly created issue types with the same names. Finally, we rename the Epic to Feature, and we should have our first hierarchy defined. We can go back and adjust this later if we want. The setup should now look like this:

      We can now add this to our projects by adding the issue types to our Issue Type Schemas. Depending on your setup you may want the new issue types for Initiative and Capability to exist in a separate Issue Type Schema, or you will add them to the standard schema. Either way we still need to give the new issue type a workflow that match their purpose. So we head over to Issues -> Workflows and create a new workflow.
      Again we want to consider what the purpose of these issue types is and who will actually work with them. Initiative, Capability and Feature are all used by management and requirement analysts to provide information on how to realize demands. That means that we do not have the same transfer of responsibility as for User Stories. Instead, we need to consider what we actually do in the portfolio and what we need to track in terms of activities.
      SAFe have a pretty good example of this for their Portfolio Kanban. Their first step is Funnel and for us that is pretty much everything that comes into our workflow, and we define this as new. Anything that comes in to the portfolio needs to be reviewed to see what we should focus on next. Since we will not review everything we add two steps for the review process: Ready for Review and In Review. This allows us to only pick things that we want to review by moving them from new to Ready for Review, and then we have an active status to indicate that we are working on this.
      We do the same for Analysis, which is the step where we involve Business Analysts and Requirement Analysts to define the need in more detail. For this we add Ready for Analysis for when the Review process lead to us spending time to break down the need in a requirement process. We also add the In Analysis to indicate that it has entered the Requirement process.
      Before we close this workflow we add the Implementation process as well. Ready for Implementation indicate that the requirement process has led to a decision to implement and In Implementation indicate that the need is being fulfilled. We do not fracture this further as we can easily drill down to individual tasks in Advanced Roadmaps, and it is not really useful to have for example test and release part of this workflow. That is because each issue type will have many issue types below it, and you can only transition on the last sub-task, making it misleading and feeling stagnant.
      Finally, we add a status for Blocked/Pending to allow us to track when things are preventing this activity from being fulfilled. This can be external or internal dependencies or financial reasons for example.
      As always we go for an open workflow to allow for free transitions. We add a close screen to the Close status to set a resolution and then add a post function to remove resolution on all other statuses. This workflow should now look like this:

      The final step is now to go to our workflow scheme and add this new workflow. We do this by going to Issues -> Workflow Schemes and click edit on the workflows scheme we have Initiative, Capability and Feature added to. We click add Workflow and add the new workflow we just created. Then we select that this workflow will be applied to Initiative, Capability and Feature before hitting save.
      This should now allow you to work inside Advanced Roadmaps using Initiatives, Capabilities and Features in a proper portfolio management process that allow for larger projects and programs as well as manage smaller feature or even user stories.
      I hope you found this useful and as always, if you have any questions just write a comment and I will do my best to help you.
    • 4 new feature for DevOps in Jira provide more visibility and better insights

      One of the biggest cause for complicated workflows and custom fields is the fact that Jira has never been a deployment tool, but the teams need the visibility of deploys. With this latest update to Jira Software Cloud we see improvements in this field with no less than four new features. DevOps teams or not, this will make life easier for everyone.
      While there are several add-ons for Jira Software Cloud that will tie together repositories with Jira, this is now a standard feature in Jira. That means that it can be used with no additional cost (except for the Premium features if you don't have Premium of course), which lowers the entry point substantially. Hopefully this will mean the end of operations based statuses in the workflow and custom fields to hold release data.
      Code in Jira
      This feature allows you to connect your repo to Jira so you can visually see the repos in a new tab in your project called Code. Doing so if fairly easy, especially if you use Bitbucket, but adding Github for example takes only a few minutes. The biggest benefit of this feature for me however is that you will see the repo information in the Jira issue itself. This provide a lot of information to the viewer on where this issue has been committed.

