This article is part of our series on using the flywheel model to grow your business. Check out the complete collection here.
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This is my sleep log. Not my 'on vacation' sleep log. My weeknight sleep log as Chief Revenue Officer at Atlassian, where I'm responsible for keeping our revenue trending up and to the right. How do I sleep so soundly? Because at Atlassian, we use the flywheel effect to grow our business.
The great thing about flywheels is that once you get them going, it takes relatively little effort to keep them spinning or to make them spin faster. They'll even keep spinning on their own for a while. (Full disclosure: we have not tested that hypothesis by, say, turning off our marketing spend altogether ' though I like to bring it up occasionally with our CMO just to get a reaction.) So I don't lay awake wondering how we're going to get the next batch of customers into Atlassian's sales funnel. Flywheels attract and engage customers 24 hours a day ' they're literally working while you sleep.
Whether you're a startup trying to expand or an established company looking for a more efficient go-to-market (GTM) approach, the flywheel model is the best model I know of. And after working with it for close to 10 years, I've learned a few lessons that I hope you can use to grow your business.
The flywheel effect happens when small wins for your business build on each other over time and eventually gain so much momentum that growth almost seems to happen by itself ' similar to the momentum created by a flywheel on a rowing machine.
The flywheel model is based on a concept from Jim Collins' classic business book 'Good to Great.' Put simply, the central idea is that your customers are your best salespeople. If you make them happy, they'll tell their friends. And if you make your product easy to learn about and purchase, those friends will buy it. Then your new happy customers will tell their friends, and so on.
It's a virtuous cycle that has three major components:
Notice how many times I used the word 'easy' there? Reducing friction is key to growing your business with the flywheel model. Flywheels (and I'm talking physical flywheels here ' the kind used in motors or rowing machines) are incredibly efficient at storing and releasing energy. The faster a flywheel spins, the more energy it stores. And you make it spin faster by removing friction and applying force.
The same holds true for our flywheel business model. Search engine optimization, a 'freemium' option, and an ever-improving user experience are among the many forces we apply to our flywheel at Atlassian. These forces build both momentum and stability for our business. Now let's take a deeper look at how a flywheel can do the same for yours.
Good products sell themselves. All you need to do is get out of the way. That's the theory, anyway. And when I say 'get out of the way', that means optimizing for customer self-service:
Entry-level pricing should be low so as to remove friction. Just get people into the product as quickly as possible. Atlassian's products can support teams of tens of thousands of people, but we offer most of them free to teams of 10 or fewer. At that point, there doesn't even need to be a conversation. Anyone interested in trying a product can just go ahead and see if it's a good fit.
Every customer should get the same price no matter what. Price your product competitively and stand by your price. There are two reasons for this. First, deals and discounts train your customers not to take the information on your website at face value. It encourages them to delay their purchase in the hopes of getting a better price later. Second, negotiating special deals takes your team away from doing the type of work that'll pay dividends over and over ' which leads me to'
Don't get me wrong: I love our customers and love talking with them. I seek out customer meetings and prioritize them on my calendar every week. But the reality is, anyone who is engaging prospective customers one-on-one isn't using that time to make the products or overall experience better for everyone.
Every time a 1:1 customer interaction is required to complete a sale, ask why. What information did they need that wasn't provided? Which transaction were they unable to make on their own? Every customer question is evidence of friction that, wherever possible, should be removed.
An indirect sales channel is critical if you're a B2B company trying to grow a global customer base. By building a global network of channel partners who know the lay of the land, you can avoid establishing your own footprint in every region. Plus, partners can provide the kind of industry-specific expertise you need to efficiently expand into new target markets, particularly complex ones such as government or regulated industries. Atlassian invested in a sales channel program early on that we continue to nurture and that now accounts for a third of our revenue.
We also partner with peer companies to deliver deep cross-product integrations. For example, users can request access to Confluence directly from a Slack channel when a teammate shares the link to a Confluence page. Integration partnerships make both products stickier and help expand your customer base.
The more types of force you apply to your flywheel, the more customers you'll attract. A B2C company might apply forces like spinoff products (Cherry Coke, anyone?), loyalty programs, or influencer marketing. New products or editions of existing products are also well suited for B2B companies, as are technical services and an ecosystem of add-ons.
Building an ecosystem is especially effective because it operates as its own flywheel. The more apps for your product, the more use cases you can satisfy. That increases demand both for your products and for apps. We've found that a customer that adds at least one app to a product is far less likely to churn out, and more likely to add more Atlassian products, massively expanding the lifetime value of that customer.
Providing an online forum for users to ask questions and exchange tips is a low-cost way to keep people engaged. For example, our Community program has evolved to include a website containing a user-generated knowledge base, discussion threads, articles, and even user-led events. It's like the best parts of StackOverflow, Reddit, Medium, and MeetUp all under one Atlassian-blue umbrella.
