Behind the Cloud

Index

Draper, Tim, 153 49–52; tips for great, 55–56; using word-of-mouth
Dreamforce, 61–63, 65 phenomenon, 47–49
DuPont, 99 Expanding: brand globally, 188–192; managing costs
and, 176–177; sales, 95, 184–185
E
F
E*TRADE, 100, 203
E-Rate, 144 Farber, Doug, 177–178, 189, 190, 199
Earth Council, 163 Feedback loops, 71
EBay, 108, 114, 140–141, 183 Field sales teams, 89
Ebersole, Scott and Wendi, 247 Financing: angel investments, 206–207; building
Editorials, 47
80/20 rule, 12–13, 174 financial team, 209–210; estimating need for,
Einstein, Albert, 11 201–203; evolving models of, 207–208;
Einstein, David, 24 fundraising strategies for, 203–205; growing into
Ellison, Larry, 14–15, 16–17, 30, 31, 136, 137, 138, public corporation, 218–220; preparing and filing
IPO, 210–215; revenue vs. profitability, 208–209;
204, 226 SEC compliance and, 215–218
Employees: being on-message, 55; career paths for, Financing. See also IPOs
Firing employees, 249
250–252; corporate philanthropy and, 147; Fisher, Steve, 121
employee-inspired foundations, 161–165; Fleischer, Corinne, 158
empowering as volunteers, 141–142, 161–162, Flynn, Erin, 238
163–164; engaging and growing, 247–248; Focusing, 12–13
feedback from, 249–252; finding innovative, 240; Forbes, 24
firing, 249; fostering loyal, 246–247; incentives for, Forbes, Michelle Pohndorf, 13
245–246; listening to, 81; measuring success of, Forbes, Steve, 156
251; moving to satellite offices, 193–196; as part of Force.com, 122–123
marketing team, 33–34, 35; retaining, 242–244; Fortune, 24, 39
sabbaticals for, 1–3; training, 252, 253–254 Foundations: employee-inspired, 161–165; including in
Employees. See also Hiring employees business model, 140–144; integrating in company,
End of Software mission: branding for, 28–32; creating 139–140; mimicking business, 166–168; 1–1–1
story with, 40–41; mock protests, 36–37, 65, Model and, 142–143, 159–161; Oracle’s
197–198; on-demand model vs. hosted choices, development of, 137–139; sustaining endowments
105–106; positioning, 24–25; success of, 256 of, 166–168
Enron, 212 Foundations. See also 1–1–1 Model
Enterprise sales, 177–178 Francis, Bruce, 111, 113
Entrepreneurs: belief in self, 5–6; defining values and Free trial subscriptions, 67–68, 96–97
culture, 11–12; defying convention, 14; developing Fun: corporate philanthropy as, 148; with events,
vision, 3–4, 198; focusing work, 12–13; getting 61–63, 65–66
good advice, 7–8; handling global disputes, Fun facts, 94
188–192; having mentors, 14–15; hiring best
players, 15–17; listening to customers, 13–14, G
85–86; making changes, 19; reducing start-up costs,
206–207; responding to criticism, 9–11; sabbaticals Gabriel, Peter, 151
for, 1–3; taking risks, 18–20; thinking bigger, Garnett, Katrina and Terry, 2
20–21; working with top talent, 7–9, 15–17 Garnett, Steve, 178, 246–247
Environmental responsibility, 161–163 Gartner, 6, 257
Ernst & Young, 213 Gateway, 145
Escalate Retail, 69 GE, 258
European Technology Roundtable Exhibition (ETRE), GenevaGroup, 205
24 Girl Scouts, 167
Evans, Matt, 53 Global leaders, 188
Events: changing strategies for, 65–66; developing Global strategies: communicating corporate vision,
strategies for, 37–38; establish market relevance, 60,
63–64; having fun with, 61–63, 65–66; hosting, 178–179, 195–196; cultural sensitivity and, 192,
54–56; inexpensive, effective, 57–59; planning, 197; cultural sensitivity in marketing, 196–198;
59–60; seizing unlikely opportunities, 63–64; demonstrating local commitment, 198–199;
selling to end users, 52–54; staging mock protests, developing global product capacities, 169–170;
36–37, 65, 197–198; Street Team concept for, expanding without overspending, 176–177;

