| 00:00:03 | Our job tonight to ask top
executives in technology how
they steer their companies
through an increasingly crowded
marketplace.
|
| 00:00:10 | In a world where the choice is
to innovate or die.
|
| 00:00:13 | You'll sit in on an executive
strategy
brightest minds in technology
discuss their unique challenges.
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| 00:00:25 | >> We start with marissa mayer,
a leader in one of the company's
best known companies, google.
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| 00:00:31 | >> "Newsweek" called her one of
the most powerful women of her
generation.
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| 00:00:38 | She is now one of the most
influl leaders.
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| 00:00:41 | As vice president of search
products and user experience,
mayer puts her stamp of approval
on nearly everything you see.
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| 00:00:50 | >> Marissa, thank you very much
for flying in to see us here.
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| 00:00:54 | We appreciate it on "executive
"
tell me, let's go back to the
start.
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| 00:00:57 | You graduated with 13 job offers
from stanford.
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| 00:00:58 | How did you end up choosing the
two guys who interviewed you
over a pingpong table with no
vision plan to make money?
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| 00:01:03 | >> Well, it was the height of
the bubble.
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| 00:01:05 | There were a lot of industries,
that were really recruiting
aggressively, consulting,
teaching, lots of startups.
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| 00:01:16 | So I really thought about the
best decisions I'd made over the
time.
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| 00:01:18 | One was moving to switzerland to
work.
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| 00:01:23 | Even though I didn't speak
german.
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| 00:01:24 | One was going to stanford and
changing my major.
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| 00:01:26 | The things that all of those
decisions had in common was i
always worked with the smartest
people I could find, and i
always did something I was a
little ready not to do.
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| 00:01:33 | So when I looked at the job
offers, I thought really where
were the smartest people.
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| 00:01:37 | They were impressive because
they were visionary, in what
they liked to achieve.
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| 00:01:43 | And craig silverstein, who was
the first employee is still
today one of the smartest people
I've ever met.
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| 00:01:49 | I just want to go there and code
along sides of him.
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| 00:01:55 | I realized I could have given
advice to fortune 500 countries
or I could go to this little
startup.
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| 00:02:01 | Even if we failed in that, we
would learn so much
with a process, how do you build
a company, how do you decide
what decisions to make?
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| 00:02:08 | I just knew that would be a real
experience.
|
| 00:02:09 | >> Let me take you something to
something you said.
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| 00:02:11 | You went to stanford and changed
your major.
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| 00:02:13 | I was surprised you were going
>> yeah, when I went to
stanford, I thought I was going
to be pre-med and biology and
chemistry and go into surgery.
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| 00:02:26 | And then I found this really
amazing major called symbolic
systems.
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| 00:02:29 | Philosophy, psychology,
linguistics and computer
science.
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| 00:02:33 | It's not neuroscience in that
you're not operating on people.
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| 00:02:39 | But it is look at how does the
brain work.
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| 00:02:43 | Philosophy, how do people
reason?
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| 00:02:47 | Linguistics, how do peel express
themselves and apply it to
science.
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| 00:02:51 | Can you build a brain in this
computer.
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| 00:02:52 | >> More uniquely, you were
looking for something unique.
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| 00:02:55 | You learned something here that
makes that worthwhile, I need to
differentiate myself?
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| 00:02:57 | >> Absolutely true.
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| 00:03:01 | Basically I looked at it and
said the chemistry and biology
classes are great, but they're
the same classes I could take
anywhere.
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| 00:03:08 | What can I do uniquely at
stanford.
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| 00:03:10 | I think stanford is very good at
psychology.
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| 00:03:11 | It's very good in computer
science.
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| 00:03:12 | I found this major that pulled
together a lot of different
disciplines and would be unique
to that experience.
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| 00:03:19 | >> You were the first woman
engineer at google.
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| 00:03:21 | I heard you say you don't notice
you're a woman.
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| 00:03:25 | It doesn't make that big of a
difference there.
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| 00:03:26 | I don't buy that for a second.
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| 00:03:27 | >> It's really true.
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| 00:03:28 | Last week, I was in a meeting, i
realized the meeting I've been
in was a standing meeting.
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| 00:03:31 | I've been in it for two years.
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| 00:03:32 | I'm the only woman.
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| 00:03:36 | It was the first time I ever
even noticed that because the
culture at google is really
geeky.
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| 00:03:40 | >> You're a nerd first, a geek?
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| 00:03:42 | >> People say, what is it like
to be a woman there, I didn't
think about that because I'm a
geek.
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| 00:03:48 | And everyone else is a geek.
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| 00:03:48 | It's great to be a geek at
google.
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| 00:03:50 | >> You also believe that
technology is about people, as a
leader, your job is to empathize
and connect with them.
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| 00:04:00 | I was fascinated to see your
definition of burnout.
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| 00:04:03 | That it's not about how
physically people have to work,
it's that they get
disenfranchised.
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| 00:04:09 | They get upset with what is
happening.
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| 00:04:10 | And that you seek to find
people's rhythm.
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| 00:04:13 | What does that mean?
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| 00:04:14 | >> I have a philosophy of
leadership helping people avoid
burnout which I call their
rhythm.
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| 00:04:17 | I think people feel burnout when
they get annoyed.
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| 00:04:25 | When they say I worked this
hard.
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| 00:04:27 | I worked 80 hours this week and
I couldn't even have what i
wanted here.
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| 00:04:30 | So for some people, that is
eight hours of sleep.
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| 00:04:32 | Dinner at home with their
families.
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| 00:04:34 | But for other people, it's
something different.
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| 00:04:36 | So when I see an employee that i
think might be headed for
burnout, I say, take the next
month and figure out what your
rhythm.
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| 00:04:44 | What is it the one thing if you
can't have it makes you
resentful.
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| 00:04:49 | I've gotten very interesting
answers to that question.
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| 00:04:51 | I have a soccer mom who said,
I'm willing to be on the phone
with bangalore, india in the
morning.
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| 00:04:58 | But if I miss a soccer game, I'm
bummed the rest of the week.
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| 00:05:01 | I had another guy out of school.
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| 00:05:03 | He said, tuesday night my
friends get together.
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| 00:05:05 | We have a potluck in someone's
apartment.
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| 00:05:06 | All of my friends from school.
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| 00:05:10 | If I'm not at tuesday dinner, or
I have to cancel it when it's at
my house, I am relentful.
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| 00:05:15 | For the whole rest of the week.
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| 00:05:16 | >> I want to know what's your
thing?
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| 00:05:20 | >> What's your rhythm.
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| 00:05:21 | >> What's your thing that you
can't miss?
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| 00:05:22 | >> I don't sleep very much.
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| 00:05:23 | I'm happily on four to six
hours.
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| 00:05:24 | I'm happy to work late nights.
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| 00:05:25 | For me, it really is travel.
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| 00:05:28 | Being able to see the world.
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| 00:05:34 | At a certain periodicity.
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| 00:05:35 | For me, every four months or so,
I need to walk out of the
office, miss every standing
meeting twice and know that
that's okay.
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| 00:05:42 | Everything just keeps running.
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| 00:05:45 | Everything goes according to to
plan.
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| 00:05:47 | I will read e-mail on my
vacation to keep apprise
evidence things to make sure
everything is going smoothly
because that is more relaxing
for me.
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| 00:05:51 | Having that break to pull away
from the office, go somewhere
new and really see that my team
and that google keeps running
just as you'd expect it to be is
really what I need to know to be
refreshed.
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| 00:06:06 | >> You said something earlier,
that it's important to do things
that you're not ready to do.
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| 00:06:13 | That's terrifying for the
average person.
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| 00:06:14 | Why is it important to do
something you're not ready to
do.
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| 00:06:15 | That seems like a recipe for
failure.
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| 00:06:17 | >> I think when you feel that
little bit of uncomfortableness
and you can push through it, you
just learn so much more about
yourself.
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| 00:06:25 | I remember moving to stanford,
3,000 miles from home and not
knowing anyone.
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| 00:06:29 | And being afraid.
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| 00:06:33 | Would I know anyone here?
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| 00:06:33 | Will I make friends?
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| 00:06:35 | Yes, you do make friends.
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| 00:06:37 | And they're really interesting.
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| 00:06:39 | You have to press yourself.
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| 00:06:40 | I think by my nature, I'm very
shy.
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| 00:06:41 | >> Really?
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| 00:06:41 | I didn't believe that.
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| 00:06:42 | >> Which is really funny, I will
say one of the pieces of advice
I give people on their jobs,
find something that you're
really passionate about, but
also find a place that you're
really comfortable.
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| 00:06:52 | I'm very comfortable at google
because I feel I have
common with
people at google say what do you
mean you're shy?
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| 00:07:06 | But I was absolutely shy, even
outside of work.
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| 00:07:11 | I still am sometimes very shy.
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| 00:07:14 | It's important to push yourself
outside your boundaries and see
what you can do.
|
| 00:07:18 | >> What you're really saying is,
you define yourself by your job?
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| 00:07:20 | Which is a danger, you're shy
outside, but not at work?
|
| 00:07:21 | >> Well, I think that it's
really for me the environments
that you're in.
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| 00:07:25 | For me, meeting new people,
doing that thing outside of work
isn't always that comfortable.
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| 00:07:34 | I think I'm just more shy by
nature.
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| 00:07:36 | But at work, I have so many
opinions, and I have so many
passion, and I really do feel
very comfortable with the team
there.
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| 00:07:44 | And that makes me much more
outspoken, much more willing to
share my opinion, or really go
out of my way on something.
|
| 00:07:51 | >> You say you can tie every
single thing that google does
back to search which, of course,
is your main mission.
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| 00:07:55 | I thought that was so
interesting to other business
leaders no matter what industry
you're in do you think that you
need to tie all of your business
back to your core focus.
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| 00:08:03 | >> Well, certainly, the reason
that works is because you have a
core competence.
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| 00:08:09 | That was probably the first
thing that you did that you were
really good at.
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| 00:08:12 | And it's something that you can
build on that, it's really a
strategic advantage.
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| 00:08:19 | Google's mission is to organize
the world's information and
making it useful.
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| 00:08:24 | For us it started with web
search.
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| 00:08:27 | But it brings online off line.
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| 00:08:29 | Engabling advertising.
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| 00:08:29 | When we google the book search,
we make it searchable.
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| 00:08:31 | We put it into the main web
index to enhance the answers.
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| 00:08:35 | When we sell our advertisements,
we actually think our
advertisements are really
targeted and really relevant, so
much that they're like search
results.
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| 00:08:47 | We really do focus on how can
this build on what we're good at
already?
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| 00:08:49 | >> What do you search?
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| 00:08:50 | What do you google?
|
| 00:08:52 | >> I do an average of 80 to 100
searches a day.
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| 00:08:53 | >> For what?
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| 00:08:59 | >> Everything.
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| 00:09:00 | Sometimes I get interesting
examples of things that work
well or don't work well on
google.
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| 00:09:04 | My favorite search was how to
tie a bow tie.
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| 00:09:08 | A couple of years ago we would
have given you a list of ten
blue links.
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| 00:09:11 | As we evolved into a universal
search and bring more content to
the page.
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| 00:09:13 | You get diagrams.
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| 00:09:14 | You actually get a video of a
harvard professor teaching you
how to tie a bow tie.
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| 00:09:20 | I search for all kinds of
things.
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| 00:09:21 | But most of the things I'm
curious about.
|
| 00:09:25 | >> You're the gatekeeper of what
people see when they go to
google.
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| 00:09:28 | Is that a big responsibility?
|
| 00:09:29 | >> Yes and no.
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| 00:09:29 | We have so many people at google
that have great ideas.
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| 00:09:31 | Everybody at google does a great
job of keeping the user in mind
and really having their
interests at the heart of what
they're asking.
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| 00:09:41 | So in many ways, it's certainly
a very high-paced role, and
there are a lot of different
ideas, but the ideas are so good
it makes it easy.
|
| 00:09:49 | >> You're a very young business,
still but yet, you've almost got
this global reach.
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| 00:09:55 | How are you dealing with the
scale, recruiting people around
the world simultaneously,
incentivizing them, making good
decisions.
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| 00:10:03 | How does that work for you?
|
| 00:10:06 | >> The scale is one of the most
humbling things about google.
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| 00:10:10 | Its reach and overall growth
pattern, some of the most
challenging things in terms of
making sure you have enough
guidance that people make good
decisions but not so much that
it gets in the way.
|
| 00:10:16 | >> How do you do it in practice?
|
| 00:10:20 | >> We looked at what worked for
us when we were small.
