I know only a few ways to take market share and drive new revenue. I can engineer better products and services, I can build better relationships with my customers and deliver a higher level of service, or I can give my customers a lower price.
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CEOs can stay too long.
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Cloud represents the maturation of the IT industry.
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From a productivity standpoint, you're supposed to reduce headcount on par with declining revenue. If you believe the environment isn't going to improve, you should take a bigger cut to get in front of the problems.
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CIOs have to be able to lay out a clear path in concert with the business leader - I used to make the business guy responsible for the apps and force them to answer the question of why they feel they need non-standard apps when they know that's how the costs skyrocket.
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I have been competing against IBM my whole career. It's a good company, with good management and a good team.
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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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In the pros, tennis is all about individuals. In college, it's getting individuals to make points for the team.
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You have got to get the strategy right; you have to get the operations right - lined up from R&D out to the field.