273

INDEX

guidelines for, 174–175; handling global disputes, Innovation: announcing regularly, 60; finding
188–192; international partnerships supporting, innovative employees, 240; IdeaExchange and,
179–182; planning, 182–186; selecting global 127–130; pursuing in product development,
leadership, 186–188; soliciting development advice 103–106
as, 13; starting Asia-Pacific business, 192–196
Gloster, Fergus, 170, 171–172 Innovator’s Dilemma, The (Christensen), 43, 255
Goals: aligning organization to, 225–230; matching Inspiration and vision, 1–3
marketing to intended, 223 Intelligent reaction, 132–133
Goldberg, Evan, 136 International leaders, 188
Google, 108, 119, 127–128, 160–161, 183, 217 International partnerships, 179–186
Google Foundation, 158 Internet File System, 14–15
Gore, Al, 151, 162 Interviewing candidates: checks and balances in,
Graham, Reverend Billy, 50
Gratitude, 244–246 234–235; establishing relationships, 235, 241;
Gray, Jim, 17 scheduling regularly, 238
Great Plains, 43 Introductory parties, 25–27
Greeting new hires, 243 Investors: angel, 206–207; finding friends and family,
Grenney, Jamie, 127, 128 203–205; mentors as, 15
Gretzky, Wayne, 17 IPod, 126
Growth: employing sequential strategies for, 177–178; IPOs: evolving to public corporation, 218–220; filing,
engaging employees for, 247–248; preparing for 213–215; formalities after, 218–223; philanthropic
sales, 86–91; seed-and-grow strategy, 86–91, 100, freedom gained by, 153–156; preparing for,
237; thinking big, 91–92 210–215; SEC compliance and, 215–218
Gupta, Arjun, 2, 3, 205 IRobot, 161
Guynn, Jessica, 31 ISyndicate, 70

H J

Habitat for Humanity, 166 Japan Post, 123, 185
Hambrecht & Quist, 205 Jobs, Steve, 14
Hammer, MC, 49 Journalists, 40–44
Harris, Parker, 8–9, 11, 18, 20, 24, 104, 106–107, Juster, Ken, 221–222
Justice, Rick, 91
110–113, 117, 122, 139–140, 227
Harvard Business Review, 4 K
Hasbro, 141–142
Hassenfeld, Alan, 141 Kentucky Fried Chicken (KFC), 170
HBV Enterprise, 156 Kirkpatrick, David, 24
Hewlett-Packard, 140, 145 Kitamura, Akira, 182
Hiring employees: building recruiting culture, 15, 16, Koa, 12, 171
KPMG, 99, 218
17, 19, 233–239; checks and balances in, 235;
finding best players, 7–9, 15–17; finding innovative L
employees, 240; international guidelines, 175;
maintaining hiring standards, 239–242; retaining Lam, Cristina, 155, 156
and, 242–244 Landmark Training, 156
Hotmail, 20, 105 Lane, Ray, 136
Howard, Marty, 117 Leadership: building recruiting culture, 15, 16, 17,
Howe, Jeff, 129
Hu, George, 44–45 233–239; firing employees, 249; focusing and
Huang, Jessica, 155 aligning, 225–233; fostering loyalty, 246–247;
instilling gratitude, 244–246; international versus
I global, 188; local, 187–188; looking for top
employees, 238–239; maintaining hiring standards,
IDC, 257 239–242; motivating employees, 247–248;
IdeaExchange, 127, 128, 231–232 soliciting employee feedback, 249–252; vision and,
IdeaStorm, 128–129 16–17
In-kind product donations, 156–158, 166 Leads, 74–76
Inconvenient Truth, An, 162 Left Coast Software, 7–8, 9
Infocomm Development Authority, 196 Legal teams, 221–222

