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Atlassian $timulus Package Supports Charity. Two Days Left To Get Your (Almost) Free Confluence or Jira Licence.

This must be do-good-week.  Amongst all the talk about Ashton Kutcher’s challenge to CNN, how the follow-on Oprah show pushed Twitter to never-seen height, little attention was paid to the small fact that this initiative generated over $1 Million donations to Malaria No More.  Ashton started with his $100,000 check and was soon joined by Demi Moore, Ted Turner, Oprah and I don’t even know who else .. I lost count at $1M.   Hype aside, this is a major contribution to a good cause.

This week we’re also seeing a for-profit company, Atlassian drive to raise $100,000K for the benefit of Room to Read, an organization that builds schools, libraries in rural communities in Nepal, Cambodia, Vietnam, Bangladesh, Laos, Zambia …etc.  Doing good is in Atlassian’s DNA, likely coming from the co-Founder, who is a major Kiva Supporter.  His company had set up the Atlassian Foundation which donates basically 1% of everything:

  • 1% of company and employee time to Foundation projects
  • 1% of company equity to the Foundation
  • 1% of our products to non-profit groups

But wait!  This isn’t a post about charity only.  There’s a Deal in it for you!

The Atlassian $timulus package is a 5-day drive, during which you can get either Confluence, the excellent Enterprise Wiki, or Jira, the issue tracker – Atlassian’s first product that’s still an IT favourite  for $5 for 5 users.

Now I hear you ask: is that $5 per person per month?  That would by typical (actually low) pricing for most SaaS offerings.   NO!  It is:

  • A five-user licence (ie. $1 per person)
  • For a full year
  • For the full-featured entrerprise strenght products

My only regret is that it does not involve the hosted versions of these products.   But if it’s the downloadable, installable version, what’s this per year licence?  Most enterprise software is sold with a perpetual licence: you can use it forever.  But then the vendor pushes the (almost) mandatory maintenance fees to the tune of 20-25%, and major new releases every 4-5 years.

Atlassian does not play such games, their philosophy is transparency and simplicity. Software should be easy to learn, easy to use and easy to buy.  Hence the annual licence whish involves support. (Update: I misunderstood this part: the licence is a perpetual one, the additioal annual fees are for maintenance / support, and the are optional.)  And for comparison, the minimum annual licence for both Confluence and Jira is $1,200.

So Atlassian is essentially giving away $1,200 licences for free – but it’s actually a lot more.  This isn’t just your introductory price.  Customers who purchase during the $timulus week (only two days left) are locked in to their $1 per user price for the lifetime of the product, and those fees will be donated as well.   That goes way beyond giving up revenue – they can’t possibly provide support for $1 a year, so Atlassian is reaching into their pockets big time for years to come.

The initiative appears to be more wildly popular than they expected. The initial goal was to raise $25,000 for Room to Read, and they exceeded that target on the first day – hence the new objective of $100,000K.

Early this morning they were at 66% of the increased target:

Now, before someone thinks I am doing a paid commercial here: I am not receiving any form of compensation or incentive from Atlassian.  I simply like what they are doing.  A lot.

But I’m not naive.  This isn’t just charity.  It’s damned good marketing – in more ways then one.  First, as you may suspect is Brand recognition.

The second is perhaps less obvious: Atlassian’s initial product, Jira took several years to take off – the second, Confluence had much faster growth.  Part of their secret sauce has always been relying on a very loyal, very satisfied customer base, mostly IT-types who buy additional products from their trusted vendor.

So yes, Atlassian is seeding their market with thousands of free customers this week.  Which is fine, I’ve said before: you don’t have to be purely altruistic to do good.

Update: The Atlassian $timulus Package is now listed in Consumerist’s Morning Deals, along with Blu-Ray Discs and Casio Cameras :-)

(Cross-posted from CloudAve. To stay abreast of news, analysis and just plain opinion on Cloud Computing, SaaS, Business grab the CloudAve Feed here.)

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Cancer Dude Will Win Again

This is Jeffrey Walker.  President of Atlassian, an incredibly cool and successful company. Hacker artist and musician.

