So let's say you're using XYZ product and you want to do something very sophisticated. You subscribe to this thing, you hit a button, and a CA expert pops up in video.
It didn't make a lot of sense for us to be doing Lotus Notes implementations.
Today we're focused on small acquisitions to add technology where necessary. I think it's fair to say we're not out looking for a large one, but I think it's also very fair to say that as a public company you can never say never.
So if you're a customer today, the same person who came in to demonstrate the technology for you and helped you architect the solution before you bought it is likely going to be leading the team to help you do the implementation.
Failure is unfortunately as common as success.
So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.
Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model.
Well, the security business has been growing. I think security is one of those areas where it's to some degree not linear but maybe exponential growth.
To me, it's really important to drive change through a team because one person, while the buck has to stop with somebody, the company is just too big for one person.
But the real focus should be on people who are buying today because the base is so big it will take a long time for any change materialize on an overall basis.
Finance is critical. If sufficient investment is made in infrastructure and venture capital is made available, there will be a big improvement in the situation.
As I said before, a big part of my strategy says - and the management team I think is in agreement with this - we don't have to be out there with a lot of noise all the time. What we need to do is paint a vision for customers, promise them deliverabl...
