Zitat des Tages von Parker Harris:
Those trying to get support for their iPhones don't necessary trust their carriers, so they ask their friends for help.
We are building technology to keep up with what's happening in the world. It's transforming the way people are working. We're bringing the enterprise to the world.
One of our first jobs was at Saba Software. We were helping them build their products for the cloud. We wanted to build our own product and move away from consulting. We were looking for a change. The CEO of Saba introduced me to Marc Benioff.
Social computing is doing what agile methodology is doing to our process - it's breaking down our visibility.
I grew up loving computers and math, actually. I also loved English literature and French, but I became obsessed with computers when the Apple II was coming out.
Many people have said we just need to add more products. Look at Oracle, look at SAP. Add ERP and inventory or compensation. Add all this stuff. What we realized is we're the customer company. We're the front office solution, and our customers would be really upset if we just added a whole bunch of stuff and lost focus.
By flattening time and space, social computing and business is unlocking credible potential within business. For example, individuals and organizations that weren't connected before are now connected together.
I took a detour to France in my senior year in high school. So that's part of what ended up sending me, actually, to Middlebury because I went to school with people who were more from the Northeast.
All business leaders need to be technologists, as every industry now has a Netflix or an Uber on the horizon, threatening to upend business as usual. Apps are driving this disruption, and every enterprise needs to become an app company.
We're paying a lot of attention to the iPad. But we're expanding that to a tablet focus.
After the dotcom boom blew up, it increased the focus on questions like, 'Why should I trust you to help run my business? How do I know you're not going to go away like every other company?' That was hard. We had to keep proving ourselves.
I think the legacy is really the company that we built. That's what makes me happy. I'm a very simple person, so that's all I really need.
We actually went public partly because we wanted companies to realise we were not going away.
Our output and continued success is all about our culture. Ours has to be highly collaborative, and we have company-wide events and processes to make sure everyone stays aligned.
We do a lot of outbound work where we're talking about the future. As we get involved with these new products, it helps us have a platform to talk about where the future is going.
Diving into data has never been more critical for businesses in order to make fast, accurate decisions about customer behaviors and needs and drive holistic business knowledge.
I remember my school had some of the first Apple IIs in North Carolina. I remember, when I first started using them, we were using a cassette tape to store programs because we didn't have floppy disk drives.
What I'll take credit for is finding visionary people in the company, or bringing them in, and then empowering them to help me.
People think floating should be the easiest and happiest time for a company, but it's actually really hard. We were meant to think we'd won - we'd gone public and could go on to new things. But we were only just getting started.
Businesses can't afford to react to what their customers want; they need to anticipate their needs.
