If you think about the market that we're in, and more broadly just the enterprise software market, the kind of transition that's happening right now from legacy systems to the cloud is literally, by definition, a once-in-a-lifetime opportunity.
The business models in enterprise have changed pretty dramatically. A huge problem with enterprise software traditionally has been usually you sell to the customer and then they adopt the technology. The great thing about 'freemium' and the new way enterprise software is being sold is you get to try it first and then buy it.
I tend to not discriminate when it comes to people I can learn from. Basically, if someone has built a meaningful business in software, technology or media, faced disruption and adversity, and overcame underdog status, I want to know how they did it.
Broadcom is the descendent of a nearly 60-year-old unit of the original Hewlett-Packard. Semiconductor companies are like enterprise software companies: they don't die easily.
Venture capitalists are like lemmings jumping on the software bandwagon.
We have a company, Geometric Software, which is into engineering services software. We have a company called Nature's Basket, which is into gourmet retailing. Both are specialized companies.
Our democracy, our constitutional framework is really a kind of software for harnessing the creativity and political imagination for all of our people. The American democratic system was an early political version of Napster.
There's a fundamental problem with how the software business does things. We're asking people who are masters of hard-edged technology to design the soft, human side of software as well. As a result, they make products that are really cool - if you happen to be a software engineer.