And also Cancer Dude.  His words, not mine.  He wrote them two years ago:

In preparation for this upcoming surgery, I’ll be working out every single day. I’ll be leaving work at a reasonable hour. I need to point my Type-A personality at Atlassian at something more important right now.”

“I am Cancer Dude and I am going to kick it’s ass.”

It was an eloquent, inspiring, witty, sour yet humorous, brave post. I am sure that Jeffrey’s Type-A personality played a key role in defeating cancer and coming back healthy.

Now it looks like he did not win the War, just a major battle.   Jeffrey dropped a bomb in his blog today:

My cancer returned Monday. In not exactly a subtle way. I have two tumors, one of which is 11×8 centimeters…

…This is my life. I am living with cancer, I have had three major operations — here comes #4…

…I can struggle or I can embrace it. Those of you who know me understand I have only one option. Not because I consciously choose. I am just innately positive…

Damn.  I’m struggling for words.  Writers block.  Damn again – here I am whining when all I have to do is pull my thoughts together.  Jeffrey is the guy with the real fight: he is fighting for his life, for his family, for his company, friends, everything he believes in.  And what a fighter he is!  The way he handled the battle last time gave courage and inspiration to many others.

Here’s something on a personal side:

  • In 2007, just the day before Jeffrey became cancer dude he took the entire San Francisco office to a Giants game.  He obviously was aware of his condition, but kept it to himself for a while, not wanting to spoil the fun.  The Team comes first for Cancer Dude.  He invited me, but I declined, not being a baseball fan.  When I found out about his condition, I felt guilty for missing a chance, and promised myself to never turn down an invitation from Jeffrey again.
  • This weekend I was supposed to talk to him again.  We set a time aside to discuss business, his philosophy and a lot more a’propos of Atlassian’s $100M milestone.  I missed the appointment (shame of me, I forgot).  And here I find him in hospital again.  Karma?  If it is, it’s as bad as it gets – so I choose to ignore it.

But this story isn’t about me.  It’s about Jeffrey, his courage, endless positivism, and the fight he will win again.  A Veteran, he already has a blueprint for it:

The first priority on the blueprint is of course getting the right treatment and recovering. But the blueprint includes trying to work when you can. I called a customer Tuesday morning, just 20 hours after getting the news.

Customer call the day after finding out he has cancer again.  Vintage Jeffrey.   That’s the tough guy who will beat this s**t again.  And then I don’t care, he may even drag me to a baseball game, I will go (although beer in a pub still preferred).

This is Jeffrey’s fight – supported by his family and doctors.   But there is something we can all do.  This is what Jeffrey wrote after winning the previous battle:

The community was awesome. People I never even met wrote me passionate emails. I was touched.

Tuesday, the day before surgery, would not normally be a Real Groovy Day. You go onto a clear liquid diet and clean out your system for the surgery. Not a regimen I would recommend. Instead, it was an exhilarating day. Watching the comments, emails and views pour in from people I inspired turned out to be a massive inspiration to me.

So let’s do our part: please comment on his blog, write your own post, Twitter, Friendfeed, you name it – just link to his post, and use the tag cancerdude.  Let’s give Jeffrey all the inspiration we can.

And welcome him back in a few weeks.

(Cross-posted to CloudAve.)

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Recruiting by Video

Originally a little side-project for Atlassian’s FedEx Day, which is their version of the Hackathon, Hack Day, YouNameIt-Day, I bet this video on Atlassian’s Core Values becomes a perfect recruiting tool.

And boy, they have a bunch of openings… have they missed the end-of-the-world-fire-30% memo? smile_wink

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Come to Defrag

Next week I’ll be in Denver, attending Defrag, a boutique, intellectual, intense, very participatory conference.  I’m attending despite the fact that I’ve cut down on conference attendance, not because of the current economic turmoil, but largely due to burnout.  After a while they just all feel the same: empty session rooms, bored exhibitors, people just enjoying ad-hoc hallway conversations.  But there is something intriguing about Defrag: friends and smart minds I respect keep on tweeting about Defrag, and the agenda just looks exciting.