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| 00:10:23 | What worked for us when we were
small is we had small teams,
three people, four people, five
people, and we gave them access
to a lot of information.
|
| 00:10:31 | In google, we manage in a ways
that flat.
|
| 00:10:33 | One manager to 30 or 40
individuals.
|
| 00:10:34 | In that kind of environment, you
need to be self-directed.
|
| 00:10:36 | Where do you get that direction
from?
|
| 00:10:38 | We try to make as many of the
business details.
|
| 00:10:41 | Who's doing what?
|
| 00:10:44 | Whose working on what.
|
| 00:10:45 | What's working?
|
| 00:10:46 | What doesn't?
|
| 00:10:46 | What are the experiment results
we've seen available?
|
| 00:10:49 | So the engineers and people who
build the products at google
have access to that and make
good decisions.
|
| 00:10:53 | >> Let me embarrass you a
little.
|
| 00:11:00 | >> You were already into
google's aesthetic when you were
3 years old.
|
| 00:11:06 | Describe that.
|
| 00:11:09 | Describe this picture.
|
| 00:11:10 | You have used this as a tool
when you talk to people about
google.
|
| 00:11:13 | >> I have a picture of me.
|
| 00:11:16 | I'm 3 years old.
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| 00:11:17 | I'm sitting on my parents' front
step.
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| 00:11:20 | And I'm in this short outfit of
all-google colors.
|
| 00:11:21 | >> Foreshadowing.
|
| 00:11:21 | >> Decorating homes like this as
well.
|
| 00:11:27 | >> It's funny.
|
| 00:11:28 | People will come to my apartment
and say -- I think google's
aesthetic has always appealed to
me.
|
| 00:11:36 | I didn't define it.
|
| 00:11:37 | It has appealed to me, even
before I was at google, it did.
|
| 00:11:39 | I can't really tell if that's
where google's aesthetic and
style begins and mine ends.
|
| 00:11:42 | People will come over and say
does your apartment look like
google or does google look like
your apartment?
|
| 00:11:50 | >> I heard when you have job
candidates and you always say
what is the coolest thing you
saw in the last six months.
|
| 00:11:57 | Why do you ask that request of
candidates?
|
| 00:11:59 | What you looking for in the
answer?
|
| 00:12:00 | >> I think for me what I'm
looking
for is their imagination.
|
| 00:12:04 | And what fascinates them.
|
| 00:12:05 | The worst thing that can happen
in terms of me asking that
question, it just seems so over
it all.
|
| 00:12:09 | They're so discerning.
|
| 00:12:10 | Well, I've seen many cool
things, but it's hard to choose
one.
|
| 00:12:14 | My standards are so high.
|
| 00:12:17 | I just think that the world is
so fascinating.
|
| 00:12:19 | Every little thing that you see.
|
| 00:12:20 | If there's nothing something
every day that captures your
imagination, what could the next
innovation be, you're missing
the boat.
|
| 00:12:34 | >> You said you want to live in
this constant state.
|
| 00:12:35 | This isn't an innocent young
girl barefoot through the
corn fields, is it?
|
| 00:12:42 | It's a very structured opinion
on your part on how you're going
to view the world and how you're
going to lead?
|
| 00:12:45 | >> Absolutely.
|
| 00:12:45 | I think being curious about
things.
|
| 00:12:47 | Being engaged.
|
| 00:12:52 | About things.
|
| 00:12:52 | >> Have you worked on that?
|
| 00:12:54 | >> And also just being able to
look at something with fresh
eyes and say wow, that's a whole
flu way of looking at it.
|
| 00:13:00 | I never thought about the fact
that this technology could be
this way or that way.
|
| 00:13:03 | Or you can use this physical
object.
|
| 00:13:04 | >> What I'm driving at, this is
an advanced way of thinking,
this is not a naivety, you've
actually put energy and time
into it to develop it to that
level?
|
| 00:13:19 | >> Well I think it makes me and
other project managers good at
spotting new ideas and trends.
|
| 00:13:24 | It's very optimistic, very
curious.
|
| 00:13:26 | Anything you that look at or
touch could be the next big
thing during the day.
|
| 00:13:28 | >> You're right.
|
| 00:13:28 | That's a fun way to look at the
world.
|
| 00:13:29 | Thank you so much.
|
| 00:13:32 | You're going to be sticking
around.
|
| 00:13:33 | When we come back, telling us
how they're finding unique ways
to ensure their survival.
|
| 00:13:41 | >> Next, listen in on an
executive strategy session as
some of tech's top leaders
reveal what they're doing to
survive in this challenging
market.
|
| 00:13:49 | >> The cost of failure is far
lower than the cost of not
trying.
|
| 00:13:53 | >>> Plus, more from google's
marissa mayer on leaving a fight
that dates the competition.
|
| 00:13:58 | >> We try to launch early and
often.
|
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| 00:17:11 | >>> Welcome back to "executive
vision," technology's leaders
have made our lives more
connected than ever before but
they also have to balance the
cold reality of economics.
|
| 00:17:25 | >> Here's what technology and
consumers are facing around the
globe.
|
| 00:17:30 | Technology, arguably the most
important economic driver in the
21st century.
|
| 00:17:34 | Recently, one of the hardest-hit
sectors in the markets.
|
| 00:17:40 | Tech's leaders, tasked with what
consumers need to make their
lives easier.
|
| 00:17:48 | Delivering products to save them
time, keep them connected.
|
| 00:17:52 | And make them mobile.
|
| 00:17:54 | Not easy when rivals are in top
pursuit.
|
| 00:17:55 | Making similar product.
|
| 00:17:56 | Selling them at lower prices and
look are for any and every
opportunity to gain market
share.
|
| 00:18:03 | The competition is fierce.
|
| 00:18:05 | And like death and taxes,
commoditization is inevitable.
|
| 00:18:13 | Tech companies can run, but they
can't hide.
|
| 00:18:17 | They're facing a paradox of
ubicty, where the more evasive
technology becomes, the more it
cannibalizes the leaders that
gave it life.
|
| 00:18:30 | Some stars are still managing to
shine, successful with exclusive
product launches, user based
businesses, and collaborating
with the competition.
|
| 00:18:38 | >> Who would have thought that
microsoft would be teaming up
with yahoo to go after google's
dominant share of search?
|
| 00:18:50 | >> In a chess match where
strategy is key and billions of
dollars are on the line,
technology's leaders face huge
hurdles.
|
| 00:18:55 | The question now, will consumer
spending give tech sales the
boost they need to emerge as one
from one of the industry's
greatest ever slumps.
|
| 00:19:08 | Tonight we have assembled some
of the finest minds in
technology for what we have
called our executive strategy
session.
|
| 00:19:16 | bill McDermott is president of
and global field operations for
, the world's largest
business software company.
|
| 00:19:28 | After cutting thousands of jobs,
says it's now geared up
for growth.
|
| 00:19:31 | Ram shriram played a key role in
the early days of google, amazon
and netscape.
|
| 00:19:40 | He invests in and advises new
tech companies.
|
| 00:19:43 | Jean botti is eads.
|
| 00:19:45 | Best known for airbus passenger
planes.
|
| 00:19:47 | He joins us from singapore.
|
| 00:19:50 | Launch tech president and ceo
gerald quindlen runs the world's
largest maker of computer mice.
|
| 00:19:59 | Plunging sales forced him to lay
off 15% of his staff, but he
says he knows the way back to
profits.
|
| 00:20:04 | Jimmy wells turned his vision of
a world in which everyone has
access to free knowledge into
the collaborative phenomenon
wikipedia.
|
| 00:20:15 | He's now bringing people
together through the web hosting
service wikia.
|
| 00:20:19 | >> Bill what do you think is the
biggest challenge in technology
right now?
|
| 00:20:21 | >> It's staying focused on
customer.
|
| 00:20:23 | Right now, companies have
a tendency to get very inward in
their focus.
|
| 00:20:28 | The reality is time to double
the emphasis on the customer.
|
| 00:20:33 | And what they want is changing.
|
| 00:20:34 | Today, they want a return on
their invested capital.
|
| 00:20:39 | They'll look at technology like
any other investment.
|
| 00:20:42 | No value, no sale.
|
| 00:20:46 | There is an art form tieing to a
strategy to a business outcome
>> ram, do you agree with that,
what do you think the biggest
challenge is?
|
| 00:20:54 | >> I think the biggest challenge
is from where I come from, is
innovation.
|
| 00:20:56 | And continuing to fund
innovation through a downturn
is the most important thing for
any scale business.
|
| 00:21:02 | We look for something that is
defensible.
|
| 00:21:06 | And that has enough of a lead in
a market that consumers tend to
buy, as things like the iphone
have shown, people do buy
extensive products even through
an downturn.
|
| 00:21:14 | If it's innovative enough, if it
captivates their attention and
actually improves their lives.
|
| 00:21:21 | >> Gerald, what do you think is
the biggest challenge?
|
| 00:21:23 | >> I'm going to build on what
ram said.
|
| 00:21:25 | There is a fundamental
difference between new and
innovative.
|
| 00:21:29 | Innovative is bringing benefits
solving a consumer problem.
|
| 00:21:35 | We focus on consumers.
|
| 00:21:36 | You need to bring products to
the market.
|
| 00:21:39 | Not just that are new and
slightly improving on the one
you are replacing, but in our
terminology that solves a
consumer pain point and
simplifies their life, gives
them more free time, allows them
to connect with people.
|
| 00:21:52 | >> One of the biggest problems i
see for all of you, as soon as
you come out with something
good, everyone else knocks it
off.
|
| 00:21:58 | How do you deal with that?
|
| 00:22:00 | How do you deal with that?
|
| 00:22:01 | >> One thing I terms in product
development is what I call
castle-building.
|
| 00:22:06 | You pull the curtains closed and
try to build a product for years
that is a wow.
|
| 00:22:10 | We try to launch early and
often.
|
| 00:22:12 | Launch something, see how the
market responds to it, and then
build that next feature they
want.
|
| 00:22:17 | See how they respond to that.
|
| 00:22:18 | If you're constantly in this
process of iteration, that's
what is amazing with the
internet.
|
| 00:22:23 | So many of the products and
services we use are alive and
they can evolve and grow and
change in response to feedback.
|
| 00:22:29 | >> I completely agree with
marissa.
|
| 00:22:32 | In fact, the cost of failure is
far lower than the cost of not
trying.
|
| 00:22:35 | >> Ram, you mentioned failure
and learning from mistakes.
|
| 00:22:38 | Obviously we're all going
through a process every day.
|
| 00:22:41 | What would you say than at the
moment?
|
| 00:22:43 | >> First of all, silicon valley
is a state of mind, it's not a
place.
|
| 00:22:47 | Therefore, it's been very
supportive of people that fail
or companies that fail, and then
allow themselves to restart or
individuals to rebuild in a new
environment.
|
| 00:22:58 | So I think accepting failure
inside of a company allows for
innovation to thrive.
|
| 00:23:03 | Because you can't legislate
innovation.
|
| 00:23:05 | It just sort of happens.
|
| 00:23:06 | All you can do is create an
environment for it to succeed.
|
| 00:23:09 | And the other thing to do is to
listen well and be prepared to
note the mistakes you have made.
|
| 00:23:15 | And that requires humility.
|
| 00:23:17 | >> But that's so touchy-feeley.
|
| 00:23:19 | You still have to make money.
|
| 00:23:22 | Failure is great as a life
lesson, but you have to have all
the winners, right?
|
| 00:23:26 | >> I agree with what both
marissa and ram are saying.
|
| 00:23:31 | You have to fail, fail fast.
|
| 00:23:33 | >> Many of you are looking for
creative ways to boost your
bottom line.
|
| 00:23:36 | That can mean competing in each
other's own backyards, or
teaming up with rivals to take
on an even larger foe.
|
| 00:23:43 | >> Reporter: When it comes to
technology, cool is king.
|
| 00:23:49 | It's all about the newest, the
fastest, the best.
|
| 00:23:54 | >> We think what we have done is
to reinvent the thumb.
|
| 00:23:57 | >> This is where the world is
going.
|
| 00:23:59 | >> It's beautiful.
|
| 00:24:01 | >> 200 Million nokia smart phone
uselers be enjoying the
microsoft office experience, and
we're very excited about that.
|
| 00:24:08 | >> Reporter: But these days to
survive in the business
technology, companies have to be
agile, inventive and ravenous.
|
| 00:24:15 | >> I would be disappointed if we
didn't have a decent share of
that market.
|
| 00:24:19 | >> So ravenous in fact that they
would rather get in bed with
long-time rivals than give up
market share, a new trend so
powerful, a phenomenon now so
common, it even has its own
word, ko-opetition.
|
| 00:24:35 | >> Do you make enough money on
it and does it still serve your
customers?
|
| 00:24:39 | >> Reporter: Mergers and
acquisitions, alliances and
partnerships, invention and
implementation.
|
| 00:24:43 | The bottom line in today's
fast-paced technology sector,
it's either innovation, or it's
extinction, and that's a lesson
learned at cisco systems.
|
| 00:24:56 | Cisco systems was built on
innovation.
|
| 00:24:57 | Its back room routers and
switches were the world's
version of air traffic control,
guiding, directing, and deciding
how billions of bits and bytes
moved from one sector of the
world to another.
|
| 00:25:12 | >> Every person, everything
connected to the network.
|
| 00:25:14 | Our core confidence is around
the network.
|
| 00:25:17 | >> Reporter: But when the dotcom
bubble burst, the company was
able to partner, acquire and
innovate its way back to the
top.
