A Quote by Jim Barksdale
We can collaborate with a Netscape employee or partner who's halfway around the world. We can distribute information and software to customers and shareholders, and get their feedback.
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Software innovation, like almost every other kind of innovation, requires the ability to collaborate and share ideas with other people, and to sit down and talk with customers and get their feedback and understand their needs.
I am convinced that companies should put staff first, customers second and shareholders third - ultimately that's in the best interest of customers and shareholders.
One of Netscape's main attractions to customers from Day One is that we provide alternatives. And that's cherished by many customers - certainly not all.
Who are businesses really responsible to? Their customers? Shareholders? Employees? We would argue that it’s none of the above. Fundamentally, businesses are responsible to their resource base. Without a healthy environment there are no shareholders, no employees, no customers and no business.
... Our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staff are motivated then the customers will be happy, and the shareholders will then benefit through the company's success.
Shareholders are sort of like cats; they get herded around, and they follow the leader. With the exception of a few activist shareholders, there are a very rare number of big, important, influential shareholders that like to step up and say there's a problem here, especially when they're making money.
It doesn't matter if you have the greatest product in the world if no one will buy it. Have an idea of where your customers will come from and how to get to them. Partner with blogs and magazines that target that audience. If you partner with them, hopefully you won't have to spend money on advertising.
If we reduce the number of employees for better short-term financial results, employee morale will decrease. I sincerely doubt employees who fear that they may be laid off will be able to develop software titles that could impress people around the world.
I think you can write very good comedy without a partner, but what I love about it, working with a partner, is that you get to places you'd never get on your own. It's like when God was designing the world and decided we couldn't have children without a partner; it was a way of mixing up the genes so you'd get a more interesting product.
A lie gets halfway around the world before the truth has a chance to get its pants on.
Entrepreneurs are always taking feedback, especially from their customers, bankers, workers, and sales force. Without straightforward feedback, entrepreneurs cannot make sound decisions.
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.
We're no longer a small business; we're a large organization spread around the world. I can't imagine Netscape growing as fast as it has if it weren't for the way we use our products.
The Mesh is reshaping how we go to market, who we partner with and how we invite participation and engage new customers. . . . If you embrace the Mesh youll discover how your business can inspire customers in a world where access trumps ownership.
There are three kinds of feedback and organizations must utilize all three to be effective:
1. Evaluation. This rates you against standards and peers. It lets you know where you stand.
2. Coaching. This information helps you get better and learn. It is an engine for learning.
3. Appreciation. Most desire for feedback is usually for appreciation. It motivates us.
Microsoft Research has a thing called the Sense Cam that, as you walk around, it's taking photos all the time. And the software will filter and find the ones that are interesting without having to think, 'Let's get out the camera and get that shot.' You just have that, and software helps you pick what you want.
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