>> live from Mountain View, California. It's the queue covering definite create twenty nineteen. Brought to You by Cisco >> Welcome back to the cave. Lisa Martin with John Fourier. Live at Cisco Definite Create twenty nineteen at the Computer History Museum in Mountain View, California John Mayer, please to welcome to the Cube Jeff Levin, sailor collaboration Engineer from Presidio Jeff, It's great to have you joining us today. >> Yes, great to be here. >> So lots of energy. You can hear all this noise behind us. We heard this morning in the key note that the definite community is now well over half a million strong. You mentioned before we went line. This is your second definite creates before we get into our city and Cisco. Tell me a little bit about your involvement in the definite community. >> Uh, so I got >> started just looking for support, and it's not like it's a supported product. This is a new venture for everybody. So you go out and you find these little avenues to get questions answered. And WebEx teams has a great community support and just ask a question ended up answering more questions than I was asking, and, you know, that kind of like got me started down this path of, you know, people bounce ideas off each other So really, this is Ah, homecoming. And it's just people inspiring each other If you really want to learn And deep dive Obviously I'm a self learner, so I'll just sit down and really get into it. But I come here to get inspired and the Kino just >> Will you wait? Yeah. What was the key? What was the highlight for you on the Kino? What was >> anything Ashutosh has to talk about? Ashutosh is on the I guess, the incubator side. He comes up with these things, and his job is to get people excited about the FBI's. So today he had an augmented reality app with his phone and he would go around and show network coverage of a WiFi hot spot. You can go up to an access point and troubleshoot network of problems by seeing if on access, points registered or not. So my mind, I'm thinking how many times I go in the data center and look, I have to plug in a laptop to look to see what the lands on a port. Now, Aiken take that same approach too, you know, put my phone out in a data center, and okay, this witch has ah, this V lands here. I could plug it. Antonito even need to plug my laptop. >> I mean, he first introduced the beginning of that demo at Cisco Live in Barcelona. Totally blown away. He's a demo. God first. Yeah, he's amazing. But it shows the automation right and also shows the new kind of experiences. I think to me what is inspiring to me about this community. I'd love to get your reaction. This is that It kind of shows a new way to do work. And it's all about making life easier, But it's also more capability. You can see all the configurations and then ultimately writing new apse. That seems to be the theme. Create definite curiosity with all these capabilities. Is that kind of something that you're seeing as well? What's your reaction to that? That kind of this new way of doing things. >> Wow. I mean, it's we have a code competition are Presidio called Shark Tank, and it's really just to inspire people. Uh, tell me a business use case for this Use cases really ninety percent of it. You confined help you confined mentors your work. But, uh, really Just finding a use case and stuff like this coming here just thinking about new ways to do things and do things to create >> in collaboration What? Some of the things that you see that are low hanging fruit use cases of either mundane tasks or stuff that just needs to be kind of like, abstracted away. What are some of the things >> I have a ton of those s o. Somebody came to me, a law firm that had these attorney's secretary assignments, and they wanted Secretary is to be able to schedule meetings for attorneys. You could do that in a gooey, but we're seeing more and more is away from the buoy. And it's becoming this FBI first. So anything that's not in the gooey, it's in the AP, I So that's where our values integrators has really become. This gap between the jury and the FBI. So what we did, or what I did is going active directory, have some fields filled out because they're already populated. One thing for this I read from that, and then I goto WebEx a p I and I populated, and that runs a nightly basis. >> You automate thataway. Yeah, piece of cake. But this is the trend. This is kind of what we're seeing happening with Cloud the question that comes up in the enterprises. Look, att. Hey, you know, we've been doing this thing for long times the way we do it. We, You know, ten years ago we built out this system. Don't touch it. But I love the new stuff. How do I get the new stuff in? How do I deal the old stuff, The legacy. And we got containers. Got some news stuff. A p. I's a big part of this integration fabric composing APS. I think you have to show >> that the business value it's it's saving time. It's saving people ours, and it's really checking code into get is something you wouldn't think about. Checking network config. Thing to get is something you wouldn't really think about, Uh, just a year ago. But that's really becoming the trend and having a testable code and, uh, you know, kind of Ah, if something goes wrong, I have a backup. You have somebody you know exactly who did what before it was just people hacking away. >> So let's talk about unlocking value for a second. When you were talking with John about what some of the things that blew your mind during this morning's keynote one I was hearing from you and one senses how how much easier certain functions of yourjob are going to be because of this? What value are you seeing that even just a few things that we were announced this morning is going to bring, too? Not just you and your business, but for city and Cisco's customers? >> Well, I mean So, for instance, the Iraqi thing, uh, they released bulk actions. So AP eyes. Typically, if you write the code one of the time, that's goingto limit your ability to do certain functions. Having all these AP eyes in one and point immediately, I'm thinking cloud formation templates. Name is on but ism Iraqi solution, so you could take this entire network and copy and paste. It is one slice of code. That's tremendous. >> What's the community