At a time when many corporate leaders are calling for a return to the office, Atlassian is doubling down on distributed work—and it’s paying off. The software company just secured a top spot on Fortune’s 2025 list of the 100 Best Companies to Work For, and their commitment to remote-first operations is a big reason why.
In 2020, Atlassian rolled out a remote work policy called Team Anywhere. The policy allows its 12,000 employees to work from anywhere the company has a legal entity, provided their time zone aligns with their role, they have the approval of their team lead, and they hold the legal right to work in that region. As a result, rather than being tied to one of Atlassian’s 12 global offices, employees now log in from more than 10,000 different locations around the world.
According to Fortune, approximately 92% report that the Team Anywhere policy enables them to do their best work, and 91% cite flexibility as one of the main reasons they choose to stay at the company.
Distributed by Design: Atlassian’s Alternative Approach
Atlassian’s Global Head of Team Anywhere, Annie Dean explained to Dave Cairns, Kadence’s Future of Work Strategist, how the company intentionally designed a distributed model from the outset—one that was based on flexibility, autonomy, and performance. While some companies are still figuring out hybrid structures, Atlassian focused on clarity and execution from the start.
Rather than seeing hybrid and distributed as opposing forces, Dean framed Atlassian’s model as a unique solution aligned to their needs. She highlighted that many companies struggle with hybrid not because it’s flawed, but because it’s often poorly implemented.
This is less about rejecting hybrid and more about demonstrating what’s possible when work is designed around flexibility, intentionality, and the right tools from the ground up.
This Isn’t a Perk. It’s Infrastructure.
Atlassian’s distributed model isn’t about appeasing employees or avoiding real estate costs. It’s a deliberate, strategic infrastructure built around autonomy and trust. Dean argues that the entire conversation around hybrid work often misses the point:
For Atlassian, distributed work is a technology story. It’s grounded in a data-driven approach that informs every aspect of how work gets done. The company established Team Anywhere within its people department, which houses the Teamwork Lab—a group of behavioral scientists tasked with researching and innovating how teams operate across time zones and geographies.
Atlassian’s remote-first model is built on four foundational elements:
- Asynchronous communication – Written updates and documentation are prioritized over meetings to support flexibility and focus.
- Open by default – Internal documents and written materials are made broadly accessible to foster transparency and inclusivity.
- Connection – Atlassian hosts Intentional Together Gatherings (ITGs), where teams meet in person several times a year to strengthen relationships and alignment.
- Timezone awareness – Teams are structured to ensure overlapping working hours, promoting smoother collaboration without burnout.
This model not only helps Atlassian scale globally—it also offers something traditional offices often can’t: equity. Employees gain more control over their schedules, better access to family life, and freedom from geographic constraints.
Rethinking How We Learn, Lead, and Grow
Critics of remote work often point to the loss of mentorship or serendipitous collaboration as fatal flaws. Dean doesn’t buy it. She recalls her early days as a real estate attorney, poring over hundreds of pages of leases without understanding why:
Today, she argues, those learning moments can happen faster and more effectively with the right tools:
Mentorship isn’t lost in distributed settings; it’s evolving. And Atlassian is designing systems that meet people where they are.
That commitment to innovation has had a measurable impact. Atlassian’s workforce has tripled since implementing Team Anywhere, and applications for open roles have more than doubled. The rate at which candidates accept job offers has also climbed to 20%—a clear sign that flexible work isn’t just desirable, it’s a competitive advantage.
Offices Are Becoming Event Spaces, Not Mandates
Distributed doesn’t mean anti-office. Atlassian is still investing in physical space—but with a new purpose. Dean says workplaces now need to be:
The old model—massages, snacks, and good vibes—was largely unmeasured. Now, Atlassian tracks usage, purpose, and outcomes. If people come in, they’re coming in with intentionality. The role of workplace teams has shifted from facility managers to experience designers.
This is where most coworking spaces fail. As Dean notes, the ratio of private spaces to workers is way off. Atlassian’s research suggests a ratio closer to 1 private call space per 10 people is optimal—a far cry from the single “call coffin” in most shared workspaces.
It’s About Community, Not Just Culture
One of the biggest misconceptions about remote work is that it kills culture. But for Atlassian, distributed work has expanded the definition of community and deepened its value. Dean reflects:
By allowing people to live and work where it best suits them, Atlassian employees can take a more active role in their communities. That could mean walking their kids to school, volunteering locally, or supporting neighbors in ways that wouldn’t be possible with a rigid 9–5 office schedule. For many, it also means reducing the stress of long commutes and gaining back time to invest in family, friendships, and wellbeing.
This reconnection to place and people doesn’t weaken company culture—it strengthens it by creating healthier, more fulfilled individuals. That flexibility isn’t just good for business—it’s good for society.
The Future Is Already Here
Atlassian isn’t waiting for a better version of hybrid to emerge. They’ve already leaned into what works for their teams—and it’s paying off. Their model proves that when distributed work is designed intentionally, it can lead to stronger teams, happier employees, and better results.
But not every company needs to go fully distributed to see these benefits. Hybrid work—when treated as a strategy rather than a compromise—can offer the best of both worlds: flexibility for employees and meaningful in-person connection where it counts. The key is intentionality. Without it, hybrid becomes messy. With it, hybrid becomes magnetic.
Atlassian’s example shows that when companies embrace flexibility with clear systems, human-centered design, and cultural alignment, the results speak for themselves.
Want to learn how to build a distributed or hybrid model that actually works? Book a demo with Kadence and start designing your future of work—on your terms.
