The most important 'speed' issue is often not technical but cultural. It's convincing everyone that the company's survival depends on everyone moving as fast as possible.
Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks... ...
In fact, that's where my vision of the coming digital opportunity is somewhat different from other people's. I divide it into three parts. One is the office. That's the one I'm most excited about and is the most concrete.
We win because we hire the smartest people. We improve our products based on feedback, until they're the best. We have retreats each year where we think about where the world is heading.
Imagine the disincentive to software development if after months of work another company could come along and copy your work and market it under its own name...without legal restraints to such copying, companies like Apple could not afford to advance... ...
Microsoft has had its success by doing low-cost products and constantly improving those products and we've really redefined the IT industry to be something that's about a tool for individuals.
