Annie Dean is Vice President and Global Head of Team Anywhere at Atlassian. She oversees their Real Estate and Workplace Experience teams and Team Anywhere Lab—dedicated behavioral scientists focused on designing and validating evidence-based ways of working. Annie is responsible for Atlassian’s shift to a distributed first company. She highlights core elements of their ongoing research-driven, vetted transition supported by strong cultural values. Annie shares Atlassian’s new culture of work practices including rationalizing meetings, pursuing core work, hospitality-focused office operations, and redesigning teams, all facilitated by asynchronous methods and AI.
TAKEAWAYS
[02:43] Annie attributes her diverse interests to her liberal arts family upbringing.
[03:30] Annie is interested in what society values, how it expresses itself, and how people change it.
[04:00] At law school, Annie realizes she doesn’t want to be a lawyer while appreciating the educational benefits.
[05:05] A busy lawyer and new mother, Annie’s set up is not working for her.
[06:40] Does the system need to change or Annie? She decides it is the system.
[07:15] A seminal article questions assumptions about women not reaching leadership positions.
[08:01] Co-founding Werk, Annie helps companies assess non-traditional work opportunities.
[08:32] Pre-pandemic there is significant demand for flexible working.
[10:26] Annie finds strong interest in disrupting norms to resolve known work-related issues.
[11:05] Data is crucial to try and convince CEOs to align with and adopt new ways of working.
[12:39] From 2016 to 2020, office culture peaks, with limited progress on workplace flexibility.
[13:25] Research identifies common pain points including commuting, care-giving, and wellness.
[14:20] Access to flexibility can address widespread pain felt by ambitious high-performers.
[15:32] Pre-pandemic, technology disrupts consumer not working behaviors—resulting in insufficient will to change work practices.
[16:16] Annie cowrites an article positing that a pandemic would force adoption of remote work.
[20:05] The ease of transitioning to remote work during the pandemic proves the potential of existing technologies.
[20:35] Employees are not surprised they could work well remotely—it’s a more human way to work.
[21:10] Atlassian’s shift to distributed-first aligns with its business and the co-founders’ long-term expectations about work.
[22:04] The modern culture of work at Atlassian focuses on reducing meetings, prioritizing core work, facilitated by asynchronous methods and AI-driven norms.
[24:07] Atlassian's values are the backbone of how the company runs and inform how people treat each other.
[25:50] Sharing research and vetted practices, Atlassian helps others update their culture of work.
[27:22] Key shifts include new ways to connect, operate offices, design teams, and organize work.
[28:35] Atlassian emphasizes intentional togetherness and a hospitality approach to office use.
[29:00] Designing teams by time zones and capturing organic changes in daily work habits.
[30:28] Modern culture of work practices emphasize effective meetings and prioritize core work.
[30:50] Asynchronous methods and AI tools enable meeting rationalization and effective working.
[32:04] IMMEDIATE ACTION TIP: Create conversations that prompt experimentation new ways of working are addictive. They feel good. People will adopt quickly because once they try, they get it.
[33:54] Clear and effective business writing is vital in a distributed work environment.
[35:35] The transition to tech-driven, distributed work is inevitable.
[36:35] Resistance to using steel in construction mirrors current resistance to work changes.
[38:22] Annie notices a technology gap for taking full advantage of modern work opportunities which easy-to-use AI can now fill.
[39:40] Annie is optimistic about technology enabling more efficient and flexible working.
RESOURCES
Annie Dean on LinkedIn
Atlassian’s website
Lessons Learned: 1000 days of distributed at Atlassian
Smart Brevity by Jim VandeHei, Mike Allen, and Roy Schwarz
QUOTES
"Data is the only thing that will convince a CEO that a change needs to happen."
“From 2012 to 2020, it was clear that technology was disrupting all our consumer behavior, and yet it wasn't disrupting our working behaviors. It was very clear to me that this different future was possible. It just didn't seem like there was enough will in the executive teams that I was working with to really make the holistic change.”
"Because the pandemic was so overwhelming and distracting in many ways, these strategic questions of what a new culture of work should look like were left behind. We are now in 2024 and able to start answering those questions.”
“We've adapted a really unique set of practices that helps us manage across time zones and manage in a distributed environment. It's those practices and our products that really carry us forward as a distributed company.”
"The office is not required to get work done though they will continue to be great community spaces to work from."
"We realize that the modern culture of work is that we replace most meetings, we know what work really matters, and we organize ourselves to pursue core work, not work about work, and each of those things is facilitated by asynchronous behaviors and AI driven norms."
"Using new practices, I think we unlock the power of technology and the Internet and AI to build a new culture of work."
"Once people try these new ways of working, they adopt them very quickly because they are addictive in that they feel really good."