274

Index

Leveraging: business partnerships, 59; competition, Moellenhoff, Dave, 9–10, 11, 21, 106–107, 117–118,
60–61; internal/external resources, 252–254; times 139–140
of change, 82–85
Monster.com, 53
Levi Strauss & Co., 140, 141 Moore, Charlie, 217–218
Liberty Software, 121 Morale, 245
Licensing software, 6 Morgan Stanley, 123
Liedtke, Michael, 31 Multiforce, 122
Light-and-love philosophy, 188–192 Murase, Haruo, 184–185
LincVolt, 229 MyStarbucksIdea.com, 120, 129
Listening: to constituents, 148–152; to customers,
N
13–14, 85–86
LiveOps, 161 Nakada, Paul, 12, 237–238
Local experts, 181 National Geographic Society, 167
Local leaders: building new markets with, 187–188; NativeEnergy, 155, 162
Negotiating sales terms, 94
injecting with corporate spirit, 170–172 Nestle´, 167
LookSmart, 82 Netscape, 89
NetSuite, 161
M Networking, 56
New York Stock Exchange, 153, 210–211, 212–213,
Mahalo, 244–246
Mahowald, Robert, 257 217, 258
Mark, Diane, 70 New York Times, 41, 215–217, 220
Market leaders: engaging, 39–40 Newsom, Gavin, 152
Marketing: becoming market leader, 66; branding and, Nikkei, 185
No Software logo, 28–29, 32
32; cultural sensitivity in, 196–198; developing Nucor, 255
strategies, 37–38; differentiating company, 28–31;
engaging market leaders, 39–40; establishing O
product relevance, 60, 63–64; going after market
leaders, 34, 36–38; including employees in, 33–34, OASIS (Oracle Automatic Sales and Automatic
35; introductory parties and, 25–27; making into Systems), 5
story, 40–41; matching to intended goals, 223;
metaphors for, 44; model for, 44–45; persona for, Obstacles: correcting, 233–236; recognizing strategic,
27–28; positioning and, 23–25; product 226–227, 228
innovations and, 60, 103–106; relationships with
journalists, 41–44 1–1–1 Model: corporate structure for, 164–165;
Marketing. See also Branding developing globally, 178; evolution of, 141–144;
Marooney, Caryn, 24 in-kind product donations, 156–158, 166;
Mata Amritananadamayi (Ammachi), 2–3, 136 involving others in, 159–161; sharing publically,
McGraw-Hill, 89 146–147; success of, 256
Measures, 227, 228
Menefee, Douglas, 123 Operation Smile, 141
Mentors, 14–15, 19, 31, 137 Oprah Winfrey Show, 138
Merck & Co., 143 Oracle, 5, 14–16, 30–31, 63, 64, 104, 109, 137,
Merrill Lynch, 95
Metaphors for marketing, 44 170–172, 179, 225–226, 253
Methods, 226, 228 Oracle’s Promise, 137, 140, 145
Metrics: basing marketing on, 44–45; criticisms of, 227, OutCast Communications, 24, 33
228; market segmenting and, 80–81; measuring
employee success, 251; monitoring success with, P
101; revenue vs. profitability, 208–209
MGM, 203 PaaS (Platform-as-a-Service): AppExchange and,
Microloan Foundation, 157 125–126; developing applications with, 123–125;
Microsoft, 42, 43, 66, 172, 176, 253 extending SaaS with, 122–123
Microsoft Hotmail, 20, 105
Millham, Brian, 83 Page, Larry, 160–161
Miner, Allen, 180–181 PalmOne, 161
Minor, Halsey, 205 Panozza, Kevin, 190–191
Mizuho Information Research, 185 Paperwork for sales, 94
Partnerships: collaborating with, 131–132; leveraging

