Words matter. These are the best Aneel Bhusri Quotes, and they’re great for sharing with your friends.
I liked business. I found it fascinating.
There’s nothing slowing down about the shift to the cloud. I don’t see anything on the horizon that is changing that.
When we started Workday, we were originally very focused on the core HR system. Then we added payroll, and then we got into performance management.
If you’ve got five or six cloud apps, do you want a different user ID and password for each one? No.
Workday is constantly looking into the future and, you know, building applications that stay modern and relevant.
You can’t replace luck and timing. With Workday, our timing was perfect. We started in 2005 right as cloud computing was beginning to take off.
NetSuite was a really good company.
I found a great mentor early on in my career, Dave Duffield – a legendary software innovator, great individual, and a wonderful leader and human being.
The iPad is an amazing phenomenon. It is disrupting the enterprise. If you are an average employee, you can do anything for HR and Finance on the iPad.
What’s great about the iPad and iPhone is that they are easy-on, easy-off.
We work as a team, and that is a huge part of why we have been successful; we run fast as a team.
We spend a lot of time looking at the things we like: Amazon, Google, Facebook.
Because everybody else was investing in the consumer Internet, I did, too.
I’m not a stock expert by any means. Stocks go up; they go down.
Happy employees build great products, and they take care of customers.
San Francisco is a wonderful city, but you do have housing issues. If tech companies don’t do the right thing, they can dislocate a lot of what makes San Francisco special. At Workday, we want to be on the right side of that.
I hired a guy named David Sze to do consumer investing at Greylock. And he went on to invest in Facebook and LinkedIn. So I guess I did something right.
All you can worry about as CEO is making sure your company continues to build great products, deliver the revenue, and keep your customers happy.
Candidly, when you go back to ’07 or ’08, it was hard to sell cloud. We started out by focusing on large enterprises on day one. Everybody thought cloud was for SMBs (small and mid-size businesses), but we made the leap that it was going to be for large enterprises, that they were going to replace their core systems.
People like me, when we’re interviewing, we’re not going back to our desktop to fill out a recruiting form. If I can quickly submit my evaluation through an iPhone or an iPad, that makes me a lot more productive.
I’m hard-pressed to think of companies that don’t need venture capital that are going after big opportunities. I think, in almost all cases, if they’re going after big opportunities, they are going to need to raise quite a bit of money.
Oracle is not known for its high levels of customer satisfaction.
You don’t see a lot of great companies built on easy problems to solve.
If I could get Office on a tablet, I’d throw my laptop away.
The best way to avoid bureaucracy is to have small teams who are empowered to make decisions and get their work done.
I would be amazed if Oracle does not buy NetSuite.
I started to invest in very-early-stage companies where, even though I wasn’t the founder, I could help shape the early strategy and culture.
The enterprise cloud is a very secure cloud at this point.
I don’t think anyone is better than Amazon, and all the new generation of enterprise companies are basically copying them.
Success begets success in terms of customer deployments and having truly happy customers.
I think the bring-your-own-device is the best thing that ever happened to CIOs. Now employees are paying for their own devices.
What I hope is, over time, users should not have to read a training manual. They should say, ‘I totally get the Workday iPad app, because it runs the way my consumer apps run.’
Small companies tend to go out of business. Large ones don’t.
I sit on the board of Cloudera, a big vantage point of big data.
I have long been fond of comparing Workday strategy to the process of sending a rocket to the moon.
When you get big, there’s a tendency to get caught up in process and bureaucracy.
The goal isn’t just to make transactions: it’s to make better decisions in the way you run your business. If that’s not at the top of every executive’s priorities, then they shouldn’t be an executive.
If you stay very focused on customers and customer success, people pay attention to that – and in turn, they also want that same type of success.
I think, in general, data protection really matters.
Tablets are more intuitive than a PC or laptop. They also have more real estate than a smartphone.