|
| 00:25:27 | It's a strategy that drives
cisco from the $7 billion it set
on set box cable maker
scientific atlanta to the more
recent $600 million buyout of
pure digital.
|
| 00:25:38 | The maker of those popular flip
hd video cameras, a staggering
130 acquisitions since 1993
accounting for half of cisco's
total revenue.
|
| 00:25:50 | >> We have to bulk innovate
internally, partner well with
other companies and acquire
well.
|
| 00:25:57 | >> There is this total vision
that drives cisco, and it's the
same thing.
|
| 00:26:01 | Whether you're intel, whether
you're apple, you have to have a
really strong vision first of
where you want to take the
company.
|
| 00:26:08 | >> Reporter: Across town at
google, it's a decidedly
different approach.
|
| 00:26:11 | It seems google is on everyone's
mind because google is spreading
its tentacles into everyone
else's businesses.
|
| 00:26:18 | >> Google, in essence, will
become microsoft's biggest thorn
in the flesh going forward.
|
| 00:26:24 | >> Reporter: With such a
dramatically changing landscape
in tech, key questions remain.
|
| 00:26:29 | How much should companies expand
or contract, and should they
partner or go it alone when it
comes to creating the next big
thing, especially when the next
big thing risks becoming
yesterday's news even before
it's developed.
|
| 00:26:43 | For "executive vision," I'm jim
goldman.
|
| 00:26:45 | >> You know, marissa, a lot of
the things we saw in there,
that's aimed at you.
|
| 00:26:50 | Everyone is gunning at you.
|
| 00:26:52 | What is it like to lead, or how
do you lead with a target on
your back?
|
| 00:26:55 | >> Well, we didn't really think
that, one, a lot of competition
is good for the user because it
makes for better products.
|
| 00:27:02 | Competition also gains more mind
share.
|
| 00:27:03 | People are more aware of what is
happening in the search and what
is happening in our business.
|
| 00:27:07 | And I think that's good for
everyone.
|
| 00:27:09 | >> They're chasing you down,
they're trying to eat your
lunch.
|
| 00:27:12 | Come on, that's got to be tough.
|
| 00:27:13 | >> I think it's important to
always be cognizant that you're
in a larger ecosystem.
|
| 00:27:18 | I would say our spv sales has
this great saying.
|
| 00:27:22 | It's like driving a sports car.
|
| 00:27:23 | Don't look in the rear view
mirror and drive off the road.
|
| 00:27:27 | >> Sure.
|
| 00:27:28 | >> So you've got to be aware of
your competition, but you can't
focus on them.
|
| 00:27:31 | >> You already worked with
microsoft, don't you?
|
| 00:27:33 | How do you see this developing?
|
| 00:27:36 | >> Our biggest competitor is
microsoft, and it's also one of
our biggest partners.
|
| 00:27:40 | We work with them on every
operation system launch on
windows 7.
|
| 00:27:44 | To try to bring the best of that
out for consumers.
|
| 00:27:47 | >> At the heart of what we're
talking about is the trust that
leadership has to have that what
used to be proprietary
information I'm prepared to put
out there in the ecosystem.
|
| 00:27:57 | >> Its nature of the beast.
|
| 00:27:59 | >> But it's a fundamental
seismic shift?
|
| 00:28:01 | >> I think it's been going on
for a while.
|
| 00:28:03 | We've been competing and
cooperating with microsoft for a
decade.
|
| 00:28:06 | It's not a new thing for us.
|
| 00:28:07 | It's the way of life.
|
| 00:28:08 | We're used to it at this point.
|
| 00:28:10 | >> Simon, the vertically
integrated stacks of the 21st
century, where companies try to
do everything on an end to end
basis is a dead model.
|
| 00:28:20 | These companies that open up to
a healthy ecosystem, that do
what is?
|
| 00:28:23 | The interest of the customer,
they can execute beautifully and
give the customer the most value
win.
|
| 00:28:28 | >> Jimmy, your whole business is
based on that principle.
|
| 00:28:33 | >> Our core has always been
let's share knowledge.
|
| 00:28:35 | The does that hurt us in the
market?
|
| 00:28:37 | Does that help news the market?
|
| 00:28:39 | We don't really think than.
|
| 00:28:40 | Our customers love it.
|
| 00:28:42 | The people who use the site love
it.
|
| 00:28:44 | As long as we stay true to that
passion, then we'll remain a
leader.
|
| 00:28:47 | >> Jean, what is the view at
eads on this?
|
| 00:28:49 | >> For sure we need to protect
ourselves.
|
| 00:28:53 | This is a business that
obviously is very difficult.
|
| 00:28:57 | It takes long years, a lot of
development, a lot of money
being invested in there.
|
| 00:29:03 | So for us, it's important to
have collaboration.
|
| 00:29:06 | And we do, but not on the core
businesses.
|
| 00:29:10 | Everybody tries to protect
themselves, because as you can
imagine, in the defense area,
for example, there are things
that are very specific and that
are very particular on the
company you're into.
|
| 00:29:21 | That in our industry, you cannot
share.
|
| 00:29:23 | >> This is a leadership issue,
and a culture issue.
|
| 00:29:26 | On the leadership side, the
leader has to set the tempo for
what kind of business model
you're going to create around
your customers and ecosystem.
|
| 00:29:36 | On the culture side, you have to
believe that being a good
partner is a force multiplier.
|
| 00:29:41 | >> Next, technology may
transform our lives for the
better, but how are its leaders
dealing with its unintended
consequences?
|
| 00:29:48 | >> Now you need to take a role
that says I'm going to be
proactive and lead the way.
|
| 00:29:52 | >> And later, our panel takes on
a leadership challenge from a
harvard professor.
|
| 00:29:56 | >> How will you compete against
free?
|
| 00:29:59 | >> Coming up on "executive
"
you think you still got
Hmm?
|
| 00:31:37 | Oh, pressure on.
|
| 00:31:37 | !
|
| 00:31:38 | [ glass clatters ]
What are
you two doing?
|
| 00:31:41 | He's trying to
beat my record.
|
| 00:31:42 | 61 Dishes,
and a garlic press.
|
| 00:31:43 | Oh, that's too full!
|
| 00:31:43 | Those will never get clean.
|
| 00:31:46 | They got clean
when I broke the record.
|
| 00:31:48 | A fork. really?
|
| 00:31:48 | Never gonna happen!
|
| 00:31:50 | [ chuckles ]
Sorry, buddy. so close.
|
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| 00:32:29 | I'm not disoriented.
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| 00:32:59 | You don't need to get a phone.
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| 00:33:01 | You need a phone that gets you.
|
| 00:33:26 | >>> Welcome back to "executive
"
>> technological innovation has
transformed our lives for the
better.
|
| 00:33:32 | But that process has come with a
price.
|
| 00:33:33 | Pollution.
|
| 00:33:34 | Take a look.
|
| 00:33:37 | >> Faster, more mobile and in
realtime, we all benefit from
the torrent of technological
advance, but there is a
downside -- pollution.
|
| 00:33:51 | >> Our future on this planet
depends on our willingness to
address the challenge posed by
carbon pollution.
|
| 00:33:55 | >> It's not just manufacturing
the plastic and the metals that
make up the devices, it's
generating the power they run on
and that cools them.
|
| 00:34:07 | >> The communications technology
industry admits about 2% of the
global co2 gases around the
world, which is about the same
as the airline industry, which
is massive problem.
|
| 00:34:17 | >> Microsoft is working on the
problem.
|
| 00:34:19 | >> We actually create tools
where I can go in and look and
say, how do we drive better
efficiency?
|
| 00:34:22 | Or how do we change the power
supply so that it produces even
less carbon dioxide?
|
| 00:34:30 | >> That means cutting emissions
from manufacturing equipment
down the supply chain, and
getting employees to change
their behavior, like switching
off when they leave.
|
| 00:34:40 | Then there are the data centers,
also called serve-a-thons,
processing and serving
information for the next.
|
| 00:34:47 | To stop them from overheating,
you need to artificially cool
air and pump it over them.
|
| 00:34:52 | The solution, put your computing
power where it's nighttime in
the world, at the very least you
can use cut-price off-peak
electricity to cool the air.
|
| 00:35:02 | If it's not cold enough already.
|
| 00:35:03 | >> So one area for example is
where do you even locate your
data center.
|
| 00:35:06 | So one of the areas we have
recently located a data center
is in ireland.
|
| 00:35:10 | And what we do there is we take
advantage of the fact that there
is a lot of cool, fresh air in
ireland.
|
| 00:35:17 | >> But rather an island, why not
go all the way, iceland.
|
| 00:35:21 | >> Because iceland has an
average ambient temperature of
about 50 degrees all year round.
|
| 00:35:27 | It allows for a frequent zone of
free cooling for the computer
servers.
|
| 00:35:31 | And at the ultimate development
of the campus, it will be
greater than half a million
square feet of data space.
|
| 00:35:37 | >> So far few leaders have
shipped their servers all the
way north, but apparently things
look promising.
|
| 00:35:43 | >> We're working with our
customers presently and
anticipate an announcement
shortly.
|
| 00:35:48 | >> Critical to any move, the
cost of the fiberoptic to make
the international connections.
|
| 00:35:53 | Experts say for now only three
things matter -- location,
location, location.
|
| 00:35:58 | >> People are building their
data centers close to where
they've always been, close to
their headquarters, close to
where their key people reside,
irrespective of the issues, and
the cost of even terrorist
attacks and other factors.
|
| 00:36:13 | MOST OF THE CIOs WILL FOCUS
Primarily on cost.
|
| 00:36:16 | If they can spend a little bit
of money and get benefits, they
will do.
|
| 00:36:21 | But they will not spend vast
sums to be able to do good for
the environment.
|
| 00:36:25 | >> So with digital storage
riding dramatically, how should
they react?
|
| 00:36:29 | What is the smart trade-off
between the short-term cost base
and the cost that might be paid
by our children?
|
| 00:36:35 | >> You know all of that sort of
begs the question, marissa.
|
| 00:36:39 | As a tech leader, do you feel a
responsibility to do something
about the environment?
|
| 00:36:42 | Is there a moral responsibility
or not?
|
| 00:36:44 | >> I was really proud of google
when we went green in june of
2007.
|
| 00:36:47 | And when you look at where we
located our data centers, we use
wind power.
|
| 00:36:52 | We use water power to basically
power or search.
|
| 00:36:55 | And I think that that's really,
really important.
|
| 00:36:57 | We have also put out challenges
to the energy community to try
to come up with cleaner,
inexpensive ways of generating
electricity.
|
| 00:37:05 | I think that it's easy in
software and on the internet.
|
| 00:37:08 | Everything feels so clean.
|
| 00:37:09 | I was really struck at one point
when I learned that one megabyte
of information being download
basically puts as much carbon in
the air as one charcoal brick.
|
| 00:37:20 | >> There are several things.
|
| 00:37:21 | We focus on three areas.
|
| 00:37:23 | One is products themselves.
|
| 00:37:24 | We focus on making them more
environmentally friendly.
|
| 00:37:26 | The second thing is just our
basic infrastructure, focusing
on our manufacturing and our
operations in general, making
them more eco friendly.
|
| 00:37:32 | And then looking at your carbon
footprint in aggregate.
|
| 00:37:36 | >> Sustainability ithe biggest
leadership issue in the next
decade.
|
| 00:37:40 | You have to do two things.
|
| 00:37:41 | One you have to have a
sustainable business model, and
you're going to have to innovate
your business model to keep it
going strong, ours included.
|
| 00:37:50 | Secondly, you have got to reduce
carbon emissions in these
companies.
|
| 00:37:54 | We're committed to doing that by
cutting it in half over the next
years.
|
| 00:37:57 | What we're doing specifically
with customers is environmental
health and safety, solutions
for, this and also carbon
management, reduction of the
footprint.
|
| 00:38:04 | >> I think the biggest thing we
can do as leaders is two words.
|
| 00:38:08 | Be proactive as opposed to being
reactive.
|
| 00:38:10 | In the past companies had to be
dragged to the issue.
|
| 00:38:12 | They did the minimum they had to
make the issue go away.
|
| 00:38:15 | Now you have to take a role that
says I'm going to be proactive
and lead the way and drive my
company.
|
| 00:38:21 | >> If I may, let me bring in --
specifically a mechanical
engineer in this, jean, I'm
appreciative of your view.
|
| 00:38:31 | >> It's paramount to remaster
completely the energy management
in airplane, helicopters, and
other products.
|
| 00:38:37 | We want to remove, you know, our
industry from the environmental
equation, even if we're only 3%
of the problem.
|
| 00:38:44 | So this keeps me awake at night,
to be frank with you.
|
| 00:38:47 | >> One of the things we did too
is build a platinum leed
facility.
|
| 00:38:53 | It runs on natural water,
natural light and uses very
little electricity to run an
entire building.
|
| 00:38:57 | So I think you've got to be a
role model and make the
investments that really count
for being a sustainable role
model company.
|
| 00:39:04 | You can't do enough of it.
|
| 00:39:06 | >> Interesting ideas from all of
you.
|
| 00:39:07 | Up next, they're among
technology's visionaries.
|
| 00:39:10 | But can they solve the
leadership challenge we have in
store for them?
|
| 00:39:14 | Find out when we come back.
|
| 00:39:15 | >> Next, harvard's ranjay gulati
assigns a challenge to solve in
realtime.
|
| 00:39:21 | >> The issue is execution.
|
| 00:39:22 | How?