business, 59
Passion, 16
PayPal, 160, 172

275

INDEX

Peek, Jeffrey, 93 Prospects: introducing to happy customers, 100–101;
PeopleFinder project, 163–164 preparing to talk with, 88
PeopleSoft, 218
Performance incentives, 245–246 Public relations: capitalizing on competition’s, 41–44;
Philanthropic models: choosing cause for, 144–146; changes in public image, 217, 220–221; company
story for, 40–41; developing cohesive message,
employee-inspired foundations, 161–165; Google’s 33–34; market positioning and, 23–25; receiving
philanthropic commitment, 160–161; in-kind global, 185–186; regular announcements for, 60;
product donations, 156–158, 166; including reliability and, 114; sharing philanthropic models,
foundation in business model, 140–144; 146–147
incorporating in existing company, 135–139;
integrating with corporate organization, 139–140; Q
involving business partners and networks in,
159–161; listening to constituents, 148–152; Quiet-period rules, 215–218
self-sustaining, 153–156, 166–168; sharing
publically, 146–147 R
Pinkham, Elizabeth, 37
Planning: events, 59–60; global expansion, 182–186; Rainforest2Reef, 157, 160
headquarters and territories, 172–173; long-term Recharge time, 1–3
revenue, 223; tax, 220; V2MOM for, 225–230 Recruiting: building culture for, 15, 16, 17, 19,
Planning. See also V2MOM
Platform-as-a-Service. See Paas 233–239; maintaining hiring standards, 239–242;
Playboy, 217 retaining top talent, 242–244
Positioning: developing strategies, 37–38; importance Red Cross, 157
of, 23–25 Relationships: with competition and customers, 39–40;
Positioning (Ries and Trout), 37 cultivating with journalists, 41–44; establishing in
Post-event responses, 56 candidate interviews, 235, 241; establishing with
Powell, General Colin, 136, 137, 138–139, 144, 146 leaders, 241; fostering loyalty with, 246–247;
Power: personal, 17 leveraging business partnerships, 59; treating
Power of Us, 146–147, 160 customers as partners, 69–71
PowerUP, 144–145, 148 Relevance: events establishing market, 60, 63–64; giving
PR Week, 37 philanthropic efforts, 148–152
President’s Summit for America’s Future, 136–137 Reliability: public relations and, 114; service disruptions
Pricing products, 78–79 and, 110–113
Product development: communities of collaboration for, Reusing infrastructure technology, 109–110
131–132, 145; delivering products quickly, Revenue: challenges of subscription model, 218–220;
107–108; ease of customer adoption, 119; long-term planning for, 223; profitability vs.,
encouraging customer feedback on, 13–14; finding 208–209
talent for, 7–9, 15–17; harnessing customers’ ideas, Rewarding volunteers, 165
127–130; including global capabilities in, 169–170; Ridout, Bob, 99
innovative, 103–106; intelligent reaction in, Ries, Al, 37
132–133; letting customers drive, 115–118; Risks: developing company persona, 27–28; taking,
Platform-as-a-Service, 120–125; providing 18–20
marketplace for solutions, 125–126; reusing Robinson, Phill, 58
infrastructure technology, 109–110; speed and Rosebud Sioux Tribe, 162
simplicity in, 106–107; testing product usability, Rotating assignments, 248
13–14; transparency in, 110–113, 114 Rudnitsky, David, 89–95
Product launch: choosing partners for, 179–182;
cultural sensitivity for global, 192, 197; expansion S
without overspending, 176–177; global strategies
for, 174–175; handling global disputes, 188–192; SaaS (Software-as-a-Service): developing regulatory
instilling corporate spirit in global leaders, environment for, 221–222; inspiration for, 3–4,
170–172; preparing for global capabilities, 135–139; on-demand model vs. hosted choice,
169–170; projecting success for, 175–176; selecting 105–106; PaaS as extension of, 122–123; potentials
global leadership, 186–188; sequential growth in CRM for online, 6; providing API, 119; public
strategies, 177–178; telesales teams for, 172–173 relations for, 23–25; revenue recognition position
Professional services. See Corporate sales teams paper for, 214; selling directly to end users, 52–54;
Project Homeless Connect, 142–143 testing product usability, 13–14