Behind all this is a small team whose main objective is to turn users into fans. They recognize and reward our most active, helpful community members. They also recruit 'Community Champions' who organize live and virtual events. The Community team then supports our Champions with ready-made agendas and presentation materials.
When early-stage B2B companies start landing bigger customers, people tend to get excited. They prioritize those larger deals while ignoring smaller customers, even to the point of letting big customers dictate licensing terms and product roadmaps. This is both logical and tempting. It's also a trap.
The price you pay for focusing on big contracts to the exclusion of small customers is the loss of volume. And without low-friction volume, your flywheel will grind to a halt before it has a chance to really get cranking. Not to mention that once you start letting a handful of customers tell you what to build ' regardless of whether the rest of your customers want those features ' you'll never get out of that mode.
Be patient. Stick to your model, and be willing to forego the customers who don't respect it. They're likely to be more trouble than they're worth.
Stop me if you've heard this one before. A U.S. company wants to enter, say, the German market. But the content and tone on their website don't really resonate with the German audience. So they build separate web content for Germany. And Germans aren't as comfortable with this whole self-service purchasing thing, so these new German web pages include an invitation to get in touch with their sales team ' who they now have to go out and hire. A few rounds of this in a few different countries, and oops: their flywheel is fundamentally broken.
To go high-volume, you almost have to go global. You also have to avoid re-creating a bespoke version of your entire GTM game in each market you go after. Start with the basics, like localizing your website so customers can learn about your product in their native language. You might be surprised how far that gets you.
Usage is the best indicator of your company's future. It doesn't matter how much you sell. What matters is whether people are using your product. If they are, they're getting value out of it. And if your product is 'sticky,' you can charge for it.
Bonus points if you can create a subscription option, which both reduces friction for customers and stabilizes your revenue stream. From there, you can expand your relationship with customers through additional users, premium editions of your product, and/or additional products. So even if you have to get people in the door with a freemium model, that's OK. You can gradually monetize over time. The trick is not to set the expectation that all things will be free forever.
None of this will work unless you have a cohesive team with shared values and a shared understanding of the company's big goals. That's what keeps you grounded as you grow.
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When I joined Atlassian almost 10 years ago, we operated like a start-up. That is not the case anymore. We've grown into a sophisticated enterprise with 6,000+ employees, offices on four continents, and the ambition to grow beyond $5 billion in revenue.
Culture changes, but values don't. They keep us focused on working as a positive force in our customers' lives through every feature we ship, every product we launch, and every dollar we invest.
Now is an interesting moment for business leaders. As we reimagine ways of working and running our companies, we have an opportunity to lay the foundations for enduring, long-term growth. A low-touch, highly automated GTM approach that fosters stable growth is a perfect fit for the uncertain times we find ourselves in. It also suits the way people make purchasing decisions now. As consumers, we do our own research. We don't want to be sold to. We just want to buy the stuff we need and get on with our day.
It all starts with best-in-class R&D. By delivering products customers rave about, Atlassian has been able to build a flywheel powered by word of mouth and amplified by data-driven touchpoints that help customers make purchase decisions at their own pace. This hyper-efficient GTM machine runs on just 15% of revenue, allowing us to invest more in product improvements that delight customers ' and the virtuous cycle continues.
I encourage other companies to rely more on automated, self-serve sales motions, which will free up more investment for R&D, which, in turn, gets that flywheel cranking. It bears repeating that the journey to achieving the flywheel effect is long and full of difficult trade-offs. But it's the key to unlocking exponential growth.
Hungry for more? Check out the other articles in this series.
Perhaps the most crucial part of the semester is knowing what's going on. This can include projects deadlines, special events, visits home and whatever else you may have. A good idea is to make 2 calendars. First is a basic one with your classes, appointments, meetings, and whatever else. The second is the most important one. List out every day until the end of the semester and, when a teacher gives you an assignment, put it on that list. Sometimes you'll luck out and the teacher will give you all assignment due dates on the syllabus. Put them all in at the same time. It doesn't take too long and you'll thank yourself for it later.
Bonus tip: COLOR CODE. Give every class a color, then make sure to include schedule modifications (days off, registration days) as well as special events (such as concerts or shows).
There's nothing worse than not being able to see your friends because of classwork. Plan in some time to get dinner, froyo, or just hang out. This isn't a study session. It's a time to simply relax and enjoy your friends. Everybody needs some time to unwind and there's nothing that helps more than spending time with friends.
Contrary to popular belief, your professor won't get mad if you go to office hours. In fact, they'll be overjoyed. Can't make office hours? Talk to them and figure out an ideal time for both of you. If your professor isn't awesome and is a grouch about it, go talk to another professor in the department or the department head. While most professors are accommodating, there are a few that aren't. Talking to the department head should help with that.
Perhaps the greatest part of advice I've ever heard is that sometimes you need to cuddle up with some Ben&Jerry's and watch Netflix all night, and that's perfectly fine. Sometimes you need to relax for the night. As long as you aren't procrastinating a project, this is great. Have a treat, do whatever you do to relax and do it. Don't do it every weekend, but if you feel you need a break, take one!