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>>> welcome back to "executive
"
tonight, we're talking to some
of the finest minds in
technology.
|
| 00:42:56 | He's a professor of business
administration at harvard
business school and the author
of the forthcoming book
"
ranjay gulati has been listening
from harvard, and he joins us
now to present our leadership
challenge for the panel.
|
| 00:43:11 | >> It's a great conversation.
|
| 00:43:16 | I'm delighted to have had a
chance to observe it.
|
| 00:43:17 | The challenge I have is as
follows.
|
| 00:43:19 | You are the ceo of a software
firm that sells to small and
medium enterprises.
|
| 00:43:22 | You're a market leader.
|
| 00:43:27 | Margins are very good, but you
have a recent challenge.
|
| 00:43:29 | Your immediate rival whose
software is just about as good
as yourself has decided to
pursue a new strategy.
|
| 00:43:38 | They are going to license that
software on an open license
which means they're going to
give it away for free.
|
| 00:43:41 | They're also going to allow the
user community to develop on it,
share the cord, and they're
going to work on the community.
|
| 00:43:50 | They themselveses are going to
make money with service, you
know, installation, maintenance
services.
|
| 00:43:55 | How will you compete against
free?
|
| 00:43:57 | >> What do you think, marissa?
|
| 00:44:00 | >> One thing to do when you're
trying to understand big shifts
in your business is look at
eventualities that exist out
there.
|
| 00:44:08 | For example in search, how much
should we personalize search.
|
| 00:44:13 | 2020 Or 2025 be personalized?
|
| 00:44:15 | Obviously it will be.
|
| 00:44:16 | In this challenge I would look
at this and say well do, we
think that this product
eventually be l be open source?
|
| 00:44:21 | Probably it will be because most
software is actually more agile
and evolve morse quickly when it
is.
|
| 00:44:26 | And also look at some of the
other eventualities in the
business.
|
| 00:44:30 | Can you use the internet to
distribute your software?
|
| 00:44:32 | So you can actually download it
over the web.
|
| 00:44:36 | Can you have the service that
provides leverage the internet,
either for storage or
functionality or computation.
|
| 00:44:43 | Because I think when you look at
the trend, overall, the power of
the internet when revised from
the storage computation
distribution is really, really
strong, and probably an
eventuality for most package
software sellers.
|
| 00:44:53 | >> Bill, attack the problem.
|
| 00:44:56 | >> Well, the issue is it's not
just about the technology.
|
| 00:44:58 | >> No.
|
| 00:44:58 | >> So clearly, if the technology
was free, and that was good
enough, somebody is going to
take the free product.
|
| 00:45:04 | The issue is execution.
|
| 00:45:05 | How?
|
| 00:45:06 | How do you do it?
|
| 00:45:09 | So the reality is nobody invests
in software and technology
unless they're going to get a
return on their invested
capital, unless your solution is
different and it gives the
customer a competitive
advantage, and it gives them the
ability to excel in their
industry and a constant slow
floe of innovation and change so
they're dynamic and agile.
|
| 00:45:31 | You're irrelevant anyway.
|
| 00:45:33 | My idea is real simple.
|
| 00:45:35 | If open source provides a
certain service, embrace that,
partner with that, and
differentiate on the edges of
execution where you add benefit
and change the way companies run
their business fundamentally.
|
| 00:45:46 | >> Ram, that enough?
|
| 00:45:47 | Would it win the challenge?
|
| 00:45:49 | >> It may not.
|
| 00:45:50 | If you're an established company
selling a lot of licensed
software and your revenue
depended on it, what this
challenge didn't say whether
that was a public company or
not.
|
| 00:45:58 | It does matter.
|
| 00:45:59 | If they were not a public
company, I would embrace the
open source model and shift my
model to that model and do a lot
of scenario planning around how
to get revenue from other
sources.
|
| 00:46:10 | Possibly services revenue.
|
| 00:46:14 | Probably contiguous product
areas that I could get into
building on top of the open
source.
|
| 00:46:18 | So embrace and extend would be
the model if I was a private
company in this space.
|
| 00:46:22 | If I was a public company, it's
a much harder challenge to make
that transition because on the
one side, you're going to be
hemorrhaging revenues because
you're shifting to an open
source model from a licensed
software model.
|
| 00:46:33 | And that can be a painful
transition.
|
| 00:46:35 | >> Okay.
|
| 00:46:36 | >> But I think it's inevitable.
|
| 00:46:37 | >> Jimmy, how do you feel about
this in silicon valley?
|
| 00:46:41 | >> Well, I mean, it's a funny
question for me because my whole
career has been built on being
that second guy who came along
and opened source to everything.
|
| 00:46:49 | If you look at wikipedia versus
britannica or kia versus the
publishing industry, I'm the
person that is really pushing
forward this open source, share
everything, all our software is
open, all of the data is open.
|
| 00:47:06 | So it's kind of hard for me to
put myself in the shoes of
britannica and how do they
compete against wikipedia?
|
| 00:47:14 | I think they just have to give
up.
|
| 00:47:15 | It's hopeless, and embrace it.
|
| 00:47:17 | I think a lot of companies have
failed and will continue to fail
because they're not recognizing
that this change is really
fundamental.
|
| 00:47:23 | >> Gerald, what do you think
about the way they're attacking
the problem?
|
| 00:47:26 | Right or wrong?
|
| 00:47:27 | >> I think a lot of good ideas.
|
| 00:47:28 | The first thing I would say
since the subtext of the
discussion is leadership, pretty
sure the first thing we would
all do is gather the smartest
minds we know in a room to help
us think through.
|
| 00:47:39 | None of us have solved these big
issues by ourselves.
|
| 00:47:42 | I would get some of the smartest
engineers in our company and say
look, we have a real challenge
here.
|
| 00:47:46 | One of the things I say, maybe
it's my default, but I always
default to finding more ways to
add value through innovation to
the existing product.
|
| 00:47:56 | We fight every day with some
really, really low-priced
competitors.
|
| 00:48:00 | It's not quite free, but it's
pretty far down there.
|
| 00:48:03 | And yet we find ways to beat
them them all the time by adding
value to our products and
differentiating and adding to
the brand.
|
| 00:48:09 | >> Professor, what did they
miss?
|
| 00:48:12 | >> They raise issues, the four
Cs, CORE, CRETETIVITY,
Innovation, customer,
collaboration, I've heard
carbon.
|
| 00:48:22 | But in the end, it's about
execution.
|
| 00:48:26 | Can you walk?
|
| 00:48:27 | Not just stop.
|
| 00:48:28 | Make sure we come clear on.
|
| 00:48:30 | >> On the money with that one.
|
| 00:48:32 | >> Hey, look, it's all about
getting that customer business
benefit.
|
| 00:48:40 | If you don't help them execute,
you're irrelevant.
|
| 00:48:42 | >> We'll be right back with
final thoughts from our panel.
|
| 00:48:46 | That was fun, right?
|
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| 00:52:14 | >>> Welcome back to "executive
"
it's time for some final
thoughts on leadership from our
panel.
|
| 00:52:18 | Marissa, let's kick off with
you.
|
| 00:52:20 | >> I think one thing that it's
reinforced by the discussion for
me is focussing on the user.
|
| 00:52:27 | The user and the customer is
what ultimately makes you
relevant.
|
| 00:52:29 | But also optimism.
|
| 00:52:31 | I think that one of the things
that leaders do is paint a
bright vision for the future.
|
| 00:52:38 | And be that around innovation or
future of the teams or why being
green is important, being able
to have that bright vision for
the future that you can really
bring forth for the team to
rally around is important.
|
| 00:52:51 | >> John, give us the final
thought.
|
| 00:52:53 | >> Well, for me it's you have to
be a preacher almost on those
things.
|
| 00:52:57 | If you believe in what you're
doing innovation, you really
have to keep pushing on this
because you're finding your way.
|
| 00:53:04 | Plenty of people that will
explain to you why it cannot be
done.
|
| 00:53:08 | And you really have to believe
when you do innovations, you
know, you have to really push
through and just, you know, go
to the goal.
|
| 00:53:16 | >> Ram, final thought from you.
|
| 00:53:17 | >> Well, a good lead worry
inspire the team, not manage
through fear, would essentially
bask in the reflected glory of
their success, of the team's
success, and therefore not take
credit for those success, but
let the team take credit.
|
| 00:53:32 | And not deflect blame, but take
responsibility.
|
| 00:53:34 | >> Interesting.
|
| 00:53:35 | Bill?
|
| 00:53:35 | >> Leaders build great cultures.
|
| 00:53:38 | So number one, put people first.
|
| 00:53:40 | The ultimate competitive
differentiation is the quality
of your people.
|
| 00:53:45 | Whether you get them out of
university mba schools or simply
from the industry, you must
train them and teach them how to
learn and grow around your
product, to value proposition to
the customer, and ultimately the
manner which the customer
consumes value.
|
| 00:53:59 | They have to be obsessed with
this.
|
| 00:54:00 | And that is a culture issue only
leaders can do.
|
| 00:54:04 | >> You can only lead people
where they really want to go
already.
|
| 00:54:07 | So you have to have a vision
that people can buy into that
there is real sincere, authentic
passion throughout the entire
community of your employees,
your customers, everybody,
because if you're not leading
people where they want to go,
you'll never do it.
|
| 00:54:21 | >> Jerry?
|
| 00:54:22 | >> I boil it down to I think
leaders have responsibility to
lead change, to drive change,
and to help other people adapt
to change.
|
| 00:54:29 | In technology, change is
constant.
|
| 00:54:31 | So I think that is our biggest
challenge is helping people
adapt to change.
|
| 00:54:33 | >> We have reached the end of
our hour.
|
| 00:54:35 | Thank you all for being on our
panel today.
|
| 00:54:37 | Much, much appreciated.
|
| 00:54:38 | If you want more on leadership
at home, specifically in
technology, then head to
executivedecision.cnbc.com.
|
| 00:54:47 | >> And next week we gather some
of the world's greatest leaders
in transportation they'll tell
us how they're driving
innovation amid a fuel frenzy
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(announcer)
the
because we believe in creating cleaner energy
that creates new jobs.
|
| 00:56:41 | Being the number one manufacturer
of wind turbines in america.
|
| 00:56:44 | And developing lower emission,
fuel-efficient aircraft engines.
|
| 00:56:48 | Ecomagination means growing the green economy
by harnessing
our most powerful resource-
imagination.
|
| 00:56:55 | The american renewal is happening.
|
| 00:56:57 | Right now.
|
| 00:00:00 | E height of
the bubble.
|
| 00:00:01 | There were a lot of industries,
that were really recruiting
aggressively, management
consulting, teaching, lots of
startups.
|
| 00:00:09 | So I really thought about the
best decisions I'd made over the
time.
|
| 00:00:11 | One was moving to switzerland to
work.
|
| 00:00:15 | One was going to stanford and
changing my major.
|
| 00:00:21 | The things that all of those
decisions had in common was i
always worked with the smartest
people I could find, and i
always did something I was a
little ready not to do.
|
| 00:00:25 | So when I looked at the job
offers, I thought really where
were the smartest people.
|
| 00:00:32 | And larry and sergei were so
impressive because they were so
visionary in what they liked to
achieve.
|
| 00:00:37 | And craig silverstein, who was
the first employee is still
today one of the smartest people
I've ever met.
|
| 00:00:40 | I just want to go there and code
along sides of him.
|
| 00:00:42 | I realized I could have given
advice and management
consulting.
|
| 00:00:48 | I could have given advice to
fortune 500 countries, or go to
this little startup and try and
build one.
|
| 00:00:54 | I knew even if we failed in
that, we would still learn so
much through the process of how
do you build a company, how do
you decide what decisions to
make, that I knew it would be a
enriching and experience.
|
| 00:01:08 | >> Let me take you something to
something you said.
|
| 00:01:09 | You went to stanford and changed
your major.
|
| 00:01:14 | >> Yeah, when I went to
stanford, I thought I was going
to be pre-med and biology and
chemistry and go into surgery.
|
| 00:01:17 | And then I found this really
amazing major called symbolic
systems.
|
| 00:01:22 | It's philosophy, psychology,
linguistics and computer
science.
|
| 00:01:27 | Basically, it's not neuroscience
in that you're not operating on
people.
|
| 00:01:30 | But it is look at how does the
brain work.
|
| 00:01:35 | You do cognitive psychology.
|
| 00:01:36 | How do people learn.
|
| 00:01:37 | Philosophy, how do people
reason?
|
| 00:01:45 | Linguistics, how do people
express themselves and apply it
to science.
|
| 00:01:48 | Can you build a brain in this
computer.
|
| 00:01:49 | >> More uniquely, you were
looking for something unique.