  • I’ve always enjoyed reading Paul Kedrosky, whose posts deliver the punch in just a few words – or an image.  I’ve never met him, so I’m looking forward to his keynote.
  • Howard Lindzon’s keynote, titled It’s Always a Good Time to Start a Web Business will no doubt have a very special meaning in the current economic situation.
  • I’m really, really looking forward to the next keynote, Getting Into the Flow Applications – a subject I somewhat touched upon, and likely will re-visit before heading to the conference.
  • The first breakout session will be a huge dilemma: I literally should split myself in two halves, I badly want to attend both Dis (and Re)-aggregating the Web with Disqus, Intense Debate and my6sense, but I can’t miss Re-imagining the metaphors behind collaborative tools with Atlassian, Mindtouch, Liquid Planner, One Place either.  (Update: now I really can’t miss it, as I’ll be moderating this session.)

I could go on, but I’ve just realized I’d literally have to duplicate the entire Agenda here.  Have I just discovered Defrag’s secret sauce?   Conferences are never about sessions, it’s all about the ad-hoc networking, even lobbycon-ing – yet I find myself wanting to attend most sessions, in fact two of them in most of the breakouts.  Defrag promises amazing intellectual content, and if I just follow Twitter, an extraordinary group of innovators plan to attend. From what I hear, this is the conference where the attendees participate just as much as the speakers.

Do yourself a favor, check out the Agenda, read Eric’s 10 reasons to come to Defrag and register. (Use discount code “zoli1” to receive $300 off).

Update: Microsoft’s PDC is in full force today, and guess what, the conference wi-fi is failing.  This seems to be the fate of all conferences, including ironically Web 2.0 Expo.  The only exception I’ve seen so far is the Office 2.0 Conference, which teamed up with Swisscom to build rock-solid wi-fi.  What is less known though, that they got the tip and contacts from Defrag organizer Eric Norlin.  Yes, Defrag, working with Swisscom was the first conference to provide industrial-strength, reliable wi-fi throughout the entire site, including rooms in the conference hotel, the Hyatt Regency.  So if you come to Defrag, you’ll be connected 24/7.  (OK, just 24/2: Nov 3-4thsmile_wink)

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Atlassian Hiring Chief Heineken-taster

Last time I thought VP Marketing @ Atlassian was the Dream Job, but this one is better.  Your job will be to compare beer quality in Amsterdam vs. what they sell at Atlassian’s (almost) in-house pub in Sydney.   According to a commenter you may do some additional market research, too. smile_embaressed

 

Oh, well, here’s what they really want (cool company anyway).

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Wiki Review or Rant?

I am deeply interested in wikis, and business oriented ones in particular, in fact was considering doing a fairly detailed comparative study, so I got really excited seeing on twitter that Tom Raftery posted an Enterprise wiki review. Too bad it’s not a review; it’s a rant that lacks any methodology or real comparison.

He goes at length describing the installation nightmare:

The setup of the Confluence wiki was far from straightforward. It took two of us the best part of a day to simply install it. Remember that as I was doing this for it@cork, this was not billable time. I was installing it on my own server and because Confluence requires TomCat as its webserver it had to run on a separate port to Apache. This meant several people couldn’t view it in their organisations.

Sounds to me like a case of bad platform choice. Now, I am by far not as technically inclined as Tom is, and am biased: I won’t touch anything that needs to be installed. That’s what Software as a Service is for. Which, incidentally is an available option for Confluence, so how Tom got into comparing “hard-to-install” Confluence with hosted PBwiki and Socialtext is beyond me – it’s an apples-to-oranges comparison. And there’s not much of a comparison either… here’s all he has to say about two other products:

By the way, I did also try out DekiWiki and Twiki but I ruled them out quite early on.

That’s not a very detailed review, if you ask me. DekiWiki is downloaded about 3000 times a day (!), so some people must like it… even though their acquisition of SocialText was just an April 1 joke. smile_regular

Joke apart, a word on picking the right tool for the right job: perhaps you don’t even need an “enterprise class” wiki for a conference. The official Oracle Wiki is based on Wetpaint, a decidedly consumer and community-focused platform.

