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Every time we bring someone in we ensure that they are a strategic thinker, but even more important that they understand that if the products aren't successful and the products don't sell that there won't be anything to strategize about.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

Since your company is the product that makes all of your other products, it should be the best product of all. When you begin to think of your company this way, you evaluate it differently. You ask different questions about it. You look at improving it constantly, rather than just accepting what it's become.

Our goal is to desperately make the best products we can. We're not naive. We trust that if we're successful and we make good products, that people will like them. And we trust that if people like them, they'll buy them. And we figured out the operation and we're effective. We know what we're doing, so we'll make money, but it's a consequence.

We expect all our businesses to have a positive impact on our top and bottom lines. Profitability is very important to us or we wouldn't be in this business.

I think the success around any product is really about subtle insights. You need a great product and a bigger vision to execute against, but it's really those small things that make the big difference.

I have shifted my mindset in terms of how companies should... focus on building amazing products. If you have amazing products, the marketing of those products is trivial.

Marketing is what you do when your product is no good.

When the product is right, you don't have to be a great marketer.

Launching a successful product or startup has little to do with luck. Any business that gains traction on the market is the result of very careful strategizing and market analysis, not to mention the development of an original product or service.