|
| 00:01:51 | You learned something here that
makes that worthwhile, I need to
differentiate myself?
|
| 00:01:53 | >> Absolutely true.
|
| 00:01:54 | Basically I looked at it and
said the chemistry and biology
classes are great, but they're
the same classes I could take
anywhere.
|
| 00:01:58 | What can I do uniquely at
stanford.
|
| 00:02:00 | I think stanford is very good at
psychology.
|
| 00:02:02 | It's very good in computer
science.
|
| 00:02:04 | I found this major that pulled
together a lot of different
disciplines that I thought would
be really unique to that
experience.
|
| 00:02:12 | >> You were the first woman
engineer at google.
|
| 00:02:17 | I've heard you say before that
you don't even notice you're a
woman, that it doesn't make that
big of a difference there.
|
| 00:02:22 | I don't buy that for a second.
|
| 00:02:22 | >> It's really true.
|
| 00:02:23 | Last week, I was in a meeting, i
realized the meeting I've been
in was a standing meeting.
|
| 00:02:25 | I've been in it for two years.
|
| 00:02:29 | I realized I am the only woman
in that.
|
| 00:02:31 | It was the first time I ever
even noticed that because the
culture at google is really
geeky.
|
| 00:02:34 | >> You're a nerd first, a geek?
|
| 00:02:39 | >> I'm a geek.
|
| 00:02:40 | People say what is it like
to be a woman there, I didn't
think about that because I'm a
geek.
|
| 00:02:43 | And everyone else is a geek.
|
| 00:02:43 | It's great to be a geek at
google.
|
| 00:02:44 | >> You also believe that
technology is about people, as a
leader, your job is to empathize
and connect with them.
|
| 00:02:50 | I was fascinated to see your
definition of burnout.
|
| 00:02:53 | That it's not about how
physically people have to work,
it's that they get
disenfranchised.
|
| 00:02:59 | They get upset with what is
happening.
|
| 00:03:01 | And that you seek to find
people's rhythm.
|
| 00:03:02 | What does that mean?
|
| 00:03:04 | >> I have a philosophy of
leadership helping people avoid
burnout which I call their
rhythm.
|
| 00:03:14 | Because I think that people feel
burnout when they get annoyed,
when they say I worked this hard
I worked 80 hours this week and
I couldn't even have what i
wanted here.
|
| 00:03:24 | So for some people, that is
eight hours of sleep.
|
| 00:03:26 | Dinner at home with their
families.
|
| 00:03:28 | But for other people, it's
something different.
|
| 00:03:30 | So when I see an employee that i
think might be headed for
burnout, I'll say take the next
month and figure out what your
rhythm is.
|
| 00:03:39 | What is it the one thing if you
can't have it makes you
resentful.
|
| 00:03:41 | I've gotten very interesting
answers to that question.
|
| 00:03:43 | I have a soccer mom who said,
I'm willing to be on the phone
bangalore, india at 1 in the
morning.
|
| 00:03:51 | But if I miss a soccer game, I'm
bummed the rest of the week.
|
| 00:03:55 | I'm just not as productive.
|
| 00:03:56 | I had another guy out of school.
|
| 00:03:57 | He said, tuesday night my
friends get together.
|
| 00:03:59 | We have a potluck in someone's
apartment.
|
| 00:04:01 | All of my friends from school.
|
| 00:04:03 | If I'm not at tuesday dinner, or
I have to cancel it when it's at
my house, I am relentful.
|
| 00:04:08 | For the whole rest of the week.
|
| 00:04:09 | >> I want to know what's your
thing?
|
| 00:04:13 | >> I was going to say, what's
your rhythm.
|
| 00:04:14 | >> What's your thing that you
can't miss?
|
| 00:04:15 | >> I don't sleep very much.
|
| 00:04:16 | I'm happily on four to six
hours.
|
| 00:04:18 | I'm happy to work late nights.
|
| 00:04:22 | For me, it really is travel.
|
| 00:04:24 | Being able to see the world.
|
| 00:04:26 | At a certain periodicity.
|
| 00:04:27 | For me, every four months or so,
I need to walk out of the
office, miss every standing
meeting twice and know that
that's okay.
|
| 00:04:33 | Everything just keeps running.
|
| 00:04:35 | Everything goes according to to
plan.
|
| 00:04:38 | I will read e-mail on my
vacation to keep apprise
of things to make sure
everything is going smoothly,
because that's more relaxing for
me.
|
| 00:04:49 | Having that break to pull away
from the office, go somewhere
explore somewhere new and really
see that my team
and that google keeps running
just as you'd expect it to be is
really what I need to know to be
refreshed.
|
| 00:04:59 | >> You said something earlier,
that it's important to do things
that you're not ready to do.
|
| 00:05:03 | That's terrifying for the
average person.
|
| 00:05:05 | Why is it important to do
stuff that you're not ready to
do?
|
| 00:05:11 | That seems like a recipe for
failure.
|
| 00:05:12 | >> I think when you feel that
little bit of uncomfortableness
and you can push through it, you
just learn so much more about
yourself.
|
| 00:05:18 | I remember moving to stanford,
3,000 miles from home and not
knowing anyone.
|
| 00:05:21 | And being afraid.
|
| 00:05:22 | Would I know anyone here?
|
| 00:05:25 | Would you make friends?
|
| 00:05:27 | Yes, you do make friends.
|
| 00:05:28 | And they're really interesting.
|
| 00:05:31 | And you have to push yourself.
|
| 00:05:33 | I think by my nature, I'm very
shy.
|
| 00:05:34 | >> Really?
|
| 00:05:35 | I didn't believe that.
|
| 00:05:35 | >> Which is really funny, I will
say one of the pieces of advice
I give people on their jobs,
find something that you're
really passionate about, but
also find a place that you're
really comfortable.
|
| 00:05:43 | I'm very comfortable at google
because I feel I have so much in
common with the people there.
|
| 00:05:50 | But that really sets me free.
|
| 00:05:54 | I think I'm much less shy there.
|
| 00:05:55 | People at google say what do you
mean you're shy?
|
| 00:05:59 | >> That's what I say.
|
| 00:06:01 | >> But I was absolutely shy,
even outside of work.
|
| 00:06:03 | I still am sometimes very shy.
|
| 00:06:05 | It's important to push yourself
outside your boundaries and see
what you can do.
|
| 00:06:07 | >> What you're really saying is,
you define yourself by your job?
|
| 00:06:10 | Which is a danger, you're shy
outside, but not at work?
|
| 00:06:15 | >> Well, I think that it's
really for me the environments
that you're in.
|
| 00:06:20 | For me, meeting new people,
doing that thing outside of work
isn't always the most
comfortable.
|
| 00:06:28 | I think I'm just more shy by
nature.
|
| 00:06:29 | But at work, I have so many
opinions, and I have so many
passion, and I really do feel
very comfortable with the team
there.
|
| 00:06:35 | And that makes me much more
outspoken, much more willing to
share my opinion, or really go
out of my way on something.
|
| 00:06:41 | >> You say you can tie every
single thing that google does
everything in the business back
to search, which of course is
the main mission.
|
| 00:06:50 | I thought that was so
interesting to other business
leaders no matter what industry
than you're in.
|
| 00:06:57 | Do you think that you
need to tie all of your business
back to your core focus.
|
| 00:07:00 | >> Well, certainly, the reason
that works is because you have a
core competence.
|
| 00:07:02 | That was probably the first
thing that you did that you were
really good at.
|
| 00:07:04 | And it's something that you can
build on that, it's really a
strategic advantage.
|
| 00:07:07 | Google's mission is to organize
the world's information and
make it universally successful
and useful.
|
| 00:07:16 | For us it started with web
search.
|
| 00:07:17 | But it brings online off line.
|
| 00:07:18 | Engabling advertising.
|
| 00:07:22 | All of that still ties back into
search.
|
| 00:07:24 | When we google the book search,
we make it searchable.
|
| 00:07:28 | We take that content and
we put it into the main web
index to enhance the answers.
|
| 00:07:31 | When we sell our advertisements,
we actually think our
advertisements are really
targeted and really relevant, so
much that they're like search
results.
|
| 00:07:37 | We really do focus on how can
this foster search and how can
it build on what we're good at
already.
|
| 00:07:45 | >> What do you search?
|
| 00:07:46 | What do you google?
|
| 00:07:46 | >> I do an average of 80 to 100
searches a day.
|
| 00:07:47 | >> For what?
|
| 00:07:49 | >> Everything.
|
| 00:07:50 | Sometimes I get interesting
examples of things that work
well or don't work well on
google.
|
| 00:07:55 | My favorite search was how to
tie a bow tie.
|
| 00:07:57 | A couple of years ago we would
have given you a list of ten
blue links.
|
| 00:08:01 | As we evolved into a universal
search and bringing more content
on the search page, now you get
diagrams.
|
| 00:08:10 | You get videos.
|
| 00:08:11 | You actually get a video of a
harvard professor teaching you
how to tie a bow tie.
|
| 00:08:13 | I search for all kinds of
things.
|
| 00:08:14 | But most of the things I'm
curious about.
|
| 00:08:15 | >> You're the gatekeeper of what
people see when they go to
google.
|
| 00:08:17 | Is that a big responsibility?
|
| 00:08:19 | >> Yes and no.
|
| 00:08:21 | We have so many people at google
that have great ideas.
|
| 00:08:25 | That it really is --
everybody at google does a great
job of keeping the user in mind
and really having their
interests at the heart of what
they're asking.
|
| 00:08:33 | So in many ways, it's certainly
a very high-paced role, and
there are a lot of different
ideas, but the ideas are so good
it makes it easy.
|
| 00:08:41 | >> You're a very young business,
still but yet, you've almost got
this global reach.
|
| 00:08:45 | How are you dealing with the
scale, recruiting people around
the world simultaneously,
incentivizing them, making good
decisions.
|
| 00:08:54 | How does that work for you?
|
| 00:08:59 | >> The scale is certainly one of
the most humbling things about
google.
|
| 00:09:02 | Its reach and overall growth
pattern, some of the most
challenging things in terms of
making sure you have enough
process and enough guidance that
people know how to make good
decisions, but not so much that
we get in the way.
|
| 00:09:16 | >> How do you do it in practice?
|
| 00:09:16 | >> We looked at what worked for
us when we were small.
|
| 00:09:18 | What worked for us when we were
small is we had small teams,
three people, four people, five
people, and we gave them access
to a lot of information.
|
| 00:09:26 | At google we manage in a way
that is really flat.
|
| 00:09:30 | There will be one manage to 30
or 40 individuals.
|
| 00:09:33 | In that kind of environment, you
need to be self-directed.
|
| 00:09:34 | Where do you get that direction
from?
|
| 00:09:35 | We try to make as many of the
business details.
|
| 00:09:36 | Who's doing what?
|
| 00:09:37 | Whose working on what.
|
| 00:09:38 | What's working?
|
| 00:09:39 | What doesn't?
|
| 00:09:40 | What are the experiment results
we've seen available?
|
| 00:09:44 | So the engineers and people who
build the products at google
have access to that information
and they can make good
decisions.
|
| 00:09:52 | >> Let me embarrass you a
little.
|
| 00:09:53 | >> You were already into
google's aesthetic when you were
3 years old.
|
| 00:09:58 | There is a picture to prove
that.
|
| 00:10:01 | >> There is.
|
| 00:10:02 | >> First of all, describe the
picture.
|
| 00:10:03 | You have used this as a tool
when you talk to people about
google.
|
| 00:10:05 | >> I have a picture of me.
|
| 00:10:06 | I'm 3 years old.
|
| 00:10:06 | I'm sitting on my parents' front
step.
|
| 00:10:08 | And I'm in this short outfit of
all-google colors.
|
| 00:10:14 | So the primary colors with the
matching hat and the matching
shoes.
|
| 00:10:16 | >> Foreshadowing.
|
| 00:10:17 | >> Decorating homes like this as
well.
|
| 00:10:18 | >> It's funny.
|
| 00:10:18 | People will come to my apartment
and say -- for me I can't -- i
do think google's
aesthetic has always appealed to
me.
|
| 00:10:27 | I didn't define it.
|
| 00:10:28 | It has appealed to me, even
before I was at google, it did.
|
| 00:10:30 | I can't really tell if that's
where google's aesthetic and
style begins and mine ends.
|
| 00:10:36 | People will come over and say
does your apartment look like
google or does google look like
your apartment?
|
| 00:10:41 | >> I heard when you have job
candidates and you always say
what is the coolest thing you
saw in the last six months.
|
| 00:10:46 | Why do you ask that request of
candidates?
|
| 00:10:49 | What you looking for in the
answer?
|
| 00:10:53 | >> I think for me what I'm
looking for is their
imagination.
|
| 00:10:56 | And what fascinates them.
|
| 00:10:56 | The worst thing that can happen
in terms of me asking that
question and the candidate doing
the answer, sometimes a
candidate seems so over it all.
|
| 00:11:05 | They're so discerning.
|
| 00:11:07 | Well, I've seen many cool
things, but it's hard to choose
one.