My personal takeaway from this to me is to look at PBWiki: when I last checked it out, it was a baby-wiki for some reason popular in geek circles; apparently it has grown up. I’m not sure I will get to do the wiki review I’ve been planning, but in the meantime if Tom decides to write a real one, I am looking forward to reading it.

Update: Tom responded in a comment below. The hosted version of Confluence is NOT available under the community license. He ruled out DekiWiki as when he figured he could not to create Groups. There’s more, please read his comment.

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Oops, They Fired All Their Workaholics

Wow, quite a firestorm on a weekend over whether startups should hire only workaholics or not. It’s tip #11 on Jason Calacanis’s How to save money running a startup list that ticked off many readers:

Fire people who are not workaholics. don’t love their work… come on folks, this is startup life, it’s not a game. don’t work at a startup if you’re not into it–go work at the post office or starbucks if you’re not into it you want balance in your life. For realz.

The edits show how Jason re-wrote this point after harsh criticism like Calacanis Fires People Who Have A Life on TechCrunch and Fire the workaholics by 37Signals. I don’t think he had to edit it, anyone who had been at a startup, who understands startup dynamics should “get it”.

He is talking about the need to have highly passionate team members, who at a certain stage of their life and the startup’s life are willing to – and happy to – shift their priorities. You can’t force people to be workaholics, all you get is slaves in a sweatshop, and that not only causes burnout, it does not produce quality results anyway. David at 37Signals is right:

If your start-up can only succeed by being a sweatshop, your idea is simply not good enough. Go back to the drawing board and come up with something better that can be implemented by whole people, not cogs.

Agree. But great founding teams are often made up of workaholics – it has to come from the fire within, not forced. These guys locked up in a live-and-work apartment probably did not have 8-hour workdays, yet didn’t look too unhappy. A year later they are growing, picked up two rounds of funding, have 20 employees and even put TechCrunch in the toilet.smile_wink I don’t expect their 20th employee to be just as passionate as the Founders, but it can’t be a 9-5 type person either. At this stage they still need driven Team Members, not simply employees.

Most startups that grow to a certain point will lose this team atmosphere at some point. They will start to hire more “regular employees”, many of whom are opportunity seekers, in for quick ride, ready to jump ship any time. Too bad, but it’s a fact of life.

Not everywhere, though. 37Signals is still a small team (by choice) but not really a startup anymore. They seem to have found the golden balance between work and life, having introduced 4-day workweeks, funding team members’ passions, be it flight lessons, cooking classes…whatever. I don’t think they whine if (when) the occasional crunch comes. Another “startup” (not really, anymore) I often write about is Atlassian: at $30M revenue and 130 employees they still preserve a unique culture, do a lot of programs together, and generally working there is a lifestyle, not just employment.

The above two have something in common, other than having good products: they did not take VC investment. They can pretty much do whatever they like. Maintaining a great team is no just a means to business, it’s part of their ultimate purpose.

The weekend firestorm comes completes a full circle: in a second TechCrunch article Mike Arrington comes to Calacanis’s defense: Startups Must Hire The Right People And Watch Every Penny. Or Fail. This is a very good article, I wholeheartedly agree with it. And while at it, let me also refer you to Startups: Executive Hiring Challenges or Beware of the Suits.

On a lighter note, the CEO of another self-funded former startup, Zoho apparently heeded 37Signals advice, and fired all his workaholics.

(Not really… Watch out for a major product announcement next week.smile_wink)

Update: This quick rant by Bob Warfield is worth reading:  Startups Need Starters

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JotSpot Born Again as Google Sites, the Wiki-less Wiki.

Three weeks ago I speculated that JotSpot, the user-friendly wiki swallowed by Google a year and a half ago would soon come out of hibernation, and Voila! here it is, rebranded as Google Sites. It is the first service only available as part of Google Apps (including the free version), although I had some difficulty accessing it. Under “Manage this Domain” I could add “Sites” as a new service, but it did not show up on my account as an accessible application. When I typed sites.google.com it wanted me to sign up for Google Apps even though I was already logged in to my account. Of course trying to do so resulted in the error message:

Google Apps for zoliblog.com has already been registered by your domain administrator. Please contact your admin directly to get access to Google Apps services.