      Deployments in Jira
      This is where things get interesting.  With Code in Jira above you can see where your code packages are and their status. With Deployments, you can see where those packages also have been delivered to. This provides a very nice overview of where your code currently is available, which is what most people want to know when they try to build this into their workflows or work views.
      Premium Features
      The last two features are only available for the Premium version of Jira Software Cloud. Normally I don't like to have features split between a standard and a more expensive version, but these two features are all about measuring which I think is fine to have as a bonus if you need the more expensive version.
      Deployment Frequency

      Cycle Time

      My Thoughts
      This is a very good addition to Jira Software Cloud that have been needed for a long time. While I think the Premium features is mostly for numbers people and not really for the daily work I think this still is a solid addition. I would like to see the deployment information on the issues and it needs a connection with Insight, so I can connect deploys to my assets.
      There is a lot of potential here and I look forward to seeing this taking further in the future.
    • Jira Work Management - What is it and why do you want it?

      Atlassian recently announced a reboot of their Jira Core, which was practically unused by everyone due to its lack of unique features. The reboot comes with a new name, Jira Work Management, and a new setup focused on business teams. This is a great change and it will make Jira a bit more interesting for business teams in the future.
      Four views to rule them all
      Jira Work Management focuses around three main views: Board, List View, Timeline and Calendar. There are of course other features as well, such as a form builder experience as in Jira Service Management and the ability to pick a background color. The focus is on these four views however and they will determine how the business teams will react to this reboot.
      The List View

      The list view will appeal to anyone who spend a lot of time in Excel, or if you use something like Asana or Tasks in Teams. Inline editing and individual settings for the visual changes are big selling points, even if I foresee a bit of confusion when the views differ from user to user.
      Timeline View

      The timeline view is pretty much a slightly watered down version of the Roadmaps feature in Jira Software. It will work well for team level, just like Roadmaps in Jira Software, but not much more.
      Calendar view

      The Calendar view is nice, even though I am not so sure how useful it actually is. if we could tie it to our tasks in Outlook, then maybe the calendar would be more useful, but for now I think it will be more of a glance tool, just like the list and timeline views. I could be wrong though and I would need to try it out to test it out for real.
      Board View

      The board view is the only view that existed in Jira Core as well and it looks pretty much the same. This is very similar to Trello and it will be a nice alternative to Teams that are used quite a lot for this kind of view for many business projects.
      The four views will pretty much satisfy most need from a business team, but my question is how these boards will tie in with the steering products Advanced Roadmaps and Align? I see this as a common theme with Atlassian lately with the same concern for Next-Gen projects and so on. It's something I will bring up in another article though.
      Introducing Forms

      It is interesting to see that forms are moving out from Jira Service Management as a way to create input and display forms. I think this will probably show up in Next-gen projects down the road as well. It is a good change and I think it makes perfect sense to make input and output presentation in this way.
      Background color

      Adding a background color to your project will not make or break the customers' appreciation of it, but it is a nice icing on the cake. I don't see what the point is to restrict to standard colors when you could just add a color option to the surrounding text as well and let users add whatever color they want. I foresee images coming soon as well, just as for Trello.
      So why do you want this?
      Adding business teams into Jira are a good thing. Earlier it has been a bit difficult to convince them to join, but I think that the List View will be a big selling point to be honest. Maybe even the Calendar, even if I am not seeing it at the moment.
      Having the business teams in Jira means that you can bring in a lot of processes that currently live outside of Jira. This will allow easy management of early project/program planning, procurement processes, staffing, legal and security management and not to mention brick and mortar projects such as store building.
      This is of course the first release of Jira Work Management and it will very likely evolve quite a bit in the coming year or so. For now, it is also free for all Jira owners, so once you get access to it, I suggest you take some time to check it out and see what it can do for you and your organization.
      You can sign up on the waiting list here:

    • Atlassian acquire Mindville - asset and configuration management from Sweden

      Atlassian and Mindville announced on thursday that Atlassian has acquired Mindville.  This means that Atlassian acquire Mindville's asset and configuration management product Insight, which strengthen their psoition against competitors like ServiceNow.
      The CEO of Mindville Tommy Nordahl is well known to us in Stockholm who have participated in the Atlassian Usergroup events that I ran for two years. For many he is Riada, the company he started many years ago as the Atlassian company number one in Stockholm (and sweden?). Lately he has focused more on the asset and configuration managament product Insight and I am not surprised that Atlassian now have aquired it.
      Atlassian and ServiceNow are both gearing up for a battle. Since ServiceNow are strong in the asset and configuration management it makes sense that Atlassian want to stregthen their portfolio in their area.  With more than 1700 customers already and Atlassian now adding resources I think we will see the cloud adaptation speed up a lot.
      If you have not looked at Insight before, then I suggest you do. Not only is it looking great and is easy to work with, it is also powerful and a very useful addition to your support organization. Using Insight alongside Jira Service Desk and Confluence is probably the most powerful way to manage incidents in your organization. The fact that you can directly connect it to your development and opertions team who already work in Jira make it even more powerful.
      I just want to say congratulation to Tommy and his amazing team for this accomplishment. To Atlassian I can only say good job on this acquisition. It will take you another step closer to being the natural choice for mid sized and large organizations, just as you already are the natural choice for small companies and all development teams today.
    • The Importance of Communication - when TRUST dies horribly and organizations fail

      This week alone, I have seen two great companies stumble and suffer serious damage to their brand. Not only did they alienate customers and cause short term financial loss for themselves, they also cause long term damage to their brand and reputation. This is something that could have easily been avoided by simply following standard practices and putting effort into proper communication. In this article, I will give you my point of view of the events and some ideas on how this could have been avoided.
      Atlassian - removing features and failing to communicate it
      Atlassian have had problems with communications for a while now, and this in itself is a big problem. This week, however, I was preparing for introducing Advanced Roadmaps to a company I work for, and I was very surprised to notice that some features was missing. As it turns out, this was announced back in May on an obscured page in their documentation.
      I assume that a notice was sent out around that time, but it seems it did not reach everyone (I never got the mails) and then apparently they did not think any more of this. A minor notice, barely noticeable in the release notes, can be found for the July 26th release. No marking to indicate that this will reduce functionality and rather than explaining what is being removed they refer to "live plans", which almost no one know what that is in reference to.

      My question is: what information did new customers that signed up AFTER May 10th get regarding the fact that functionality they were buying would be removed later that year? When I upgraded to Premium, there was no warning and no mention of this, and I have not received a single email regarding this change.
      To make matters worse, it seems that not even support knew this was happening so when I submitted a ticket to ask where my features had disappeared to, they referred to the differences between cloud and DataCenter. Obviously, they had no idea this feature was removed or that it had ever been a part of the cloud product.
      So, how should this be handled to avoid upset customers that suddenly loose functionality from a premium product they pay a lot of money from? Well, the simple answer is of course to communicate. In this case, you have 2 communication paths to cover: existing customers and new customers.
      Existing customers - Direct communication is a must. No one have time to read release notes or blog posts. People have companies to run, and removing functionality from a premium product is almost unheard of without a replacement product or alternative. On May 10th this should be a focused email to all premium customers where the changes in the product would be clearly communicated and detailed.

      3 months before the removal, another letter should be sent to remind the customers about this change. Then again every month to ensure no one misses this information. Every release note from May 10th should have a notice at the top reminding of this change as well. This notice should be properly marked in red with a warning sign to illustrate its importance.
        New Clients - Present changes up front. In the upgrade and order form, you should add a notice that the current implementation of Advanced Roadmaps will have changes happening soon that will remove features. You don't want to start a relation with a new customer with the feeling of lying and not being honest. While not a lot of clients was effected by this change, it has significant impact on TRUST. Not only do I not trust that Atlassian will keep me updated on changes to their products, especially when it comes to removing features, I also do not trust that they will be open with me when it comes to financial issues. This is a huge problem and I know that this is not just me feeling this way as I hear many other Atlassian consultants and customers starting to feel the same way.
      Atlassian needs to step up their communication as they seem to be stuck in their corporate bubble lately and focusing more on making money than their customers. I think Pete Morris, the roadmaps/Advanced Roadmaps product owner, displayed this well in his response to me.

