A Quote by Safra A. Catz
We got bigger, much scarier competitors. We ended up with Microsoft, a company with all the money in the world, the way I look at those guys. And IBM, another company that, historically, dwarfed us.
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Microsoft is a much bigger company than Qualcomm - a much bigger company - and there were a few days where I thought, 'I don't know if I can do this. It's huge.' My job was to come into the company and grow new businesses, and I thought, 'I'm not sure,' but it's all worked out pretty well.
I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.
If Microsoft is the new IBM, Google is the new Microsoft - the defining company of the industry.
When a manufacturing company in Spain looks to IBM for a solution to a problem, they expect us to bring the best of IBM worldwide to it, not just the experience of IBM Spain.
When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'
When a company wants to move to Mexico or another company - or another country and they want to build a nice, beautiful factory and they want to sell their product through our border, no tax, and the people that all got fired, so we end up with unemployment and debt, and they end up with jobs and factories and all of the other things, not going to happen that way. And the way you stop it is by imposing a tax.
Like IBM, the company [Microsoft] seems to have been spooked by the federal antitrust action against it and became increasingly sclerotic and less inventive.
I'm involved in everything from a nutraceutical company to a pharmaceutical company to a medical device company. My whole world revolves around health, and I feel it's my responsibility, in a way, and I say it this way, and I don't take this lightly.
Basically, I left Northern Telecom after 7.5 years of being in one company after school. And then, I ended up in a series of start-ups. The first of those was a company called Sitech, and they were in local area networks.
As Looker got larger, the talented people we hired started to see things that we couldn't. And what had looked like a company the three of us could run out of our houses for a few hours a day became something bigger. Much bigger.
It's my job for Oracle, the number two software company in the world; to become the number one software company in the world. My job is to build better than the competition, sell those products in the marketplace and eventually supplant Microsoft and move from being number two to number one.
I have a company that is not Microsoft, called Corbis. Corbis is the operation that merged with Bettman Archives. It has nothing to do with Microsoft. It was intentionally done outside of Microsoft because Microsoft isn't interested.
My dream was to set up my own e-commerce company. In 1999, I gathered 18 people in my apartment and spoke to them for two hours about my vision. Everyone put their money on the table, and that got us $60,000 to start Alibaba. I wanted to have a global company, so I chose a global name.
Samasource's largest clients are technology companies such as Microsoft, Google, Getty Images, and TripAdvisor, which contract with my company rather than a traditional outsourcing company in order to participate in 'impact sourcing' - conscious efforts to reduce poverty by moving money into places that need it.
I'll say it this way: AMD is a company that generates very strong opinions. There are some people who really like us and are really rooting for us. And then there are some people who say we'll never be able to compete against some of our bigger competitors.
It's the first company to build the mental position that has the upper hand, not the first company to make the product. IBM didn't invent the computer; Sperry Rand did. But IBM was the first to build the computer position in the prospect's mind.
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