A Quote by J.P. Rangaswami
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.
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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.'
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.
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.
I'm a big fan of what Salesforce has achieved.
When you come to San Francisco, we want you to know where Salesforce is.
I think Salesforce, going public very early on before they were profitable, it made a lot of sense for them because it got customers comfortable that these guys were going to have capital and be transparent about their business.
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.
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.
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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.
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.
You look to Google, you see this incredible world of information, you see the advertising, but you also get Google Analytics. And Google Analytics coupled with Salesforce's sales and service and marketing means that both of our customers are going to have customer insights that they've never had before. That is really exciting.
I remember going to a music company and while I was sitting there I saw Panchamda. He saw me and hid from me - because he had come there asking for work. That was the most painful moment of my life - that one of the greatest composers, a living legend, was looking for work.
Adidas is one of the biggest companies in the world. To have a company like that, a mainstream company, a major sports company, to say they want me, it's awesome.
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