      While Pete is a great guy and his response is kind and professional, it also shows a distinct lack of understanding of how to communicate with customers. In-product notifications are nice, if you assume that people actually read those, or even understand what they mean. Passive communication does not substitute direct communication, and more often than not the people who need the information are not the day-to-day users.  It is the people in charge of tools and work processes and finance that need it, as well as the system administrators.
      I will of course reach out to Pete and discuss this with him and others at Atlassian, not to point fingers, but to give my point of view to hopefully prevent similar situations in the future.
      Invision Power Services - massive surprise price increase and reducing support without notice
      IPS, the company behind the software I use here on the site, stepped into a hornets nest this week when they sprung a massive surprise change on their clients. Instead of a simple update to pricing and their support, they now have a PR nightmare on their hands. Their new website refresh that was supposed to be filled with praise over the new design is now a sad tale of angry and disappointed clients. When writing this the thread has 384 replies and it is bad...

      So what really happened to warrant such a massive surge of frustration? Well, it was a combination of things, where I think the biggest issue was that people realized big changes to pricing and support by browsing the new website. There had been no information on this change beforehand, and the changes was quite substantial.
      Price updates - This was a huge price change where people not only saw their price go up with anything between 30% all the way up to 300%. Most seemed to get a 50-60% increase in price, however, and while that surprise in itself was bad... Billing cycle changes - Payment periods was to pay the license fee every 6 months, but after the update this was changed to 12 months. Not only did people see a 50%-60% increase in license costs, it also doubled in size since it is now a yearly cost. For me, this meant that I went from $105 every 6 months to $310 every 12 months. That is a 50% increase for me. No more support, unless you pay for it - This was a very strange one as IPS now will shift everything towards community support unless you pay a whopping $1250/year. Yes, you read that right... $1250. Unless you pay over 100 dollar a month for ticket support, your support experience will be going through an open support forum. IPS claims that you can ask for private support or use the contact form if you do not want to post sensitive information in public, which seems very odd to me. For me, that just add a step for IPS support, the way I see it? It could have been different...
      This could easily have been avoided, and it could even have been a positive spin on things if handled correctly. No one really mind the price change because we all knew that it had to come sooner or later. The change should have been done gradually, however, with the proper communication.
      First announce the change 3 months in advance. IPS need to increase prices to up the development and support efforts. Everyone wants to see more features and bugs fixed faster. Everyone wants support to be better. Not a hard selling point to make. Offer anyone that want to commit to IPS to pay for a longer period of time now before the price change. - Show that you care about the current customers and also get a big chunk of short term cash to invest. Next renewal price remains the same for all existing customers - Again show that you care and appreciate the current customers by extending the existing price 6-9 months depending on when their next billing is due. #2 above should cover any current cashflow need, and you get a ton of goodwill. New customers pay the new price, of course. Offer multiple billing cycles. - Matt tried to motivate having just yearly billing with that customers can get confused or happen to pick the wrong cycle. I don't buy that as it is a UX issue and they own the product in charge of billing. I had a web hosting service for 15 years with multiple billing tiers and no one ever got confused by that. Having multiple options would help a lot for many that have problems funding $300 one time fee, but find it easier to fund maybe $30 monthly. Yes, you can do that anyway if you like with the ability to deposit money, but it is not something that people are used to. Define your support properly and offer ticket support. - While I get the idea to move questions to an open area to reduce the number of same questions being asked over and over, that is not the answer to the problem. I am all for the community driven help with IPS staff doing the heavy lifting, but you need to have an option for ticket support as well. I think it would have helped to put classification on the support tiers to make it easier to understand:
        Tier 1 support - Paid Premium support with response time within 1 hour and a resolution time within 48 hours. You can even offer per ticket support where a customer can pay a sum for priority support either per incident or for say a month for example during a migration or critical sales period. Tier 2 Support - Ticket support in a private forum with only own tickets settings. This is used only for technical support issues, meaning that something is not working with your software. Tier 3 Support - Community driven support where you can ask any question and get help from the community as well as IPS staff. The key point here is to communicate, in advance, present the negative changes with a positive that motivates the negative. A price change should lead to improvements for the users, like better support and faster feature cycles or investments. This way you motivate the change and you give time to absorb it. This is important because the human mind is very sensitive to change and rapid change has a tendency to cause frustration or even anger.
      IPS did the complete opposite by letting their customers discover the changes on their own and then selling the change with no upside for the customers at all. Instead the customers now pay more for less as prices went up and support was removed. That is a double negative, which is extremely hard to sell to your customers.
      This was a part of the email that was sent out hours after the release of the new website and the new price model.

