A Quote by Aaron Levie

Listen to your customers, but don't always build exactly what they're telling you. This is a really key distinction around building enterprise software. — © Aaron Levie
Listen to your customers, but don't always build exactly what they're telling you. This is a really key distinction around building enterprise software.
When a sizable group of customers speak, I always listen! The 'customers' view' is key to my confidence in decisions.
We didn't really start the company to go build an enterprise software company.
The business models in enterprise have changed pretty dramatically. A huge problem with enterprise software traditionally has been usually you sell to the customer and then they adopt the technology. The great thing about 'freemium' and the new way enterprise software is being sold is you get to try it first and then buy it.
So what makes me happy? I was really happy to build this house. That's it; building things. The trouble with software is that it's very hard to show your aunt in Florida what you've done.
Customers will always be nervous about lock-in, and I think the experience they had particularly with a company like Oracle, where it's a really hard thing to get out of, and they're so hostile to their customers, that I think it's a concern for every enterprise.
I've never been in the enterprise where your customers are your partners. It was always, you had customers, and you had partners.
Not being in tune with your customers is like living in an alternate reality; the way you think your customers feel about your product is not always the same as what your customers really think about your product.
The hardest single part of building a software system is deciding precisely what to build.
If there could've ever been a magical time to build an enterprise software company, now is absolutely that time.
Because software is all about scale. The larger you are, the more profitable you are. If we sell twice as much as software, it doesn't cost us twice as much to build that software. So the more customers you have, the more scale you have. The larger you are, the more profitable you are.
There is no neat distinction between operating system software and the software that runs on top of it.
It's very hard to establish an economy of trustworthiness. The key is continuing to innovate and to keep your customers through innovation, because the customers can leave. But once you are a dominant player that continues to innovate and provide a good deal, customers will stay with you.
In science, the whole system builds on people looking at other people's results and building on top of them. In witchcraft, somebody had a small secret and guarded it - but never allowed others to really understand it and build on it. Traditional software is like witchcraft. In history, witchcraft just died out. The same will happen in software. When problems get serious enough, you can't have one person or one company guarding their secrets. You have to have everybody share in the knowledge.
Always listen to your customers.
Everything about the enterprise, and then by definition the software the enterprise uses has changed?-?just in the last 5 years.
With resilience you are learning to be flexible and take feedback on how people are experiencing what you are building, you're listening to what your customers are saying, you're building these relationships, and making better decisions over time. That all really starts with that resilience and that willingness not to be perfect.
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