Catch 22. But there’s a solution: just type the direct URL (sites.google.com/a/yourdomain.com as default, or customize it to your liking) and you can get into Sites. I’m sure Google will soon add it to the Apps menu. (Sidenote: my old JotSpot account is still alive at name.jot.com).

Google no longer calls this a wiki, which I think is a good move. I previously wrote:

Wikis have arrived when …you don’t even have to know what they are to use one. You don’t have to know you’re using a wiki, just happily type away, creating shareable content on the Web.

I was discussing Wetpaint, the user friendly, wiki-less wiki there, and I think it’s smart of Google to follow that pattern… more later, but first, under the hood it is still a wiki, so let’s examine some of the wiki basics.

The interface is familiar from good old JotSpot (as a sidenote, the old JotSpot accounts are still alive at name.jot.com). There’s a basic wysiwyg editor, the Edit button is large and visible, and so is the New Page button. Good old JotSpot had several more ways of creating new pages, which are gone – perhaps for the best:

  • WikiWords or CamelCase: in old JotSpot anything you typed with embedded capitalization became a link to a page. As a relatively early wiki-user I liked it, as the easiest way to LinkAsYouThink. But in the Web 2.0 age we keep on bastardizing grammar writing EveryThingLikeThis, so more and more WikiWords had to be “unlinked”… too much confusion, especially for the new generation of mainstream users.
  • Linking to a shell-page before it’s created. This was a useful feature, even if we eliminate camelcase, I could use the “Link” icon, and mark up text as a link to a new sub-page, to be filled with content later. Again, this supports flow-thinking, or LinkAsYouThink, which I regret is gone.
  • The “New Page” button. This is the only remaining option in Google Sites, and I think the fact that it offers to pick a parent page (enforced hierarchy) is an improvement. No more orphan pages, yet relatively flexible hierarchy.

For those not too familiar with wiki terms, I discuss some of these concepts in more detail here: technically an article on SocialText 2.0, but I often make comparisons to JotSpot and Atlassian’s Confluence.

I’m glad to see Sites retained breadcrumbs for easier navigation, and they added sitemaps, a tree-style view of all your pages. This could be improved to allow for drag-and-drop style moving of the pages (changing the hierarchy), like Zoho Wiki does.

I’m surprised Sites still does not have inbound links: this is a critical feature for all wikis, whatever we call them. A wiki is all about associating pieces of information with each other, and the inbound link, also referred to as backlink shows you where the information on the current page is used elsewhere. The JotSpot tea half-recognized the importance of backlinks, as they were available as as a downloadable plugin on the Jot Development wiki, but never made it to the standard feature-set, and are apparently lost in the Google reincarnation, at least for now.

Attachment handling is as good as it was in the original JotSpot: it maintains previous versions, allows users to revert to earlier ones…etc. However, Google missed a huge chance here to by not offering to convert the attached documents to its own Google Docs style. This point takes us to the next level: stepping outside the boundaries of a standalone wiki and using it as a facility to pull together data created by other applications.

Last year I said after burying JotSpot for a year, Google can’t just release it as a wiki, instead:

…I hope that means they rethought everything and integrated JotSpot well into a number of offerings.

  • It could provide for much better document management than the current Docs &­ Spreadsheets UI.
  • It overlaps with Page Creator, also with the simplified version found in Google Groups – in fact Groups which is no longer just email lists but a rudimentary collaboration platform and JotSpot could very well be merged / integrated.
  • Finally JotSpot tried to provide primitive applications (spreadsheet, calendar..etc) all of which have a better Google counterpart, so one would hope they will be replaced, too.