|
| 00:11:09 | My standards are so high.
|
| 00:11:11 | I just think that the world is
so fascinating.
|
| 00:11:13 | Every little thing that you see.
|
| 00:11:16 | If there's nothing something
every day that captures your
imagination and makes you think
about what could the next big
thing be, what could the next
innovation be, you're missing
the boat.
|
| 00:11:28 | >> You said you want to live in
state of wonderment and awe of
the world.
|
| 00:11:34 | This isn't an innocent young
girl barefoot through the corn
fields, is it?
|
| 00:11:37 | It's a very structured opinion
on your part on how you're going
to view the world and how you're
going to lead?
|
| 00:11:39 | >> Absolutely.
|
| 00:11:40 | I think being curious about
things.
|
| 00:11:46 | Being engaged about things --
>> have you worked on that?
|
| 00:11:49 | >> And also just being able to
look at something with fresh
eyes and say wow, that's a whole
flu way of looking at it.
|
| 00:11:52 | I never thought about the fact
that this technology could be
applied this way or that way or,
you know, you could use this
physical object.
|
| 00:12:00 | >> What I'm driving at, this is
an advanced way of thinking,
this is not a naivety, you've
actually put energy and time
into it to develop it to that
level?
|
| 00:12:08 | >> Well I think it makes me and
other project managers good at
spotting new ideas and trends.
|
| 00:12:16 | And it's also a more pleasant
way to look at the world.
|
| 00:12:20 | >> Absolutely.
|
| 00:12:20 | >> It's very optimistic.
|
| 00:12:21 | It's very curious.
|
| 00:12:22 | Anything you that look at or
touch could be the next big
thing during the day.
|
| 00:12:24 | >> You're right.
|
| 00:12:24 | That's a fun way to look at the
world.
|
| 00:12:25 | Thank you so much.
|
| 00:12:26 | You're going to be sticking
around.
|
| 00:12:31 | When we come back, top leaders
in tech telling us how they're
finding unique ways to ensure
their survival.
|
| 00:12:40 | >> Next, listen in on an
executive strategy session as
some of tech's top leaders
reveal what they're doing to
survive in this challenging
market.
|
| 00:12:45 | >> The cost of failure is far
lower than the cost of not
trying.
|
| 00:12:47 | >>> Plus, more from google's
marissa mayer on leading the
fight against competition.
|
| 00:12:54 | >> We try to launch early and
often.
|
| 00:14:12 | People think that honda is
always the most fuel efficient choice.
|
| 00:14:15 | Well, this chevy cobalt xfe has better highway
mileage
than a comparable honda civic.
|
| 00:14:21 | This chevy traverse has better mileage than
honda pilot.
|
| 00:14:25 | The all-new chevy equinox has better mileage
than honda cr-v.
|
| 00:14:29 | And chevy malibu has better mileage than
accord.
|
| 00:14:32 | However, honda does make
something that we just can't compete with.
|
| 00:14:37 | It's self propelled.
|
| 00:14:38 | compare us to anyone and may the best
car win.
|
| 00:16:05 | >>> Welcome back to "executive
"
technology's leaders have made
our lives more connected than
ever before but they also have
balance the idealism of uniting
the world with the cold reality
of economics.
|
| 00:16:18 | >> Here's what technology and
consumers are facing around the
globe.
|
| 00:16:22 | Technology, arguably the most
important economic driver in the
21st century.
|
| 00:16:28 | Recently, one of the hardest-hit
sectors in the markets.
|
| 00:16:32 | Tech's leaders, tasked with what
consumers need to make their
lives easier.
|
| 00:16:37 | Delivering products to save them
time, keep them connected.
|
| 00:16:39 | And make them mobile.
|
| 00:16:45 | Not always easy when rivals are
in hot pursuit, making similar
products, selling them at lower
prices, and looking for any and
every opportunity to gain market
share.
|
| 00:16:57 | The competition is fierce.
|
| 00:16:59 | And like death and taxes,
commoditization is inevitable.
|
| 00:17:05 | Tech companies can run, but they
can't hide.
|
| 00:17:08 | They're facing a paradox of
you bicty, where the more
evasive
technology becomes, the more it
cannibalizes the leaders that
gave it life.
|
| 00:17:22 | Some stars are still managing to
shine, successful with exclusive
product launches, user based
businesses, and collaborating
with the competition.
|
| 00:17:30 | >> Who would have thought that
microsoft would be teaming up
with yahoo to go after google's
dominant share of search?
|
| 00:17:39 | In technology, sometimes your
archrival winds up being your
best friend.
|
| 00:17:42 | >> In a chess match where
strategy is key and billions of
dollars are on the line,
technology's leaders face huge
hurdles.
|
| 00:17:49 | The question now, will consumer
spending give tech sales the
boost they need to emerge from
one of the industry's greatest
ever slumps.
|
| 00:17:59 | Tonight we have assembled some
of the finest minds in
technology for what we have
called our executive strategy
session.
|
| 00:18:10 | bill McDermott is president of
and global field operations for
, the world's largest
business software company.
|
| 00:18:16 | After cutting thousands of jobs,
as sales slumped in the
recession,
says it's now geared up
for growth.
|
| 00:18:25 | Ram shriram played a key role in
the early days of google, amazon
and netscape.
|
| 00:18:32 | He now invests and advises new
tech companies.
|
| 00:18:37 | Jean botti is chief technical
officer for french german
aerospace company eads,
best known for airbus passenger
planes.
|
| 00:18:45 | He joins us from singapore.
|
| 00:18:49 | Logitech president and ceo
gerald quindlen runs the world's
largest maker of computer mice.
|
| 00:18:52 | Plunging sales forced him to lay
off 15% of his staff, but he
says he knows the way back to
profits.
|
| 00:18:57 | Jimmy wells turned his vision of
a world in which everyone has
free access to all knowledge
into the collaborative
phenomenon
wikipedia.
|
| 00:19:09 | He's now bringing people
together through the web hosting
service wikia.
|
| 00:19:11 | >> Bill what do you think is the
biggest challenge in technology
right now?
|
| 00:19:14 | >> It's staying focused on
customers.
|
| 00:19:19 | Right now, companies have a
tendency to get very inward in
their focus.
|
| 00:19:24 | The reality is now is the time
to redouble the emphasis on the
customer, and what they want is
changing.
|
| 00:19:30 | Today, they want a return on
their invested capital.
|
| 00:19:31 | They'll look at technology like
any other investment.
|
| 00:19:33 | No value, no sale.
|
| 00:19:37 | So there is an art form between
the technology, tying to a
strategy to a business outcome.
|
| 00:19:41 | >> Ram, do you agree with that,
what do you think the biggest
challenge is?
|
| 00:19:43 | >> I think the biggest challenge
is from where I come from, is
innovation.
|
| 00:19:50 | And to continue to fund
innovation through a done turn
is the most important thing for
any scale business.
|
| 00:19:55 | We look for something that is
defensible.
|
| 00:19:57 | And that has enough of a lead in
a market that consumers tend to
buy, as things like the iphone
have shown, people do buy
expensive products even through
a downturn if it's innovative
enough, if it
captivates their attention and
actually improves their lives.
|
| 00:20:13 | >> Gerald, what do you think is
the biggest challenge?
|
| 00:20:14 | >> I'm going to build on what
ram said.
|
| 00:20:19 | I think there is a fundamental
difference between new and
innovative.
|
| 00:20:22 | Innovative is bringing benefits
solving a consumer problem.
|
| 00:20:27 | I'm looking at this with the
consumer lens because we focus
on consumers.
|
| 00:20:30 | You need to bring products to
the market.
|
| 00:20:32 | Not just that are new and
slightly improving on the one
you are replacing, but in our
terminology that solves a
consumer pain point and
simplifies their life, gives
them more free time, allows them
to connect with people.
|
| 00:20:41 | >> One of the biggest problems i
see for all of you, as soon as
you come out with something
good, everyone else knocks it
off.
|
| 00:20:48 | How do you deal with that?
|
| 00:20:49 | How do you deal with that?
|
| 00:20:54 | >> One things you can do in
terms of product development is
what I call castle-building.
|
| 00:20:59 | You pull the curtains closed and
try to build a product for years
that is a wow.
|
| 00:21:03 | We're not that confident at
google.
|
| 00:21:04 | We try to launch early and
often.
|
| 00:21:06 | Launch something, see how the
market responds to it, see how
the market responds, and then
build that next feature they
want.
|
| 00:21:13 | See how they respond to that.
|
| 00:21:14 | If you're constantly in this
process of iteration, that's
what is amazing with the
internet.
|
| 00:21:21 | So many of the products and
services we use are alive and
they can evolve and grow and
change in response to feedback.
|
| 00:21:24 | >> I completely agree with
marissa.
|
| 00:21:26 | In fact, the cost of failure is
far lower than the cost of not
trying.
|
| 00:21:28 | >> Ram, you mentioned failure
and learning from mistakes.
|
| 00:21:30 | Obviously we're all going
through a process every day.
|
| 00:21:32 | What would you say than at the
moment?
|
| 00:21:34 | >> First of all, silicon valley
is a state of mind, it's not a
place.
|
| 00:21:38 | Therefore, it's been very
supportive of people that fail
or companies that fail, and then
allow themselves to restart or
individuals to rebuild in a new
environment.
|
| 00:21:49 | So I think accepting failure
inside of a company allows for
innovation to thrive.
|
| 00:21:54 | Because you can't legislate
innovation.
|
| 00:21:57 | It just sort of happens.
|
| 00:21:58 | All you can do is create an
environment for it to succeed.
|
| 00:22:01 | And the other thing to do is to
listen well and be prepared to
note the mistakes you have made.
|
| 00:22:06 | And that requires humility.
|
| 00:22:08 | >> But that's so touchy-feely.
|
| 00:22:10 | You still have to make money.
|
| 00:22:12 | Failure is great as a life
lesson, but you have to have all
the winners, right?
|
| 00:22:16 | >> I agree with what both
ram and marissa are saying.
|
| 00:22:24 | You have to take the risk, and
if you're going to fail, to
borrow a line, fail fast.
|
| 00:22:29 | >> Many of you are looking for
creative ways to boost your
bottom line.
|
| 00:22:31 | That can mean competing in each
other's own backyards, or
teaming up with rivals to take
on an even larger foe.
|
| 00:22:35 | >> Reporter: When it comes to
technology, cool is king.
|
| 00:22:40 | It's all about the newest, the
fastest, the best.
|
| 00:22:43 | >> We think what we have done is
to reinvent the thumb.
|
| 00:22:48 | >> This is where the world is
going.
|
| 00:22:49 | >> It's beautiful.
|
| 00:22:54 | >> 200 Million nokia smart phone
users will be enjoying the
microsoft office experience, and
we're very excited about that.
|
| 00:23:00 | >> Reporter: But these days to
survive in the business
technology, companies have to be
agile, inventive and ravenous.
|
| 00:23:06 | >> I would be disappointed if we
didn't have a decent share of
that billion unit market.
|
| 00:23:12 | >> So ravenous in fact that they
would rather get in bed with
long-time rivals than give up
market share, a new trend so
powerful, a phenomenon now so
common, it even has its own
word, ko-opetition.
|
| 00:23:25 | >> Any deal is based on those
kind of situations.
|
| 00:23:28 | Does it strategically fit, do
you make enough money on it?
|
| 00:23:31 | And does it still serve your
customers.
|
| 00:23:32 | >> Reporter: Mergers and
acquisitions, alliances and
partnerships, invention and
implementation.
|
| 00:23:35 | The bottom line in today's
fast-paced technology sector,
it's either innovation, or it's
extinction, and that's a lesson
learned at cisco systems.
|
| 00:23:44 | Cisco systems was built on
innovation.
|
| 00:23:51 | Its back room back and routers
and switches, well they were the
world's
version of air traffic control,
guiding, directing, and deciding
how billions of bits and bytes
moved from one sector of the
world to another.
|
| 00:24:03 | The korb of its business even
today.
|
| 00:24:04 | >> Every person, everything
connected to the network.
|
| 00:24:06 | Our core confidence is around
the network.
|
| 00:24:08 | >> Reporter: But when the dotcom
bubble burst and cisco's profits
plummeted along with everyone
else, the company was
able to partner, acquire and
innovate its way back to the
top.
|
| 00:24:22 | It's a strategy that drives
cisco from the $7 billion it set
on set box cable maker
scientific atlanta to the more
recent $600 million buyout of
pure digital.
|
| 00:24:30 | The maker of those popular flip
hd video cameras, a staggering
130 acquisitions since 1993
accounting for half of cisco's
total revenue.
|
| 00:24:40 | >> We have to bulk innovate
internally with our own
engineering.
|
| 00:24:46 | We have to be able to partner
well with other companies, and
we have to be able to acquire
well.
|
| 00:24:51 | >> There is this total vision
that drives cisco, and it's the
same thing.
|
| 00:24:53 | Whether you're intel, whether
you're apple, you have to have a
really strong vision first of
where you want to take the
company.
|
| 00:24:59 | >> Reporter: Across town at
google, it's a decidedly
different approach.