SaaS (Software-as-a-Service). See also PaaS
Saba, 7, 8, 9
Sabbaticals, 1–3

276

Index

Sales: abandoning unsuccessful strategies, 96–97; Schmidt, Meredith, 218–219
building with word-of-mouth, 47–49; call Schultz, Howard, 129
preparation for, 92–93; closing, 93; cooperative Schumacher Group, 123
effort in, 92; corporate and enterprise models for, Sclavos, Stratton, 205
177–178; directing with V2MOM, 232–233; Seagate Technology, 124
enlisting customers for, 73–76; establishing pricing Seagull approach, 198–199
for, 78–79; facts creating credibility for, 94; free SEC quiet-period rules, 215–218
trial strategies, 67–68, 96–97; increasing number of Securities Act of 1933, 217
reps for, 79–80; introducing prospects to happy Security and career change, 19
customers, 100–101; landing and expanding, 95, Seed-and-grow strategy, 86–91, 100, 237
184–185; leveraging times of change, 82–85; Segmenting markets, 80–81
metrics monitoring, 101; negotiating, 94; Seibel, 61
paperwork for, 94; performance incentives for, Sequential growth strategies, 177–178
245–246; preparing distribution and growth of, Service disruptions, 110–113
86–91; pursuing game-changing, 95; recruiting as, Shankar, Sri Sri Ravi, 2
236–239; segmenting markets, 80–81; selling Sharing best practices, 94
corporate services, 98–100; strategies for trial offers, Siebel, 63, 64
96–97; supporting existing customers, 97–98; Siebel, Tom, 5, 6, 7, 38, 39
targeting to higher education and NGOs, 166–168; Siebel User Group conference, 34, 36–37
telesales, 76–78; thinking big, 91–92; treating Sill, Igor, 205
customers as partners, 69–71; visiting customers, Simplicity, 106–107
93; Web sites as reps for, 72–73 Singh, Narinder, 109–110, 127, 131–132
Skoll Foundation, 161
Sales force automation (SFA), 5–6 So, Clarence, 62–63
Sales reps: commissions motivating, 85; increasing SoftBank Commerce, 183
Software-as-a-Service. See SaaS
number of, 79–80; sharing best practices with team, Sohl, Jeffrey, 206–207
94; using Web sites as, 72–73 Southwest Airlines, 258
SalesForce Australia, 189–191 Speed, 106–107
Salesforce Foundation: establishment of, 140; 1–1–1 Stakeholders’ success, 255–260
Model of, 142–143, 159–161 Stanford University, 157
Salesforce.com: AppExchange and, 125–126, 196–197; Starbucks, 120, 129, 203
beginnings of, 11–12, 14–21; branding, 28–32; Start-up companies: adopting formalities after IPO,
collaborative spirit of, 131–132, 145; creating story
about, 40–41; customer success managers at, 220–223; believe in yourself, 5–6; building
97–98; designing limitless system, 103–106; recruiting culture, 15, 16, 17, 19, 233–239; career
developing Web-based operating system, 120–125; development in, 250–252; choosing international
employee-generated disaster relief at, 163–164; partners, 179–182; creating image with events, 54;
ensuring reliability, 110–113; environmental defining values and culture, 11–12; defying
mission statement of, 163; evolving vision convention, 14; demonstrating commitment,
statements, 232; focusing, 12–13; free trial 198–199; developing vision for, 3–4, 178–179,
subscriptions, 67–68, 96; going after market 195–196; differentiating, 28–31; disruptive
leaders, 34, 36–38; harnessing customer ideas, business models of, 255, 259; ensuring stakeholders’
127–130; initial meetings about, 9–11; initiating success, 255–260; establishing product relevance,
product market, 60–61; introductory party for, 60, 63–64; estimating financing needed, 201–203;
25–27; keeping on-message, 33–34, 35; listening to evolving to public corporation, 218–220;
customers, 13–14, 85–86; listing on NYSE, 153, expanding without overspending, 176–177;
210–211, 212–213; marking success with financial team for, 209–210; focusing work, 12–13;
donations, 167–168; persona of, 27–28; preparing fundraising strategies for, 203–205; getting good
for sales growth, 86–91; product development at, advice, 7–8; global strategies for products,
106–107, 115–118, 132–133; seed-and-grow 174–175; having mentors, 14–15; hiring best
strategy, 100; selling to end users, 52–54 players, 15–17; injecting local leaders with
Salesforce.com. See also 1–1–1 Model; V2MOM corporate spirit, 170–172; integrating philanthropic
Salmart, 191 model in, 139–140; listening to customers, 13–14,
San Francisco Chronicle, 42 85–86; long-term revenue planning, 223;
Sano, Chikara, 174, 180 philanthropic foundation in business model,
Sarbanes-Oxley filings, 220 140–144; planning global growth, 172–173;
Satellite offices, 193–196 preparing and filing IPO, 210–215; pursuing top
Schachter, Carl, 83, 87–88, 186–187 talent, 7–9, 15–17; recharge time when developing,
Schellhase, David, 215–216