vibe here? Definite. I mean big invention. >> It's a homecoming. I know all these people have met so many people from other areas and people competitors. We're all friends here, you know, And it's not a marketing ventured all you don't see a lot of people you know, scanning badges and bugging you on email later. This is all about just people hurting out about What they've done >> is we're getting >> the show until >> I like >> that. It's not just the hacker fond, you know, Hey, revenue event. They throw a hackathon over it and it turns out the most these events trees, a marketing event. It's completely eyes that >> unorganized as I would want it to be. There's conversations just passing by in the hallway, and I get just as much out of that as I do in a workshop. >> So you're giving a breakout session later today. Contact center. A eye for more efficient governments. >> Yes, that's a twenty minute lightning talk on just a recent project I did and taking an arm from a solution and be able to do Mohr by moving it up to the cloud. This's Amazon connect could be another one, but just basically enabling through the cloud different functionalities we're using Alexe pot, reason, elastic search, reason Landa and we're we're taking the top ten tickets this help desk would receive and trying to automate this. So I need to reset my pen. I need to transfer me to this person that was an operator before in an Excel spreadsheet. So what we did was completely not change your workflow. They're going to upload it, excels for a cheat and has three. It's going to take a Landau function to separate that spread she into a dynamo database Elastic search, going to read that database. And then Lex Boss is goingto interact with elastic search >> and his all in real time. >> It's all in real time. >> And they thought, this all natural language talking together you're working together, >> working together >> to solve those customer problems or get well that And I guess, get the customer that the ticket routed appropriately. >> Yeah, so there's take a look ups to get creation to get clothes and anything that you would typically anything that you can automate. We've done it within the ivy are and we've measured containment rates. So >> yeah, this is exactly why we've been covering. This is our third year, but here in the beginning, at the creation of the event, because what you just described is so valuable and so kind of basic. If you think about it, the number one tickets that everyone that stack ranked haven't over and over again. But breaking towns this going database for this? I got a database for this. I got a database for this. The old world. You have a waterfall process, you have a product. Project manager. People would go in a round trip meeting after meeting, arguing aboutthe ski mus and databases. And I mean, what would it be like in the old days, if you like, went through the traditional models versus his agile? Hey, let's just put it together. Hackett string up. So maybe eyes sling the FBI's rolling up, wiring up >> siding. Me, you're moving from a static ivy are too self service. And then even more what I think you forget who coined the term. But selfie service. You know more about a user you're able to predictably say, I see you have a ticket open or go a step further and say, I see have email on this phone and we're having active sync issues and only alert those people of issues and not bother everybody else. I see you work out of this office and you're calling in. Are you calling about, uh, you know, your office closure? Because we have a temporary office for you over here, So being able to get ahead of anything and predict that's the next thing >> I know. This really also highlights when we tend to talk about us when these data conferences, where the underlying value being here is the creation and stitching together with solutions. But it's the data that's driving it right. The tickets that ranking the the task getting if these reasoning aspect of reasoning with the data predictive are prescriptive, is a personalization benefit thes air. The things that are exposed on this new way of creating >> there's there's some real exciting, very consumable AP eyes out there. One of them all name is in dico io, and this is something that you could just plug in some data. Then I'll make a prediction using just a bunch of learned data set that it already has, and I'LL give you an example WebEx team space way just chat away, and for months and months, I funnel that data to a simple FBI and it comes back and tells me Who's the angriest person who's the happiest person? There's an f b I for Who's a conservative who's a liberal. There's an A p I. For the Myers Briggs test. >> I'LL get all of this. You are the girl. What's the emiko dot io? Indeed, In dico dico i n d >> i c e o dot io >> Awesome. Well, thanks for sharing that on the AP. I think I want to get your expert opinion on this because this comes up a lot recently. At these conferences, we go to where some oh new way to develop modern applications. Blah, blah, blah, waterfalls going away. Fiber Clavell. That's good stuff. Check, check, Check. At the end of the day that the key ingredient all this is AP AP Eyes are becoming the centre point for one data sharing integration coding Middle, where a new kind of middleware evolving? What's your view on this? Because this is an essential part of integration to like If someone wants to adopt a new product, I want to bring it in. It's really >> recognizing that your use case isn't everybody's used case, so you come from a static, fully functioning product to an FBI first approach, you build the FBI, then you build things around it. So when WebEx teams is released, for instance, it had certain functionality there and certain functionality wasn't there. But you could do it to the FBI. So it's partners and Cisco kind of competing at the same time to come up with a better solution. Any time you compete, you know it's good in any time something is open. It's good. So you have these Open A P I's and you have a community trying to come up with the best solution on DH. It's >> and that's really where communities of shining too right now, because you're going to community. They're great at giving feedback. If something something's not