Operations | Monitoring | ITSM | DevOps | Cloud

By 2022, the skills employees will need to thrive will include creativity, trustworthiness, emotional intelligence, and leadership, according to the World Economic Forum’s Future of Jobs Report 2018. Intelligence matters. But recently, business leaders have begun to place more emphasis on “soft skills” – you know, those intangible qualities that make the difference between being a dear or dreary coworker.

It’s been a few years since the “Spotify Model” became the latest trend for structuring an engineering team. But, like its predecessors, the model based on tribes and squads has some pitfalls. How to structure an engineering team is a question that’s been covered at length, from the strengths and weaknesses of common team structures to a matrix of organization based on risk and scale to why you should choose your own model.

If you’ve ever created products that can be deployed in different types of environments, you know that it can be challenging to migrate between one and the other since the core architecture often needs to be very different. We learned this the hard way back in 2018 on Confluence, when a large number of customers trying to migrate from server to cloud were having problems. It was a challenging, prone-to-failure process that required a lot of attention and preparation from site admins.

Maybe your company just merged with another organization. Or perhaps you were a member of a group that was just bought out. Chances are you’ve been there: more than 75 percent of industries have become more concentrated since the late 1990s and the mergers and acquisitions boom is only expected to grow.

Team-focused research supported or executed by the military has yielded major insights into the nature of team performance Team allegiance features heavily in the oaths soldiers take when they swear their service to their country.

When I was a little girl, I played “business” at my grandmother’s house. She gave a box of blank payroll checks from a defunct business and heels and fancy clip-on earrings that she wore to work. I stuffed a bunch of blank checks into a purse and strutted down the hall to the back bedroom (y’know, the official boss’s office), where I’d wave my hands around telling everyone to get to work.

Atlassian is built on the belief that there are better ways to get work done. If we find a way of working to be ineffective, we will change it. This belief is fundamental to how we build and sell our products, and now we’re applying it to how we acquire companies (aka mergers and acquisitions, or “M&A”).

As the problems we tackle get more complex, the nature of project teams is changing. Here’s what you need to know (and what you should change) in order to be successful.

A no-BS guide for people who suck at communicating with coworkers. Which means you. Also, me.

Engineering stateless, high-availability cloud services comes with juuuuuuust a few challenges. Here’s how we (eventually) slayed the dragon.