Atlassian Case Study: Business Strategy and Dynamic Environment

This case study examines Atlassian's corporate-level strategy, focusing on its unique 'no-touch' sales model and how it navigates the complex and dynamic business environment. It synthesizes the learning about Atlassian's approach to business and corporate strategy, highlighting the use of agile methodologies and the importance of key performance indicators. The analysis explores various ways of strategizing within a dynamic business environment, including the evaluation of self-service and sales models, the deployment of Data Centre Editions of JIRA and Confluence, and the use of Enterprise Licensing Agreements. Strengths and weaknesses associated with these approaches are discussed, including the benefits of cost savings and scalability versus the drawbacks of security concerns and customer acquisition challenges. The case emphasizes the role of the management team in decision-making and responsiveness to customer needs, demonstrating how Atlassian adapts its strategies to maintain a competitive edge.

Running head: CORPORATE LEVEL STRATEGY
Corporate level strategy
Name of student
Name of University
Author note

1CORPORATE LEVEL STRATEGY
Table of Contents
Synthesis of the learning about the complex and dynamic environment of business and corporate
strategy.............................................................................................................................................3
Ways of strategizing within a dynamic business environment with the use of theoretical model. .4
References........................................................................................................................................6

2CORPORATE LEVEL STRATEGY
Synthesis of the learning about the complex and dynamic environment of business and
corporate strategy
Atlassian is one of the major software companies in Australia that has utilized the no
touch sales model for allowing the clients to purchase the business software online without any
need to communicate with the sales staffs working within the organization. There were
researches that stated that the appointment of an individual as a sales person can deteriorate the
organizational culture and affect the sales philosophy negatively too. The corporate strategies are
implemented by following the agile methodology to develop software and also break down the
project into smaller components for managing the production of JIRA and Confluence, both of
which are augmented with the utilization of no-touch sales model1. Not only the software
components and methodologies, but also the Advocacy team and Channel partners are
responsible for managing the delivery of Atlassian products to the clients, furthermore ensure
proper management of ownership and solve customers’ queries too. The complex and dynamic
environments are functional with the management team contributing to the decision making
process and evaluating the response time to handle customer related queries and influence them
heir purchasing behaviors too2.
1 Purce, John. "The impact of corporate strategy on human resource management." New
Perspectives on Human Resource Management (Routledge Revivals) 67 (2014).
2 Drnevich, Paul L., and David C. Croson. "Information technology and business-level strategy:
Toward an integrated theoretical perspective." Mis Quarterly 37.2 (2013).

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Ways of strategizing within a dynamic business environment with the use of theoretical
model
There are various ways and approaches required to strategize within the dynamic
business environment and it will be possible with the use of appropriate theoretical models and
determine each of its strengths and weaknesses too. One of the major approaches to strategize
within the dynamic business environment is the evaluation of key performance indicators
managed through decision making by the management team while the use of self service model
and sales model could also be effective for Atlassian in Australia3. The self service model has
been put to test and it brought desirable results in the form of managing a proper website and
FAQ to attract more clients and even tie up with the channel partners to facilitate the online
buying and selling of products and services. The self service model, when integrated with the
channel sales, has targeted the right market segments to drive sales and ensured long term
success. Another approach is the use of Data Centre Editions of JIRA and Confluence for
deploying the products in the own data centers and within a single server. This has increased the
availability of products for the customers and enhanced the performance at scale with consistent
scalability4. The Enterprise Licensing Agreements were done to license the customer workforce
for using the particular software for a particular amount of time, which has helped in gaining
advantages like cost savings, good pricing, sales achieved through procurement transaction and
discounts on pricing for the new products and services. There are few drawbacks as well
3 Dabholkar, Pratibha A. "How to improve perceived service quality by increasing customer
participation." Proceedings of the 1990 academy of marketing science (AMS) annual conference.
Springer, Cham, 2015.
4 Demirkan, Haluk, and Dursun Delen. "Leveraging the capabilities of service-oriented decision
support systems: Putting analytics and big data in cloud." Decision Support Systems 55.1 (2013):
412-421.

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including the lack of security and not being able to draw in customers at large numbers, which
can affect the sales revenue of the organization too.

5CORPORATE LEVEL STRATEGY
References
Dabholkar, Pratibha A. "How to improve perceived service quality by increasing customer
participation." Proceedings of the 1990 academy of marketing science (AMS) annual conference.
Springer, Cham, 2015.
Demirkan, Haluk, and Dursun Delen. "Leveraging the capabilities of service-oriented decision
support systems: Putting analytics and big data in cloud." Decision Support Systems 55.1 (2013):
412-421.
Drnevich, Paul L., and David C. Croson. "Information technology and business-level strategy:
Toward an integrated theoretical perspective." Mis Quarterly 37.2 (2013).
Purce, John. "The impact of corporate strategy on human resource management." New
Perspectives on Human Resource Management (Routledge Revivals) 67 (2014).