Well, what’s the score on that prediction? Google Sites is a better replacement for Page Creator, Google ditched the JotSpot “apps”, replacing them with their own ones – so far 2 scores out of 3. As for document management.. well, I’d say half a score, or less. (Hey, that’s 2.5 out of 3smile_tongue)

You can somewhat integrate Google Docs (which includes documents, spreadsheets and presentations) by embedding them into any Google Sites page. You have to enter the specific URL though – why not just select from a list? Furthermore, your Google docs or spreadsheets have to be first made public and you have to use the public URL to embed them into Sites. Here’s my test site, showing first an error message, then the actual embedded spreadsheet, after I made it public.

The embedded docs appear properly in the saved page, but I can’t click on it, not even in Edit mode to get to the source. In fact in Edit mode all I see is a graphical placeholder for the embedded doc.

How about sharing / collaboration? As expected, your Sites can be:

  • private
  • public
  • shared with individual email id’s
  • shared with everyone within your domain

…and you can set view or edit options for all those levels. However, Google missed a big chance again. As a complete coincidence, it’s only yesterday that I raved about Zoho’s Group level sharing, half-announced in a fairly understated manner – hidden in a list of Zoho Writer enhancements. Well, Google already has a very good group facility: Google Groups, which started it’s life as a group discussion / forum system, but it gradually evolved into a decent collaboration platform. Once I have a “group” defined (i.e. the list of members), why doesn’t it become an entity I can share my wiki (sites) or docs with? When I invite users to share the wiki with, there’s an option to save the list as group, but I don’t know where it disappears, can not pull it up either within the wiki or gmail, or docs.

Finally there are gadgets, but if you read Dennis Howlett at ZDNet, gadgets might the feature you don’t want to touch with a ten-foot pole. smile_sad

Summary: Nice to have Jot back (even if we did not get GSpot.smile_embaressed ) Google now has a pretty good and easy web-page creator with some wiki features made user-friendly, and a half-hearted attempt at integrating the rest of the Apps empire using Sites. Perhaps they get it right in the next release.

Related posts: TechCrunch, eWeek, Ross Mayfield’s Weblog, Irregular Enterprise, Mashable!, InfoWorld, Between the Lines, Portals and KM, CNet, Webware, GigaOM, Web Worker Daily, Venture Chronicles, Insider Chatter, Learning and Technology, Solo Technology.

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Startups: Executive Hiring Challenges or Beware of the Suits

In a recent post about Atlassian’s quest to hire a VP of Marketing, I hinted at a bigger subject: the dilemma almost all successful and fast-growing startups face at some point.  When they reach 150-300 employees, should they still hire “startup talent”, or is it time for them to bring in some grey hair, and the corporate experience that comes with it?

I’ve seen this movie too many times, and it’s not a particularly good one. In the 90′s startup Founders rarely had the chance to make the decision themselves: they typically were heavily VC funded, and the VC-dominated Board’s standard formula was to bring in “4-star generals”: ex-corporate VPs, SVPs, who would likely have  the experience to take the business to “the next level”.  Or not.  I’ve seen too many of these  fail, in fact I personally experienced the pain of two businesses: aggressive growth, 300 or so employees, hiring top-notch (per their pedigree) Executives and mid-management, and a year later the Founders were wondering just where their ROI was… big $ spent, nothing got done.   With more of the corporate-types on board, politicking began, and soon the early employees, really more members than employees, who defined the very fabric of the company started to leave.

During the post-bubble, nuclear 2000-2002 when the job market was essentially dead, this trend only got worse. The surviving startups still had loads of VC money, and their Boards  felt survival depended on smart hiring.  In came the Executive Recruiters, who often did not even understand the business, they just ticked off items on their shopping list.  Experience, experience, experience: you had to have been there, done it – in the exact same position, title, and preferably five times.

The only problem with this hiring mentality was that it completely ignored human nature. If you’ve “done it all”, there’s little challenge left in the new job.  And challenge you need: that’s what makes you strive to become an over-achiever, which is what a startup needs.  The “been there, done that” types often have a sense of entitlement, having descended on the startup world, they expect smooth sailing till the IPO, than retirement.  Smooth sailing is not what you need in a startup: you need fighters.  Don’t hire somebody who steps down into the role for the equity; ideally don’t even hire someone making a lateral move.  You need hungry, driven fighters, who while have the skills and experience, will truly step up to the new job.  You need someone who does not want a job, but a passion, a lifestyle.

