A Quote by Adam Lashinsky
Salesforce acquires companies - it has snapped up 55 since 2006 - that are either more innovative or that have pioneered market segments that Salesforce hasn't yet cracked.
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I want to remind everyone that we have a no alcohol policy at Salesforce. Alcohol is a drug, and having alcohol on a Salesforce premise is simply unfair to the Ohana who either do not want it or are intolerant of it.
Salesforce's Chatter is what convinced me that the company understood what is going on in the enterprise; this was the biggest attraction for me. I saw that Salesforce understands social.
Salesforce employees are so immersed in the fervor over their offerings and their unique workplace that they are nearly incredulous to learn that few people beyond the legions of customers using Salesforce's product have the faintest idea what the company does.
I would have loved to invest in Salesforce when I was active in venture. I didn't know the founder, Marc Benioff, well enough, and he didn't really rely on venture capital, but I remember the first time I met him and got to talk about Salesforce when they were still private. I thought, 'Damn, that is going to be a huge company.'
A lot was happening in A.I. But I also realized it wasn't clear what Salesforce's role in A.I. was. That's when we started acquiring quite a few artificial intelligence companies, maybe a dozen.
I'm a big fan of what Salesforce has achieved.
When you come to San Francisco, we want you to know where Salesforce is.
When I look at the next set of technologies that we have to build in Salesforce, it's all data-science-based technology. We don't need more cloud. We don't need more mobile. We don't need more social. We need more data science.
Innovation has its limits, of course, and Salesforce has proved adept at supplementing its growth with acquisitions, a tool long available to older rivals like Oracle and SAP.
The fact is, when you look at the best teams—like the ones that existed at Toyota or 3M when Takeuchi or Nonaka wrote their paper, or the ones at Google or Salesforce.com or Amazon today—there isn’t this separation of roles.
This idea that we can take hundreds of thousands, which we've done so far, and scale it to millions and move them into a new workforce, this is really critical because Salesforce is a platform.
The bigger and more successful Salesforce becomes, the more we'll invest in our public schools, the more we will invest in homeless, the more we will invest in public hospitals, the more we will invest into NGOs.
I’ve seen how important this concept is in business. To be truly successful, companies need to have a corporate mission that is bigger than making a profit. We try to follow that at salesforce.com, where we give 1% of our equity, 1% of our profits, and 1% of our employees’ time to the community. By integrating philanthropy into our business model our employees feel that they do much more than just work at our company. By sharing a common and important mission, we are united and focused, and have found a secret weapon that ensures we always win.
Flipkart is one of the most innovative companies in the way it approaches the market.
My summers at Apple had taught me that the secret to encouraging creativity and producing the best possible product was to keep people fulfilled and happy. I wanted the people who built salesforce.com to be inspired and to feel valued.
There is no progress without risk, and in an environment where change is accelerating, risks are multiplying and businesses are increasingly complex, companies need strong, innovative partners to help manage their risk. Our brand clearly sets XL apart as the strong, innovative partner needed in today's market.
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