Question 1

What are the key takeaways from Tanguy Crusson's episode on Lenny's Podcast?

Accepted Answer

1. When building zero-to-one inside a large company, deliberately create scarcity and starve the team of resources to emulate startup urgency rather than letting the organization over-invest too early. 2. Frame new bets as most likely to fail to buy autonomy from the broader org -- no one wants to drag the whole company into something that probably won't exist in six months. 3. Don't chase competitors feature-for-feature; you're only seeing the tip of their iceberg. Anchor back to your own customer research and build your own journey. 4. Articulate a compelling 'why now' for every bet -- great work gets parked when there's no clear trigger for urgency, no matter how strong the opportunity. 5. Turn every engineer into a product engineer by giving them direct relationships with 10 customers they know by name, creating empathy that drives better product decisions than any research report.

Question 2

What does Tanguy Crusson say about zero-to-one and incubation?

Accepted Answer

"Never do a rewrite, and there's good reasons for that. But basically we did that and out of it came up actually a new product called Stride. The problem is that the product was great, but by the time we were done, Slack was just miles ahead of us." - Tanguy Crusson "There's a lot of assumptions in what made us successful, it doesn't mean that it's going to work. The founders keep telling us what took us here won't take us there. It's very easy for teams when they see success of something to think that it's successful because of X, but X is not validated." - Tanguy Crusson "We ended up reacting to whatever the competitor was doing, which is really, really bad because that's when we lost basically what made HipChat successful so far. Your competitor, if you think of what they do as an iceberg, the top side is what they've shipped in terms of features, but it's based on all this stuff they've built in terms of research and understanding of their customer base." - Tanguy Crusson

Question 3

What are Tanguy Crusson's views on zero-to-one, incubation, product-strategy?

Accepted Answer

Tanguy Crusson: "Never do a rewrite, and there's good reasons for that. But basically we did that and out of it came up actually a new product called Stride. The problem is that the product was great, but by the time we were done, Slack was just miles ahead of us." Tanguy Crusson: "We ended up reacting to whatever the competitor was doing, which is really, really bad because that's when we lost basically what made HipChat successful so far. Your competitor, if you think of what they do as an iceberg, the top side is what they've shipped in terms of features, but it's based on all this stuff they've built in terms of research and understanding of their customer base."

Tanguy Crusson

Hard-won lessons building 0 to 1 inside Atlassian | Tanguy Crusson (Head of Jira Product Discovery)

TRANSCRIPT

Tanguy Crusson

Hard-won lessons building 0 to 1 inside Atlassian | Tanguy Crusson (Head of Jira Product Discovery)

Tanguy Crusson

Hard-won lessons building 0 to 1 inside Atlassian | Tanguy Crusson (Head of Jira Product Discovery)

TRANSCRIPT

Tanguy Crusson

Hard-won lessons building 0 to 1 inside Atlassian | Tanguy Crusson (Head of Jira Product Discovery)