|
| 00:25:02 | It seems google is on everyone's
mind because google is spreading
its tentacles into everyone
else's businesses.
|
| 00:25:08 | >> Google, in essence, will
become microsoft's biggest thorn
in the flesh going forward.
|
| 00:25:15 | r: WCH A
Dramatically changing landscape
in tech, key questions remain.
|
| 00:25:19 | How much should companies expand
or contract, and should they
partner or go it alone when it
comes to creating the next big
thing, especially when the next
big thing risks becoming
yesterday's news even before
it's developed.
|
| 00:25:32 | For "executive vision," I'm jim
goldman.
|
| 00:25:36 | >> You know, marissa, a lot of
the things we saw in there,
that whole idea of cockpit voice
recorder o -- idea, that's aimed
at you.
|
| 00:25:48 | Everyone is gunning at you.
|
| 00:25:49 | What is it like to lead, or how
do you lead with a target on
your back?
|
| 00:25:51 | >> Well, we didn't really think
that, one, a lot of competition
is good for the user because it
makes for better products.
|
| 00:25:55 | Competition also gains more mind
share.
|
| 00:25:56 | People are more aware of what is
happening in the search and what
is happening in our business.
|
| 00:25:59 | And I think that's good for
everyone.
|
| 00:26:02 | >> No.
|
| 00:26:03 | They're chasing you down.
|
| 00:26:04 | They're trying to eat your
lunch.
|
| 00:26:05 | Come on, that's got to be tough.
|
| 00:26:05 | >> I think it's important to
always be cognizant that you're
in a larger ecosystem.
|
| 00:26:12 | I would say our spv sales -- has
this great saying.
|
| 00:26:18 | It's like driving a sports car.
|
| 00:26:18 | Don't look in the rear view
mirror and drive off the road.
|
| 00:26:20 | >> Sure.
|
| 00:26:20 | >> So you've got to be aware of
your competition, but you can't
focus on them.
|
| 00:26:22 | >> You already worked with
microsoft, don't you?
|
| 00:26:25 | How do you see this developing?
|
| 00:26:26 | >> Our biggest competitor is
microsoft, and it's also one of
our biggest partners.
|
| 00:26:33 | We worked with them, as we have,
on every operating system launch
on windows 7.
|
| 00:26:38 | To try to bring the best of that
out for consumers.
|
| 00:26:39 | >> At the heart of what we're
talking about is the trust that
leadership has to have that what
used to be proprietary
information I'm prepared to put
out there in what you call the
ecosystem.
|
| 00:26:52 | >> I think it's the nature of
the beast.
|
| 00:26:54 | Marissa said it.
|
| 00:26:55 | >> But it's a fundamental
seismic shift?
|
| 00:26:56 | >> I think it's been going on
for a while.
|
| 00:26:57 | We've been competing and
cooperating with microsoft for a
decade.
|
| 00:26:59 | It's not a new thing for us.
|
| 00:26:59 | It's the way of life.
|
| 00:27:00 | We're used to it at this point.
|
| 00:27:02 | >> Simon, the vertically
integrated stacks of the 20th
century where companies try to
do everything on an end to end
basis is a dead model.
|
| 00:27:10 | These companies that open up to
a healthy ecosystem, that do
what is in the interest of the
customer, by industry and by
segment, they're going to
execute beautifully and
give the customer the most value
win.
|
| 00:27:25 | >> Jimmy, your whole business is
based on that principle.
|
| 00:27:26 | >> Our core has always been
let's share knowledge.
|
| 00:27:27 | The does that hurt us in the
market?
|
| 00:27:28 | Does that help news the market?
|
| 00:27:29 | We don't really think than.
|
| 00:27:34 | What we do know is our customers
love it.
|
| 00:27:35 | The people who use the site love
it.
|
| 00:27:37 | As long as we stay true to that
passion, then we'll remain a
leader.
|
| 00:27:39 | >> Jean, what is the view at
eads on this?
|
| 00:27:41 | >> For sure we need to protect
ourselves.
|
| 00:27:44 | This is a business that
obviously is very difficult.
|
| 00:27:49 | It takes long years, a lot of
development, a lot of money
being invested in there.
|
| 00:27:55 | So for us, it's important to
have collaboration.
|
| 00:27:58 | And we do, but not on the core
businesses.
|
| 00:28:01 | Everybody tries to protect
themselves, because as you can
imagine, in the defense area,
for example, there are things
that are very specific and that
are very particular on the
company you're into.
|
| 00:28:14 | That in our industry, you cannot
share.
|
| 00:28:15 | >> This is a leadership issue,
and a culture issue.
|
| 00:28:18 | On the leadership side, the
leader has to set the tempo for
what kind of business model
you're going to create around
your customers and around your
ecosystem.
|
| 00:28:29 | On the culture side, you have to
believe that being a good
partner is a force multiplier.
|
| 00:28:32 | >> Next, technology may
transform our lives for the
better, but how are its leaders
dealing with its unintended
consequences?
|
| 00:28:39 | >> Now you need to take a role
that says I'm going to be
proactive and lead the way.
|
| 00:28:43 | >> And later, our panel takes on
a leadership challenge from a
harvard professor.
|
| 00:28:47 | >> How will you compete against
free?
|
| 00:28:51 | >> Coming up on "executive
"
here-lookat
isn't justpoor circulation
in your legscausing you pain.
|
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| 00:32:22 | >>> Welcome back to "executive
"
>> technological innovation has
transformed our lives for the
better.
|
| 00:32:26 | But that process has come with a
price.
|
| 00:32:27 | Pollution.
|
| 00:32:28 | Take a look.
|
| 00:32:31 | >> Faster, more mobile and in
realtime, we all benefit from
the torrent of technological
advances, but there is a
downside -- pollution.
|
| 00:32:45 | >> Our future on this planet
depends on our willingness to
address the challenge posed by
carbon pollution.
|
| 00:32:49 | >> It's not just manufacturing
the plastic and the metals that
makes up the devices, it's
generating the power they run on
and that cools them.
|
| 00:33:00 | >> The information and
communications technology
industry emits about 2% of the
global c 02 gases around the
world, which is about the same
as the airline industry, which
is a big problem.
|
| 00:33:13 | >> Microsoft is working on the
problem.
|
| 00:33:14 | >> We actually create tools
where I can go in and look and
say, how do we drive better
efficiency?
|
| 00:33:16 | Or how do we change the power
supply so that it produces even
less carbon dioxide?
|
| 00:33:21 | >> That means cutting emissions
from manufacturing equipment
down the supply chain, and
getting employees to change
their behavior, like switching
off when they leave.
|
| 00:33:30 | Then there are the data centers,
also called serve-a-thons, processing and
storing
information for the next.
|
| 00:33:41 | To stop serve-a-thons
overheating, you need to
artificially cool air and pump
it over them.
|
| 00:33:47 | The solution, put your computing
power where it's nighttime in
the world, at the very least you
can use cut-price off-peak
electricity to cool the air.
|
| 00:33:52 | If it's not cold enough already.
|
| 00:33:54 | >> So one area for example is
where do you even locate your
data center.
|
| 00:33:58 | So one of the areas we have
recently located a data center
is in ireland.
|
| 00:34:02 | And what we do there is we take
advantage of the fact that there
is a lot of cool, fresh air in
ireland.
|
| 00:34:06 | >> But rather an island, why not
go all the way, iceland.
|
| 00:34:11 | >> Because iceland has an
average ambient temperature of
about 50 degrees all year round.
|
| 00:34:16 | It allows for a frequent zone of
free cooling for the computer
servers.
|
| 00:34:21 | And at the ultimate development
of the campus, it will be
greater than half a million
square feet of data space.
|
| 00:34:27 | >> So far few leaders have
shipped their servers all the
way north, but apparently things
look promising.
|
| 00:34:32 | >> We're working with our
customers presently and
anticipate an announcement
shortly.
|
| 00:34:38 | >> Critical to any move, the
cost of the fiberoptic to make
the international connections.
|
| 00:34:44 | Experts say for now only three
things matter -- location,
location, location.
|
| 00:34:49 | >> People are building their
data centers close to where
they've always been, close to
their headquarters, close to
where their key people reside,
irrespective of the issues, and
of energy costs and even
terrorist attacks and other
factors.
|
| 00:35:12 | MOST OF THE CIOs WILL FOCUS
Primarily on cost.
|
| 00:35:16 | If they can spend a little bit
of money and get benefits, they
will do.
|
| 00:35:18 | But they will not spend vast
sums to be able to do good for
the environment.
|
| 00:35:21 | >> So with digital storage
riding dramatically, how should
they react?
|
| 00:35:24 | What is the smart trade-off
between the short-term cost base
and the cost that might be paid
by our children?
|
| 00:35:28 | >> You know all of that sort of
begs the question, marissa.
|
| 00:35:30 | As a tech leader, do you feel a
responsibility to do something
about the environment?
|
| 00:35:33 | Is there a moral responsibility
or not?
|
| 00:35:35 | >> I was really proud of google
when we went green in june of
2007.
|
| 00:35:39 | And when you look at where we
located our data centers, we use
wind power.
|
| 00:35:43 | We use water power to basically
power our search.
|
| 00:35:50 | And I think that that's really,
really important.
|
| 00:35:51 | We have also put out challenges
to the energy community to try
to come up with cleaner,
inexpensive ways of generating
electricity.
|
| 00:35:56 | I think that it's easy in
software and on the internet.
|
| 00:35:58 | Everything feels so clean.
|
| 00:36:00 | I was really struck at one point
when I learned that one megabyte
of information being downloaded
basically puts as much carbon in
the air as one charcoal brick.
|
| 00:36:11 | >> There are several things.
|
| 00:36:12 | We focus on three areas.
|
| 00:36:13 | One is products themselves.
|
| 00:36:17 | We focused on making them more
environmentally friendly.
|
| 00:36:19 | The second thing is just our
basic infrastructure, focusing
on our manufacturing and our
operations in general, making
them more eco friendly.
|
| 00:36:24 | And then looking at your carbon
footprint in aggregate.
|
| 00:36:27 | >> Bill?
|
| 00:36:28 | >> Sustainability is the biggest
leadership issue in the next
decade.
|
| 00:36:30 | You have to do two things.
|
| 00:36:31 | One you have to have a
sustainable business model, and
you're going to have to innovate
your business model to keep it
your companies going strong,
ours included.
|
| 00:36:42 | Secondly, you have got to reduce
carbon emissions in these
companies.
|
| 00:36:44 | We're committed to doing that by
cutting it in half over the next
years.
|
| 00:36:47 | What we're doing specifically
with customers is environmental
for this, and also carbon
management, reduction of the
footprint.
|
| 00:37:01 | >> I think the biggest thing we
can do as leaders is two words.
|
| 00:37:02 | Be proactive as opposed to being
reactive.
|
| 00:37:03 | In the past companies had to be
dragged to the issue.
|
| 00:37:05 | They did the minimum they had to
make the issue go away.
|
| 00:37:09 | Now you need to take a role that
says I'm going to be proactive
and lead the way and drive my
company.
|
| 00:37:16 | Jean who is sitting there in
singapore.
|
| 00:37:20 | >> If I may, let me bring in --
specifically a mechanical
engineer in this, jean, I'm
appreciative of your view.
|
| 00:37:23 | >> It's paramount to remaster
completely the energy management
in the airplanes, helicopters,
and other products.
|
| 00:37:32 | We want to remove, you know, our
industry from the environmental
equation, even if we're only 3%
of the problem.
|
| 00:37:36 | So this keeps me awake at night,
to be frank with you.
|
| 00:37:38 | >> One of the things we did too
is built a platinum leed
facility, leed certified.
|
| 00:37:48 | It runs on natural water,
natural light and uses very
little electricity to run an
entire building.
|
| 00:37:51 | So I think you've got to be a
role model and make the
investments that really count
for being a sustainable role
model company.
|
| 00:37:55 | You can't do enough of it.
|
| 00:37:56 | >> Interesting ideas from all of
you.
|
| 00:37:58 | Up next, they're among
technology's visionaries.
|
| 00:38:01 | But can they solve the
leadership challenge we have in
store for them?
|
| 00:38:04 | Find out when we come back.
|
| 00:38:08 | >> Next, harvard's ranjay gulati
assigns a challenge to solve in
realtime.
|
| 00:38:14 | >> The issue is execution.
|
| 00:38:14 | How?
|
| 00:38:15 | How do you do it?
|
| 00:38:54 | (announcer)
needs
the energy to get the economy humming again.
|
| 00:38:58 | The energy to tackle challenges
like climate change.
|
| 00:39:01 | What if that energy, came from an energy
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|
| 00:39:05 | Every day, chevron invests $62 million in
people.
|
| 00:39:10 | In ideas.
|
| 00:39:11 | Seeking, teaching, building.
|
| 00:39:14 | Fueling growth around the world,
to move us all ahead.
|
| 00:39:18 | This is the powerof human energy.
|
| 00:39:20 | Chevron.
|
| 00:39:22 | This might not be the best time to sell a
home.
