IT teams, we are at a crossroads. We’ve spent years, if not decades, being thought of as cost centers at the best of times, and more often, a source of bottlenecks. Now, we’re making a name for ourselves as facilitators of innovation and providers of legendary service. Our companies are recognizing how critical we are to their success.

Implementing security best practices for your cloud products might feel like you’re playing a game of chess against a chess grandmaster. You think you need to know the most complex strategies and plan ten moves in advance, but in reality, you’re playing against a 3rd-grade checkers player.

On the security team, we don’t manage any Atlassian products like other Atlassian teams do. Our main product is trust, and that’s a job that’s never finished. To me, security is more of a mindset; one of constant diligence, continuous improvement, and seeking out ways to innovate.

Where does your company want to be in one year? Five years? Ten years? And what does this growth mean for your technology stack? These questions play on repeat for any growing organization.

A record high of 162,414 cars per day cross the Golden Gate bridge, in wind, rain, and countless other environmental factors (don’t say earthquakes!) that compound stress on it. An Atlassian instance is a lot like a bridge. Users access each instance hundreds and thousands of times a day, amid conditions that include the size of the instance itself (with its load of comments, pages, repos, etc.), the apps you’ve added, API calls, and much more.

We’re constantly amazed by what our customers are able to do with Jira Software. Whether it’s planning a Mars landing, building a cochlear implant, or modernizing the way thousands of people work at a single company — the ways in which people use the Jira platform are multiplying by the day.

When the National Bank of Canada set off on a cultural and digital transformation, the most important objective was putting people first, both their clients and employees. They needed better transparency and collaboration across teams, and knew that consolidating and standardizing their applications would help them achieve this.

You’re working on a project — let’s say it’s a presentation to introduce a new initiative at your company. You have a first draft of the content done, and you send it to your boss for her feedback. She makes a few revisions and then says she’d like to share it with the leadership team to see what they think.

Meet Cameron. She’s a product manager at a mid-sized tech company, tasked with the challenge of increasing usage of their mobile app. She knows she’ll need all hands on deck to make this happen. But, previously when she’s set team-wide goals like this, things have quickly fallen off-track.

Ah, teamwork. When everyone’s in sync and productivity is high, working together is a dream. You meet your deadlines with ease, your brainstorms produce the best ideas, and working together is – dare I say it? – fun.