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14 results for “platform disruption”
...And because of the benefits of software, we were able to fundamentally change the usage patterns in the data center. And once you start to change the usage patterns and the behaviors of the practitioners, then you get locked in and the disruption is
2:57 / 4:05
from transcript2:57 – 4:05
...disruption that you're bringing to the market and then tailor the rest of the go to market around it. Yeah. And so that's why we chose different approaches in both cases. The other thing that I would say to what Raghu said is, you have to define very
12:43 / 13:47
from transcript12:43 – 13:47
we can talk about examples where that's most in practice today. You know, Sarah and Kimberly from our side led investment investments in Decagon. Customer service is the most obvious one where you can certainly price based on completion of a task. It
23:10 / 24:19
from transcript23:10 – 24:19
...These platforms tend to start egalitarian. They tend to start, as a great opportunity, but there is what's called platform risk. Now platform risk is that the the person tending the garden decides they want to re landscape. They they wanna move they
11:57 / 13:13
from transcript11:57 – 13:13
And so I still think we're in a in a pretty good balance, and and we're gonna have a lot of a lot of new companies and a lot of growth among the the hyperscalers. I think that's that's about right. So the terminology of sustaining versus disruptive c
30:46 / 31:49
from transcript30:46 – 31:49
...changes and disruption because I do you remember when, like, Tinder came out and it was all about that, like, swipe interface? And then everyone tried to build, like, almost like a Tinder for property, a Tinder for fashion, whatever, and it was just
20:14 / 21:20
from transcript20:14 – 21:20
Yeah. Innovation or disruptive technology is not sufficient. It was very disruptive. If you're an abacus maker or or a Monroe calculator maker, it puts you out of business. Very disruptive, but completely went out of business after a while and then h
8:14 / 9:17
from transcript8:14 – 9:17
Customer service is the most obvious one where you can certainly price based on a completion of a task. It's better, faster, cheaper value prop to customers. So if you are going to compete with a seat based customer service thing, look out. That's ha
25:28 / 26:43
from transcript25:28 – 26:43
companies that also emerge. And then over time, those will just continue to scale. To mobile. And some and some don't make the transition. Yeah. Yeah. And some will go down on a relative basis because their or, like, their market wasn't as ripe for a
56:13 / 57:54
from transcript56:13 – 57:54
...I mean, every platform shift is not the same. They're all different. And if you're going from on premise software to delivering in the cloud, that is a major major transition that I can imagine many incumbents would struggle to do in a way as fast as
31:17 / 32:42
from transcript31:17 – 32:42
...disruption in the sense of, like, we expect that the incumbent has to lose Right. This new startup. And that never happens. It never happens. And so it it's the it's the whole radio, TV, you know, theater, you know, movie analogy. And it's like it's
41:49 / 43:47
from transcript41:49 – 43:47
...of disruption that is coming for these companies, business model shift is number one. And so we can talk about examples where that's most in practice today. You know, Sarah and Kimberly from our side led investment investments in Decagon. Customer se
22:30 / 23:48
from transcript22:30 – 23:48
...of disruption that is coming for these companies, business model shift is number one. And so we can talk about examples where that's most in practice today. You know, Sarah and Kimberly from our side led investment investments in Decagon. Customer se
24:41 / 25:51
from transcript24:41 – 25:51
...a global platform, moving toward multiple pathways,
12:46 / 13:55
from transcript12:46 – 13:55
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