Edowning
I used to assist with a training course that helped aspiring leaders and the topic always came up of accomplishing goals. So, let's say you have a big project due on the day of the final. Your teacher told you about it on the first day of class and it's a huge project. The analogy I always use it how you would eat an elephant. Most people say that it's impossible and, when you see the project you will probably think so too. Instead, tackle it as you would the elephant: one bite at a time. Do little bits of the project every week so by the time it's due you haven't pulled three all-nighters. Take it in chunks and you'll thank yourself when it's due.
Every so often there may be something that peaks your interest- a play, a free concert, a lecture, whatever it may be. If you can attend, do it. Most colleges will give free/reduced prices to enrolled students to plays and concerts. Find clubs at your school that are fun clubs- maybe they show movies on the weekend or put on concerts. These all help to break up the monotony of everyday life, plus they're fun!
Your adviser is great because they know what you need to graduate, which can be one of the most confusing things in your college career. Talk to them at least once per semester and make sure you're on track. They can help you with next semester's classes, as well as offer resources if you're struggling this semester. Never be afraid to admit what's troubling you in a class. If it's something they can help you with, they will. If it's not, they will find somebody who can.
Sure, 2 AM is a really relaxing time to contemplate life, but don't do it all the time. Our bodies need sleep. Try to go to bed at a reasonable hour and make sure you set an alarm (a spare one too if you have a test that day!). A late night every once in a while is fine, but if you start pulling all-nighters all the time you will start to regret it and your grades will sink.
Hopefully, your school has excellent resources to help get you started in the career process. The real world is extremely daunting. Start off by making an appointment and figuring out what you need to do. Also, keep in mind that certain professions don't necessarily have internships or are a slightly different job application. Maybe your friends already have internships and you don't. That's perfectly natural. You go at your pace on your career path.
Yes, I'm going to give you the lecture. But seriously, fruits and veggies give your body necessary nutrients. Eating junk food all the time won't be great for you. Try having a salad every once in a while, and not one of those that is filled with junk. Have a simple garden salad. Opt to have fruit for a snack instead of a whoopie pie. Your body will thank you and you will feel better than if you just ate junk food.
This goes along with the fruits and veggies lecture. If you're cooped up inside all day in class, then go back to your dorm, you miss out on the wonderful thing we call the outdoors. Fresh air is so wonderful for the body and you will thank yourself. Don't just open a window and think that's enough. Go outside and feel the air on your skin, breathe it in, and hear the sounds of campus. Once it's warmer weather outside, do your homework outside, play frisbee in the quad, and go for walks with friends.
And there you have it. Here's hoping that you survive this semester! (You will because you're awesome)
"In freshman year of college, after a breakup, I decided to get a Tinder. After talking to this guy for a like week, he asked me to come to his rodeo where he was a bronco rider, a couple hours away. After making the distance, I found myself in a small town in Nebraska sitting in some dirty bleachers, thinking, 'Whatever. He could totally still be cool.' Then he walks up to me and in the thickest southern twang I have ever heard, says 'Hey Sweetheart, so glad ya made yer way down!" That is when I decided I would never go on a Tinder date without making a call first."
"A couple weeks ago, I went on a Tinder date and brought along my best friend to be my "wing woman." My date decided he wanted my best friend over me so I third wheeled on my own date."
"I matched with this guy and we talked for a couple of days. Then, without warning, he showed up to my residence hall and told me once he was there. I didn't tell him where I lived. I told him I was out of town at the moment and proceeded to unmatch him."
"The guy bragged about how many beers he could drink when, clearly, he had never had alcohol in his life. Oh, and he was thirty minutes late. And as if that wasn't bad enough, he took me to a Taco Bell drive thru since we missed our dinner reservations, where he spilled his drink all over my dress, blamed ME for being in the way (which I wasn't) and didn't apologize! Needless to say, there was no second date, but he still watches all my snap stories."
"I drove half an hour away to meet this boy at 2 am out of boredom and he said he smoked weed so I was like cool. The address he gave me turned out to be a factory on an empty road. I got there and he was like, oh it's my dad's factory and I was sleeping in the office. Then asked if I wanted to go inside. I should mention it was a coffin factory at this point. I never got out of my car."
"I was swiping through Tinder and matched with this guy. We talked for a few days and I knew he was a little older than me as his Tinder said 24 and I was 18. He asked if I wanted to get milkshakes and take a break from finals studying and I said yes. I got milkshakes and fries with him so we went back to his place and hooked up. I was telling my friends later and one of them said, wait, was his name Jake*? Apparently, he sounded like her hot interpretations of literature TA. I showed her some pictures and it was the SAME GUY. He was actually 34 with an ex wife and two kids."
"Nothing really went wrong. I was just awkward and therefore it was cringey."