Speaker unverified: belief

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…That’s awesome. It was sort of like it was this incredible – It was fun because you felt like you were going to go make it happen immediately. It was that type of time in that company and from a strategy perspective we had sort of talking about in terms of what was happening with social and everything. We knew the categories that we needed to add from a social gaming perspective. We needed to find the teams to go do them because we didn’t have enough people in-house to do it. It was that type of voracious growth and so it made strategic business sense to try to move that fast. Part of which is again, the culture at the top. Look, I guess my point is the culture of the company, the strategy of the company, where it is in the arc of its growth will define what process it creates and how it goes about it and then also what it sort of means. At Adobe, we have these bigger arcs that we’re working against and from a corporate strategy perspective, what we’ve been focused on for several years are sort of three big trends. One is, as I sort of say, everyone, both the consumer and the enterprise side has been dealing with it’s just this unbelievable wave of mobile. How do you get it to the point where it’s truly a tail end? There’s only a handful of companies that I think have really cracked the code. Facebook, the pivot they did, I was there at Zynga when there were trying to figure that out. Neither one of us really had it working for us. They figured out how to make it work for them. It really took their business to another height. It’s like every year when Mary Meeker, now at Kleiner Perkins, formerly Morgan Stanley, comes out with that internet report and there’s that slide where she shows the percentage of time spent on the internet shifting to mobile. In every year it outpaces the trend line from the year before. It’s like how do you get it to the point where that’s truly a tail end so that that is just naturally making your business exceed expectations? That was one. It’s like make mobile a tail end across our entire business. Second was it’s obvious when you look at the consumer internet that the last 10 years have been around unlocking network effects through social networks, marketplace business models, platform business models. There’s interesting opportunity I think in the sort of SaaS based enterprise to look at unlocking similar network effects. The way you do that is by making data and content really strategic assets. Historically, enterprise software has largely been tools. We’ll sell you a tool and you do whatever you want with that tool. Whereas consumer platforms look at data and content as strategic assets that are sort of theirs and there’s a hybrid approach that I think you’re starting to see emerge in B2B businesses as well where customers certainly have their own data but they blend it with network level data from the technology providers as well. oach that I think you’re starting to see emerge in B2B businesses as well where customers certainly have their own data but they blend it with network level data from the technology providers as well. So those are some big trends that we’ve been open really pursuing and really sort of came from outside-in analysis of what was happening not just in our own space but actually was happening across the broader landscape including the consumer world that I’ve sort of seen at Yahoo and Zynga.…

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