      The wording and the way this is presented is directed inwards. It tries to motivate price changes with an historical reluctance to increase prices, which is pretty much what every landlord in the world do when they want to make more money and care nothing about their tenants. It has never been received well and it was not in this case either.
      Claiming that the services and products hold great value is a moot point to make towards their customers. We know this, that is why we pay in the first place. What we want to know is why should I pay 50%-60% more tomorrow compared to today? What has changed and how do I get better value for paying more? Making claims that major features have been adding and referencing gamification (which is not a complete system btw), anonymous posting and Zapier integration does not really motivate why you want me to pay you more. I already have those features!
      Switching to annual renewal billing because it is a simpler way and in line with industry standard show a distinct lack of connection with the customers and it is again directed inwards. It is not easier and more wanted for the customers, but many would have loved to have that as an option. I am of course talking about companies, but they are not the only customers IPS have.
      The fact that this came out hours after the release of new prices and changes to support models enforces the feeling that this was an afterthought and that IPS care so little for their customers that they only informed them after they started screaming. I know that is not how IPS see their clients, but the perception is still there due to this mistake.
      IPS failed in communication and people are leaving
      Due to this very simple mistake to not communicate and not making sure the customers understand the reason behind the price change this has now caused many customers to cancel their subscriptions. This will have a ripple effect on the mod creators either leaving or increasing their prices substantially. Less mods means less customers and less customers means less community support, which leads to a feeling of abandonment and ultimately a reduction in sales.
      Worse though is that IPS loose their customers TRUST. Again.
      IPS is on a very dangerous path, and has been for a while, due to the fact that they seem to lack a communications officer that have experience with communication strategy and financial strategy. While Jordan is doing an amazing job trying to communicate with the customers on the forum and social media that is not enough to save them from blunders like these. Not even Matt trying to do damage control will do anything in this situation.
      The damage is done.
      The ony question is how will IPS handle this now that they have screwed up. They can either continue to ignore the vocal customers that do not approve of these changes, or they can roll back and make a new plan to roll out later this year.
      If they ignore the customers I think they are going to have a really bad 2022, especially as people get back to life again and spend less time online again. Many struggle with finance now and it is not hard to motivate a move to less capable competitor with such a huge increase in pricing. Customers will drop like flies, not just because of the changes to price and support, but because they no longer trust IPS as a company.
      If they roll back and make a proper plan in communication with their customers, then they have a chance to salvage some customers at least. Many will still leave due to the lack of TRUST, but the chance for redemption could salvage that to some degree. With the proper communication they can even turn this into a win, but that would require a communication plan that is very different than what we have seen so far from IPS.
      Communication is not a nice-to-have!
      If you run a company then you sould know that communication is not nice-to-have. It is an essential part of your business and if you fail in communication you not only can, but you will, damage your brand and business.
      Anytime you deal with change for your customers, make sure your communication is aimed towards them. Make sure you present the benefit for them, not for you. Change is never accepted up front, so you must always sell it to prevent backlash. It is very difficult to fully recover from a communication mistake, but you can mitigate and in some cases even improve your relation with your customers.
      So don't ignore the importance of good communication and if you are not a communications expert yourself, hire one. It will save you a ton of money from stupid mistakes like Atlassian and IPS have stepped into and it can increase your revenue a lot.
      Good luck!

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