Another problem with hiring former corporate hotshots is that they  often turn out to be quite incapable of performing without their previous support infrastructure and staff.  They are leaders, not doers – a startup needs both in one person.

I remember interviewing for a VP position at a well-funded startup: the rounds with the CEO and his co-founders went well,  not only did we “click”l on a personal level, but my enterprise software background was a perfect match and  we had intense business conversations right from the first moment. Then I met the freshly minted VP of Sales, who just got hired from Siebel (which was a good brand back than).   Mr. Sales was a corporate BS-er who had absolutely no clue about the business. He avoided answering any specific questions on market positioning, differentiation,  giving me the “our product is best” generic BS, and any initiatives we discussed started with “I’m about to hire a manager for this”.  In minutes I knew that not only it was the end of my application there, but worse, the company was in big trouble, too.  I felt bad for the founding team: they were so proud of their latest hire (“big fish from Siebel, so he must be good, so we’re on track with sales…) – but as an applicant I was in no position to open their eyes.  Lo and behold, a good year later the company was out of business: they got picked up in a garage-sale.

But enough of the negative examples:  let’s look at the success stories.  Back to Atlassian, where this story started: when Mike Cannon-Brookes and Scott Farquhar started their business in 2001, drawing $10k against their credit cards,  they had no clue just how successful a business they would build – yet 7 years later they are now running a $30 million fast growing international business, and are celebrated as Entrepreneurs of the Year.   Back then they certainly would not have been hired for *this job* by a recruiter firm.  And perhaps the best testament comes from Google: I read one of the Founders say that their current recruiting filters are so excruciatingly tough hat he himself could not get hired by Google today. ( I can’t locate the quote – would appreciate any reader help).

Perhaps the invasion of the suites is inevitable in any business – I don’t know if it happens at having 1000 employees… 5000.. or more, but it should certainly not happen at the 1-300 level, when a (former) startup is about to implement some management structure and processes for the first time.   Experience, some track record of course never hurts, but I think startups and “recent graduates” of startup-life owe it to themselves to hire someone with exceptional skills, drive, who would have major challenges and for whom the current job is a clear step up.  That’s the growth engine you give up when you bring in the suits, and IMHO, you should put it off as long as possible.

Disclaimer: I’ve been a Management Consultant, Startup Executive (President, VP), but not Founder of a successful startup… so what do I know?  I know I have CEO readers, also VC Board Members, so please come in here and comment below.

Update:  With perfect timing this old post showed up in my reader again.  Xobni’s Gabor Cselle talks about the three waves of startup hires:

    1. First-wave people want to create success from nothing.
    2. Second-wave people want to make something popular more successful.
    3. Third-wave people want to join a successful environment and preserve the status quo.

I was surprised to find my own comment on Gabor’s old post, essentially summarizing the above long rambling in one sentence:

Startups typically get into trouble when the Founders realize they need 2nd-wavers, work with “pro” recruiters and end up with a bunch of “big name” expensive 3rd-waivers.

Update (9/1/08): Since I started this post with Atlassian’s quest to hire a VP of Marketing, it’s only appropriate to follow up on it.   Atlassian President Jeffrey Walker reports:

All but one of our best candidates came from referrals

None from recruiters.   Even though many are smarter than this.   Takeway: network, network, network.

Related posts:

Update: This quick rant by Bob Warfield is worth reading:  Startups Need Starters

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Morsels from the Crunchies, or Whatever Happened to Business Software?

Now that The Crunchies, the Internet Startup world’s equivalent of the Oscars are over, the winners announced, a lot of champagne consumed, let me go back to a few thoughts that have been on my mind throughout the whole show.

First of all, it was nice to see so many startups recognized, meet familiar faces again, and I join the chorus in thanking TechCrunch, ReadWriteWeb, VentureBeat and GigaOm for putting the show together. Special kudos to Om Malik for coming only three weeks after his heart attack.