277

INDEX

1–3; reducing costs of, 206–207; responding to V
criticism, 9–11; revenue vs. profitability in,
208–209; sequential growth strategies for, V2MOM: aligning officers to, 230–233; creating own,
177–178; starting satellite offices, 193–196; staying 229; evolution of, 225–226; meaning of, 226–227;
scrappy, 65–66; taking risks, 18–20; thinking Salesforce.com’s use of, 228
bigger, 20–21; venture capital and, 205
Steele, Jim, 89 Values: aligning with V2MOM, 225–230; defining
Story: developing for reporters, 40–41 company, 11–12
Street Team concept, 49–52
Subscriptions: advantages of, 10, 90; business model Van Veenendaal, Frank, 85
based on, 76; converting to contract model, 82–85, Vargo, Angela, 130
207–208; donating to nonprofits, 156–158, 166; Veeva Systems, 99
free trial, 67–68, 96; licensing vs., 6; revenue Venrock, 2
challenges with, 218–220 Venture capital: angel investments vs., 206–207;
Success: End of Software mission, 256; ensuring
stakeholders’, 255–260; evaluating sales strategies, estimating and finding, 201–203; start-up
96–97; measuring employee, 251; metrics companies and, 205
monitoring corporate, 101; planning successful VeriSign, 205
events, 55–56; projecting for product launch, Vision: developing your, 1–4; establishing with
175–176; sharing financial, 217–218; supporting V2MOM, 225–230; examples of Salesforce.com,
customers’, 97–100 232; finding employees who share, 241; importance
Sugal, Cheri, 157 of, 16–17; selling to potential employees, 236–237;
SunBridge, 181–182 sharing with new hires, 244; statements of
SunGard, 89–91, 94 corporate, 232; staying true to, 198
Susan G. Komen for the Cure, 166 Visualforce, 122
Swift River Consulting, 160 Volunteerforce, 121
Volunteers: empowering employee, 141–142, 161–162,
T 163–164; rewarding, 165

Talent. See Hiring employees W
Tax planning, 220
Teach First, 157 Waitt, Ted, 205
Telesales: designing teams for, 172–173; preparing for, Wall Street Journal, 23, 31, 39, 41, 43, 72, 73
Wallace, Mitch, 16, 99
92–93; tips for, 78; using, 76–78 Wardrobe for Opportunity, 160
Testimony: capturing from events, 56; defined, 47; Web sites: placing event content on, 56; positioning

fine-tuning international, 183; fostering customer, with, 24
49–51; managing and using customer, 51–52 WITNESS, 157
Testing product usability, 13–14 Wooster, Peter, 72
Theikos, 160 Word-of-mouth phenomenon, 47–49
Thomson Reuters, 123 Wright, Steve, 149
Trademark infringement, 189–190
Training programs, 252, 253–254 Y
Transparency, 110–113, 114
Trell, Julie, 145, 146, 149 Yahoo!, 105, 108
Trial offers, 67–68, 96–97 Yazdani, Bobby, 7–8
Tribune Media Services, 53 Yesil, Magdalena, 18, 82–83, 204
Trout, Jack, 37 Yoshimoto, Kazuhiko, 185
Trust, 110–113, 126 Young, Neil, 229
Tyco, 212 Youssefnia, David, 250
Tzu, Sun, 10–11, 38 Youth Media Festival, 150–152

U Z

Uda, Eiji, 183–184, 187, 195 Zweben, Monte, 69
UN World Food Programme, 158, 160
United Way, 157
UpShot, 61

278

Praise for Behind the Cloud

“Salesforce.com and Google share a vision for how the cloud will revolutionize comput-
ing. Behind the Cloud gives us a rare glimpse at the development of one of the most
important trends in business today.”
—Eric Schmidt, CEO, Google

“In Behind the Cloud, Marc Benioff takes us through the ups and downs of building
one of the most extraordinary businesses of our time and reveals the tactics that gave
salesforce.com its amazing edge. This book will show you how to focus your vision,
think differently, align your organization—and transform your business and your life.”
—Anthony Robbins, author, Awaken the Giant Within and Unlimited Power

“Reading this book, I laughed out loud many times as Marc told his story, a story of
great ideas, thunder-stealing pranks, and a world consciousness that is at the heart of
salesforce.com.”
—Neil Young

“Reading, but also afterwards, practicing the 111 plays described by Marc Benioff
opens the door for entrepreneurial success much better than any MBA program.”
—Klaus Schwab, founder, World Economic Forum, and cofounder, Schwab
Foundation for Social Entrepreneurship

“Cisco and salesforce.com share a vision of how the network is the platform to trans-
form business. In his book, Benioff outlines how salesforce.com has used cloud com-
puting to disrupt and reshape the enterprise software space. It is clear that we are just
beginning to understand the potential of networked business and the future benefits
and productivity gains of the next phase of the Internet.”

—John Chambers, chairman and CEO, Cisco

“Behind the Cloud demonstrates what happens when companies act as good citizens.
Everyone—from employees to shareholders to the community—wins. Get ready to be
inspired and make a difference.”
—Charles Moore, executive director, Committee Encouraging
Corporate Philanthropy

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