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Atlassian, Program Mgmt - Coggle Diagram
Atlassian
Ambiguity
Stubborn on the vision, flexible on details
Two-way door decisions
Data trumps opinion
First ANZ consultant, establishing a WW vision with distributed implementation.
Setting vision & strategy - IA Narratives (WW, APJ, ANZ),
Frequent inspection - MBR (visibility, alignment, accountability)
VAGUE REQs
Ramp up enablement in ANZ?
Establish & Grow IA in ANZ (then APJ)
Failure /
Self Awareness
Inclusive Innov
FFA w Girish
Feedback from Girish
Feedback from Dennise
Ambivert - can withdraw
FEAD @ CBA
Adv in deal shaping
Stakeholder / Partner / Influence
Partnerships
IA -> Digital Innovation
IA GSP -> other GSPs
GSP > Local Country teams
Within WW IA
APN for scale
ROI - AWS Connections
IA needing partnerships to drive scale
AWS as a collaborative game
Finding shared goals
Influence
Local hiring
Offering Development
Influencing Account teams to sell IA (influencer model)
SDT to own sales
influencing AWS sellers on the non-tech aspects of Cloud
CHALLENGING STAKEHOLDER
Lendlease - Innovation Theatre
TCB - being removed from the Deal construct
Underskilled Regional Leader
Distributed First
Seen good and bad
Hard - 5am meetings midnight meetings. 24x7 expectations. Ground-hog day. Gruelling travel schedule, family strain, Struggles of remote onboarding and relationship building, no disconnect.
Good – Time w Family, dinners, walks on beach. Exercise. Local connection.
Flexible working schedules.
Remote Worker - last 3 years
My closest colleagues are in Singapore, Seattle. My team are spread across region.
Designing Mechanisms that work at scale (asynchronous, written, consistent) - standup updates, 2x2 outcomes, MBRs, OP1, OP2,
Our team
Switch to virtual interviews, remote onboarding, 2 buddies (just ahead, and tenured), new starter lean coffee, virtual tea catchups, happy hour, office hours, f2f events when possible, tooling (miro), cross cultural.
60 global, 24 regional, 10 AU
Global product development, with localisations and feedback loops
Scale is the magnifier - 1.3Mppl
Rethink
Rethinking how work gets done, meetings, personal accountability, team accountabilities, synchronous and asynchronous comms, human elements of connection, friendship.
HM
Kelly Kirby (Principles, Practices, Learning & Change)
Experience with Distributed workforce
Partnering with team and coaches (in the field) to run experiments, identify learnings,
scaling practices
etc.
Managing broad and conflicting needs across business
Pragmatic - seek to understand
About me
Why Atlassian?
The role
Ability to lead / shape significant program, and help shape a company
Solving a wicked problem like this only comes around once every few years
The mission -
Strong vision, leadership backed - invested in the outcome
Atlassians openness to solve and share
People, culture, not taking selves too seriously
Pledge 1%
Why leave Amazon
Looking at 'what next' both within Amazon and outside
Some shifts in the company culture that have challenged me (and my commitment to the company)
Also noticed this role externally, so decided to find out more
Purpose /
Create amazing workplaces that thrive in the new world
• Thrive in a fulfilling and challenging role, that has an impact on people and business
• Be a key part of world-leading teams – without having to be in Silicon Valley, Seattle, (or even Sydney)
• Be a leader that people want to work for and work alongside – high performing, empathetic, relied upon, fun.
Establish a balance between career and family, so that I can be my best at both.
Questions
"A CoOperative Game"
How would you describe the culture / willingness to out energy behind programs like this?
What type of Program Manager are you looking for?
Someone to fall in love with the problem be a player/coach on the field working to solving it?
or a pure play Program Manager who orchestrates from outside?
PgM Craft
Jess Gee (Snr Prog Mgr)
Assumed Qs
how I approach large complex projects
Stakeholder management
corralling all corners of an org
Pragmatic about long term vision, while getting shit done
Stakeholder
Gina Creegan
H of Workplace Experience Ops
Values
Andy Sharman
Snr Dev Manager
Program Mgmt
Managing Programs
IA Program
Regional Expansion KO, India, Vietnam
Building Offerings (ROI, Enzyme, Pulse Check, Idea Acc, DbD)
WW IA - OP1/OP2
Partner
Partner Strategy/enablement
(TW, Telstra P, Slalom, Datacom, SuJiPuLi)
Amazon Scale
Culture, mechanisms, org, arch, LPs – bar raiser progs, written culture, teams with “APIs”.
Customer
Tx across various industries – Airlines, FSI, Insurance, Mining, media,
Petronas, IAG, Astro,
Long term – CBA Digital.
CBA
Digital 55 teams, $110M portfolio
Mobile: 13 Squads $35M portfolio
Competing priorities
Rationalising offerings - building new vs scaling existing. hiring builders
Strategy /
Complex Dependencies
IA Strategy - OP1/OP2
Sales, regional growth, enablement, offerings, hiring, partners, partnerships
Involvement in customer strategy - Optus, Air NZ, TCB, Westpac
Partner Strategy
Account / growth strategies - eg TCB
Measuring outcomes
Input Metrics
(pipeline, bookings, IP, offerings, HC, util, enablement #, cert % )
Output metrics
(CSAT, Cust value, references, partner $, AWS $)
Implementing Tableau dashboards
converting strategy to action
running multi-stream programs
Influence