A Quote by Mark V. Hurd
We make a significant effort at Oracle to focus the organization on making customers successful in how they deploy Oracle technology and transform their business through IT.
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Oracle's latest database, version 12c, was specifically designed for the cloud. Oracle 12c makes all your Oracle applications multitenant applications without you having to make any changes whatsoever to your applications.
During the integration meetings between Sun and Oracle, where we were being grilled about the patent situation between Sun and Google, we could see the Oracle lawyer's eyes sparkle.
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.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
SAP is becoming the standard for business software. Oracle is in a state of chaos.
"You sound as if you question the authority and the decision of the Oracle, who said he should die."
"I do not. Why should I? But the Oracle did not ask me to carry out its decision." [...]
"The Earth cannot punish me for obeying her mesenger," Okonkwo said. "A child's fingers are not scalded by a piece of hot yam which its mother puts into its palm."
Every employee at Workday thinks about how they are going to help customers be successful. It is a simple formula, but a lot of companies go out, and they don't listen to their customers; they don't try to solve hard problems, making it tougher for themselves to create a great business.
Oracle v. Google is a vast, sprawling piece of litigation over the Android platform, one where the billions of dollars at stake were the least-significant possible consequence of the lawsuit.
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.
An awful lot of successful technology companies ended up being in a slightly different market than they started out in. Microsoft started with programming tools, but came out with an operating system. Oracle started doing contracts for the CIA. AOL started out as an online video gaming network.
I know firsthand the complexities of leading an enterprise through business and technology transformation. It takes intense focus, a strong drive, and a clearly communicated vision to inspire and take an organization from where they are, to where they need to be - or where they want to go.
We have, of course, all of our Oracle technologies in our cloud. But I don't think you're going to see customers wanting to deal with 50 clouds or 40 clouds or anything like that.
Doing business is all about providing a good product or service to your customers. A good businessman is he who knows that what is successful today may not be so tomorrow. Technology changes so fast, and so do people's needs and wants. That's why it would do well for a businessman to know how to adapt to change. He must constantly reinvent the business, or it won't last.
When I decided to leave the military, I realized that the skills I acquired there were transferable to the commercial world both in leadership and the information technology field. I made the decision to move to Oracle because of its strong leadership role.
In fact, I believe the first companies that make an effort to develop an authentic, transparent, and meaningful social contract with their fans and customers will turn out to be the ones that are the most successful in the future. While brands that refuse to make the effort will lose stature and customer loyalty.
I wanted to be a venture capitalist and join Sequoia Capital. They've financed and helped built some really special and enormously successful companies, including Google, Yahoo, Paypal, YouTube, Cisco, Oracle, Apple, and also Zappos.
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