Second, I can’t help but think that some of the categories were .. well, almost deterministic, leaving zero chance of winning for the “little guys” lumped together with a giant. Right out of the gate, the first category, Best gadget/device: iPhone, Kindle, Ooma, Pleo, Wii. C’mon, did anyone doubt for a minute the iPhone would win? Or look at the Best mobile startup, where the finalist were AdMob, Fring, Loopt, Shozu, Twitter. Oh, please, 3 relatively unknown names against Twitter, a mega-phenomenon… smile_sarcastic

The other thought I’ve been pondering ever since the show is whatever happened to business software? The Crunchies were yet another proof that “enterprise isn’t sexy“: this was all about consumer-glitz, with a few startups who cater to businesses. That said, at least there was an Enterprise startup category, and I was really glad to see my friends at Zoho win it. Although I wholeheartedly believe they deserve it, this was by far not a slam-dunk category, with Zoho and 37signals, which has a religious cult-like fan-base being the two chief contestants.

Perhaps the Zoho team felt a bit of extra satisfaction, given that 37signals originally questioned their viability, and called them copycats rather than innovators. Well, the innovation debate definitely ended a few weeks ago, when PC World picked Zoho’s Notebook as one of the 25 Most Innovative Products of the Year. While the Crunchies were clearly a popularity contest (with over 100,000 votes) PC World’s list was compiled by professionals. This list was notably full of gadgets, and the only other software products preceding Zoho were Google Gears and the Facebook API.

Back to the Crunchies, Enterprise category, 37signals and Zoho are diametric opposites in many ways: 37signals product philosophy is all about simplicity, “products that do just what you need and nothing you don’t” while Zoho believes in functional richness, and their customer service attitude is quite different, too. Yet I believe they are both good companies, and there’s a clear demand for their products, which is well proven by the hundreds of thousands of loyal customers. Neither of them are really Enterprise software companies though. 37signals caters for what they call the “Fortune 5,000,000″ and Zoho clearly stated their mission to be the “IT for Small Business” – not that a subset of their portfolio, the Office Suite could not become Enterprise-ready, but for now it’s not their primary focus. And focused they are …

I think the Crunchies used the term Enterprise quite liberally – I would have called this category Business Software. Now, if the names IBM, HP, SAP, Citigroup, Boeing, BMW, Shell, McDonalds, Pfizer sound familiarsmile_wink, I’m sure you agree that the company who claims these and others customers is truly an Enterprise Software company. Yet Atlassian ended up in the International category, to their bad luck, as they got paired up with Netvibes. The two are apples and oranges. Atlassian is a very successful company, but the people who buy enterprise software are not the types who hang out at the Web 2.0 tech blogs or vote for the Crunchies; Atlassian stood no chance against Netvibes, with their tens of millions of individual users, all potential voters in this popularity contest.

What do three so different companies, Atlassian, 37signals and Zoho have in common? All three are bootstrapped, fast growing, financially successful and follow the “old-fashioned” business model of making good products and charging for it. I could not help but think of these guys while listen to the announcement of the Best Bootstrapped startup category, decided between FriendFeed, PoliticalBase, ProductWiki, Techmeme, UpNext. Or while listening to the panel discussion moderated by Dan Farber, where Matt Marshall expressed his astonishment how far the ad-based business model propelled us, and was wondering if advertising as the only business model would work in the downturn (no R-word!). If we had to pick the survivors of a potential downturn, these three companies are certainly safe candidates. The good old business model of charging for your product, which, incidentally, your customers love works wonders. smile_regular

Of course there was a lot more to the Crunchies, but it’s been all more then adequately covered, and I wanted to focus on business software now. But…well, I am a guy and guys love cars… so I have to mention the Cleantech category, won by Tesla, makers of this beautiful electric sports car. The only problem is, the car does not exist yet, release date has been pushed out repeatedly, the company had to go back for repeat funding, just fired a bunch of people, including the VP Manufacturing, Lead Engineer if the motor team… but hey, why not give them the Award and keep on dreaming (about the car). smile_embaressed

Update:  Apparently I am not the only one questioning the rationale of some category assignments at the Crunchies; read CenterNetworks on user-generated content.