Workday

“What I found is good people with high integrity, you can teach them a lot. There's a lot that goes with just being a good person, and you can teach them to be a good manager.”

“It starts with employees, not with customers. Employees are the core of who we are. We hire great employees. Great employees take care of your customers.”

“When you go, want to go from 50 to a hundred and a hundred to a billion, then you need to build in process and scale, and you need to come in with professional managers, not just being managers, but managers of managers.”

“You can get to that by understanding the way people talk about their accomplishments. If they talk about we did this and we did that as a team, you know, you've got a pretty good fit there.”

“We get additional stock if we hit that 95% customer satisfaction level. So you drive behavior through the incentives, and shared incentives are always the best.”

“When Anil founded Workday with his co-founder, David Duffield, they personally interviewed not just the first 150, but the first 500 employees.”

“Nothing drives innovation more than continually to expand your product portfolio. Not, not getting crazy about it, but that's growth. That becomes also a way to become more strategic to your customers.”

“In turn, we've had customer satisfaction above 95% ever since we started measuring customer satisfaction. Probably 10 years ago. Right now it's currently at 98%, and you know, I don't think unhappy employees would be able to do that.”

“Our whole B to B is based on a behavior change platform, broken down into science-based micro steps for change, and the most important micro step in learning to live with incompletions is declaring an arbitrary end to your day. You have to declare it. You have…”