|
| 00:39:24 | But we just can't wait for the market to
HEAT UP. (woman) NEED TO SELL?
|
| 00:39:27 | Re/max agents have the experience
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|
| 00:39:31 | Nobody sells more real estate than re/max.
|
| 00:39:34 | Where do you want to be?
|
| 00:41:46 | >>> Welcome back to "executive
"
tonight, we're talking to some
of the finest minds in
technology.
|
| 00:41:50 | He's a professor of business
administration at harvard
business school and the author
of the forthcoming book
"
ranjay gulati has been listening
from harvard, and he joins us
now to present our leadership
challenge for the panel.
|
| 00:42:04 | >> It's a great conversation.
|
| 00:42:05 | I'm delighted to have had a
chance to observe it.
|
| 00:42:09 | The challenge I have is as
follows.
|
| 00:42:10 | You are the ceo of a software
firm that sells to small and
medium enterprises.
|
| 00:42:16 | You're a market leader.
|
| 00:42:18 | Margins are very good, but you
have a recent challenge.
|
| 00:42:21 | Your immediate rival whose
software is just about as good
s a yours has decided to
pursue a new strategy.
|
| 00:42:31 | They are going to license that
software on an open license
which means they're going to
give it away for free.
|
| 00:42:35 | They're also going to allow the
user community to develop on it,
share the cord, and they're
going to work on the community.
|
| 00:42:46 | They themselves are going
make money with service, you
know, installation, maintenance
services.
|
| 00:42:50 | How will you compete against
free?
|
| 00:42:51 | >> What do you think, marissa?
|
| 00:42:52 | >> One thing to do when you're
trying to understand big shifts
in your business is look at
eventualities that exist out
there.
|
| 00:42:59 | For example in search, how much
should we personalize search.
|
| 00:43:04 | Think well, will the search
engine in
2020 or 2025 be personalized?
|
| 00:43:07 | Obviously it will be.
|
| 00:43:08 | In this challenge I would look
at this and say well do, we
think that this product
eventually be l be open source?
|
| 00:43:13 | Probably it will be because most
software is actually more agile
and evolves more quickly when it
is.
|
| 00:43:22 | And also look at some of the
other eventualities in the
business.
|
| 00:43:24 | Can you use the internet to
distribute your software?
|
| 00:43:26 | So you can actually download it
over the web.
|
| 00:43:27 | Can you have the service that
provides leverage the internet,
either for storage or
functionality or computation.
|
| 00:43:33 | Because I think when you look at
the trend, overall, the power of
the internet when revised from
the storage computation
distribution is really, really
strong, and probably an
eventuality for most package
software sellers.
|
| 00:43:46 | >> Bill, attack the problem.
|
| 00:43:48 | >> Well, the issue is it's not
just about the technology.
|
| 00:43:49 | >> No.
|
| 00:43:50 | >> So clearly, if the technology
was free, and that was good
enough, somebody is going to
take the free product.
|
| 00:43:56 | The issue is execution.
|
| 00:43:56 | How?
|
| 00:43:58 | How do you do it?
|
| 00:44:00 | So the reality is nobody invests
in software and technology
unless they're going to get a
return on their invested
capital, unless your solution is
different and it gives the
customer a competitive
advantage, and it gives them the
ability to excel in their
industry with best practices
even next practices in a
constant flow of innovation and
change, so they're dynamic and
agile in this marketplace.
|
| 00:44:26 | You're irrelevant anyway.
|
| 00:44:27 | My idea is real simple.
|
| 00:44:27 | If open source provides a
certain service, embrace that,
partner with that, and
differentiate on the edges of
execution where you really add
benefit and change the way
companies run
their business fundamentally.
|
| 00:44:42 | >> Ram, that enough?
|
| 00:44:43 | Would it win the challenge?
|
| 00:44:43 | >> It may not.
|
| 00:44:44 | If you're an established company
selling a lot of licensed
software and your revenue
depended on it, what this
challenge didn't say whether
that was a public company or
not.
|
| 00:44:48 | It does matter.
|
| 00:44:50 | If they were not a public
company, I would embrace the
open source model and shift my
model and shift my model to that
model and do a lot of scenario
planning around how to get
revenue from other sources.
|
| 00:45:04 | Possibly services revenue.
|
| 00:45:06 | Probably contiguous product
areas that I could get into
building on top of the open
source.
|
| 00:45:09 | So embrace and extend would be
the model if I was a private
company in this space.
|
| 00:45:16 | >> What if you're public?
|
| 00:45:18 | >> If I was a public company,
it's much harder to make that
challenge, because on the one
side, you're going to be
hemorrhaging revenues because
you're shifting to an open
source mod federal a licensed
source model.
|
| 00:45:30 | And that can be a painful
transition.
|
| 00:45:35 | But I think it's inevitable.
|
| 00:45:36 | >> Okay.
|
| 00:45:38 | >> Jimmy, how do you feel about
this in silicon valley?
|
| 00:45:40 | >> Well, I mean, it's a funny
question for me because my whole
career has been built on being
that second guy who came along
and opened source to everything.
|
| 00:45:49 | Britannica, or you look at wikia
versus the industry, I'm really
pushing
forward this open source, share
everything, all our software is
open, all of the data is open.
|
| 00:45:58 | So it's kind of hard for me to
put myself in the shoes of
britannica and how do they
compete against wikipedia?
|
| 00:46:02 | I think they just have to give
up.
|
| 00:46:05 | It's hopeless, and embrace it.
|
| 00:46:08 | I think a lot of companies have
failed and will continue to fail
because they're not recognizing
that this change is really
fundamental.
|
| 00:46:14 | >> Gerald, what do you think
about the way they're attacking
the problem?
|
| 00:46:16 | Right or wrong?
|
| 00:46:18 | >> I think a lot of good ideas.
|
| 00:46:19 | The first thing I would say
since the subtext of the
discussion is leadership, pretty
sure the first thing we would
all do is gather the smartest
minds we know in a room to help
us think through.
|
| 00:46:32 | Because one thing we all have in
common,
none of us have solved these big
issues by ourselves.
|
| 00:46:36 | I would get some of the smartest
engineers in our company and say
look, we have a real challenge
here.
|
| 00:46:38 | One of the things I say, maybe
it's my default, but I always
default to finding more ways to
add value through innovation to
the existing product.
|
| 00:46:46 | We fight every day with some
really, really low-priced
competitors.
|
| 00:46:50 | It's not quite free, but it's
pretty far down there.
|
| 00:46:53 | And yet we find ways to beat
them them all the time by adding
value to our products and
differentiating and adding to
the brand.
|
| 00:46:58 | >> Professor, what did they
miss?
|
| 00:47:02 | What did they forget?
|
| 00:47:04 | >> They raise issues, the four
Cs, CORE, CREATIVITY,
Innovation, customer,
collaboration, I've heard
carbon.
|
| 00:47:12 | But in the end, it's about
execution.
|
| 00:47:14 | Can you walk?
|
| 00:47:15 | Not just stop.
|
| 00:47:20 | Make sure we come clear on.
|
| 00:47:21 | >> On the money with that one.
|
| 00:47:26 | >> Hey, look, it's all about
getting that customer business
benefit.
|
| 00:47:28 | If you don't help them execute,
you're irrelevant.
|
| 00:47:31 | >> We'll be right back with
final thoughts on leadership
from our panel.
|
| 00:47:37 | That was fun, right?
|
| 00:47:38 | >> Thank you.
|
| 00:47:39 | >> It was good, very good.
|
| 00:48:01 | [ thunder crashes ]
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|
| 00:48:52 | Or just one brita filter.
|
| 00:48:56 | ( drop plinks )
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|
| 00:49:02 | Okay, now here's our holiday gift list.
|
| 00:49:04 | Aww, not the mall.
|
| 00:49:05 | .. if you do the
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| 00:49:08 | Shipping's a hassle.i'll go to the mall.
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|
| 00:51:09 | >>> Welcome back to "executive
"
it's time for some final
thoughts on leadership from our
panel.
|
| 00:51:13 | Marissa, let's kick off with
you.
|
| 00:51:14 | >> I think one thing that it's
reinforced by the discussion for
me is focussing on the user.
|
| 00:51:20 | The user and the customer is
what ultimately makes you
relevant.
|
| 00:51:23 | But also optimism.
|
| 00:51:24 | I think that one of the things
that leaders do is paint a
bright vision for the future.
|
| 00:51:29 | And be that around innovation or
future of the teams or why being
green is important, being able
to have that bright vision for
the future that you can really
bring forth for the team to
have people rally around is
important.
|
| 00:51:46 | >> John, give us the final
thought.
|
| 00:51:47 | >> Well, for me it's you have to
be a preacher almost on those
things.
|
| 00:51:49 | If you believe in what you're
doing innovation, you really
have to keep pushing on this
because you're finding your way.
|
| 00:51:55 | Plenty of people that will
explain to you why it cannot be
done.
|
| 00:51:59 | And you really have to believe
when you do innovations, you
know, you have to really push
through and just, you know, go
to the goal.
|
| 00:52:07 | >> Ram, final thought from you.
|
| 00:52:12 | >> Well, a good leader would
inspire the team, not manage
through fear, would essentially
bask in the reflected glory of
their success, of the team's
success, and therefore not take
credit for those success, but
let the team take credit.
|
| 00:52:24 | And not deflect blame, but take
responsibility.
|
| 00:52:25 | >> Interesting.
|
| 00:52:26 | Bill?
|
| 00:52:27 | >> Leaders build great cultures.
|
| 00:52:29 | So number one, put people first.
|
| 00:52:31 | The ultimate competitive
differentiation is the quality
of your people.
|
| 00:52:35 | Whether you get them out of
university mba schools or simply
from the industry, you must
train them and teach them how to
learn and grow around your
product, to value proposition to
the customer, and ultimately the
manner which the customer
consumes value.
|
| 00:52:49 | They have to be obsessed with
this.
|
| 00:52:51 | And that is a culture issue only
leaders can do.
|
| 00:52:56 | >> Jimmy, final thought from
you.
|
| 00:52:58 | >> You can only lead people
where they really want to go
already.
|
| 00:53:00 | So you have to have a vision
that people can buy into that
there is real sincere, authentic
passion throughout the entire
community of your employees,
your customers, everybody,
because if you're not leading
people where they want to go,
you'll never do it.
|
| 00:53:12 | >> Jerry?
|
| 00:53:14 | >> I boil it down to I think
leaders have responsibility to
lead change, to drive change,
and to help other people adapt
to change.
|
| 00:53:20 | In technology, change is
constant.
|
| 00:53:22 | So I think that is our biggest
challenge is helping people
adapt to change.
|
| 00:53:25 | >> We have reached the end of
our hour.
|
| 00:53:27 | Thank you all for being on our
panel today.
|
| 00:53:28 | Much, much appreciated.
|
| 00:53:30 | If you want more on leadership
at home, specifically in
technology, then head to
executivevision.cnbc.com.
|
| 00:53:41 | >> And next week we gather some
of the world's greatest leaders
in transportation they'll tell
us how they're driving
global commerce amid a fuel
frenzy using their "executive
"
this is onstar reporting a stolen blue chevy
tahoe,
south on i-75, near exit 5.
|
| 00:55:02 | We're on it.
|
| 00:55:07 | Onstar, we may have that tahoe.
|
| 00:55:09 | Ok, I'll flash the lights.
|
| 00:55:11 | We got it. it's in the clear.
|
| 00:55:13 | I'm sending a signal to cut the power.
|
| 00:55:19 | We got him.
|
| 00:55:23 | ross, the police have recovered your
tahoe.
|
| 00:55:28 | to
.. yeah?
|
| 00:55:36 | You gonna ask him this time?
|
| 00:55:37 | About what?
|
| 00:55:38 | Our erectile dysfunction.
|
| 00:55:39 | ..no...i don't want to talk about it.
|
| 00:55:42 | Look, you're not alone,
millions of men with ed have talked to their
doctors.
|
| 00:55:46 | ..
|
| 00:55:47 | We can do this.
|
| 00:55:49 | ..
|
| 00:55:49 | (announcer) TALKING TO YOUR DOCTOR ABOUT
Ed
may be the last thing you want to do,
but it's definitely a conversation worth
having.
|
| 00:55:55 | Twenty million men havehad their viagra talk.
|
| 00:55:57 | ..
|
| 00:55:58 | You'll find helpful tipson talking to your
doctor
AT Viagra.com
Ask your doctor if your heartis healthy enough
for sex.
|
| 00:56:04 | Don't take viagra if youtake nitrates for
chest pain
as it may cause an unsafedrop in blood pressure.
|
| 00:56:09 | Side effects mayinclude headache,
flushing, upset stomach,and abnormal vision.
|
| 00:56:13 | To avoidlong-term injury,
seek immediate medicalhelp for an erection
lasting morethan four hours.
|
| 00:56:17 | Stop taking viagra and callyour doctor right
away
if you experience asudden decrease or loss
in visionor hearing.
|
| 00:56:23 | ..
|
| 00:56:24 | And ask if viagrais right for you.
|
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