right, raise their hand. Appoint honest >> feedback, right? >> Yeah, competition. So Cisco telling Cisco something's not working. You know, you bring in some other people that maybe they're mohr AP to tell you when something's not working. They don't have any dog in the fight. You know, they'LL tell you if something's not working, they'LL give you feedback, and it really enables a better in product and a product that's more form to tailor fit for that user. That use case, >> which is exactly how it should be. Right? So last question, Jeff, before we wrap up, you already talked about how excited you were with some of the things in the Kino was day one of to >> me >> kind of expectations or hopes and dreams for what you're going to learn the rest of today and tomorrow that will help evolve the Presidio Cisco partnership. >> I mean, one thing is just making connections out here, Uh, but learning? I think so. I'm a collab guy and I'm getting to be more of a developer, and that's making me more of a generalist again. Because as a developer, yu have to interact with more than just collab FBI's. I'm getting into wireless and enterprise and everything security. So what I get out of combat is like, this is going around seeing what's happening and other technologies and other verticals and once again, competitive ideas seeing what other people are doing. Adding to that telling them what I'm doing A >> lot of collaboration pun intended. >> Yeah, You like it If you like puns. The keynote tomorrow is gonna be amazing. >> Is it way watching? Excellent. Jeff, Thanks so much for joining. Joining me on the Cube today. We appreciate your time for Joe inferior. I'm Lisa Martin. You're watching the Cube live from Cisco Dove Net. Create twenty nineteen. Thanks for watching.

>> Oh, from our studios in the heart of Silicon Valley. Palo ALTO, California.  This is a Cube Conversation. >> Hello Everyone. Welcome to this special cube conversation. I'm Childfree, host of The Cube, cofounder of Silicon Angle Media Inc and the Cube. We're here with Andy Cunningham, who is the president and founder of Cunning in collective and also the author of the book. Get to ah ha! Bestseller on line four categories on Amazon E book. Great book. I recommend all Andy. Welcome to the Cube. Great to see you. >> Hey, it's great to be here. Good to see you. You're a thought >> leader. Just what you've been. You've seen many ways of innovation. You've done so much in your career. >> Big, minimal experience. And >> we were all old here. We've no ageism issues here. It's silken angle, but But you've done so much on DH communications and PR. PR is part of communications. You've you've seen it all. You've done it all. And now you're helping cos I've got a great book out, which I recommend everyone should get getting toe really kind of breaks down thirty five years of experience into one book. That you had a talk about the book on your firm for stuff about Connie and collected quick pleasure. >> So Cunningham  >> Collective is a small marketing consultancy that focuses on positioning, which in my opinion, is the epicenter of marketing. If you dont position yourself well for success, you're never going to achieve success. So the >> book is >> about a framework for figuring out how to position yourself. And it's a framework I developed probably around seventeen years ago. But I've been using it over the last seventy years with clients, and I find that it's super successful, especially with technology companies, and because it's an actual step by step sort of framework. So the book tells you how to do it. And then there were six case studies at the back of the book that >> show >> Positioning in action. >> I want to get a book at some specific questions on the positioning, but I want to get your take on because you've seen many waves around PR public relations, which is corporate communications and communications in general. Over the years, where are we now? Because you're seeing you know, the media business change face. What's on the front page? Of all the news these days around how they sucked all the data in and fake news. All these things are happening Cos still need to get the word out. You know, New Channel's new realities take us through how you see the evolution of what the old way is in the new way are of communications. >> So PR was >> actually invented by a guy in the nineteen twenties named Eddie Bernays. And Eddie Bernays actually figured out that if you created a stunt like situation, you could get the journalist to cover it. He was very strategic about it. It sounds, sounds kind of, you know, loopy. But he was very strategic about it, and he actually invented the concept that he actually went to the phrase public relations, and he was modeling it after propaganda. That was the that was where he came up with that phrase. So it was like that for quite a long time until we got into an era of what I would call influence her marketing, you know, now we call it influencer marketing. But back in the you know when when there was a lot of investigative journalism going on, it was really just about who's who are the influencers that you need to influence in order to get them to say what you want them to say about your company or your product. So that was what my old boss, Regis McKenna called that, he said. She said, Journalism, if you're going to launch something into the marketplace, you need to get all the he said. And the she says to say what you want them to say before you actually say it yourself, because the journalists are gonna go back to those people and they're going to corroborate your story or not. So the idea was influenced the influencers. And then you can get your story that lasted for about probably thirty years, that era. Now we're in an era, then I call it's the era of content, marketing. And really, what happens today is you almost don't even need the journalists at all, because first of all, there aren't very many of them left. And second of all, there are so many channels available to ourselves as as communicators that if you build a digital footprint that has a great story and it that is compelling and consistent, and you keep saying the same key messages over and over again, you can build yourself a digital footprint that actually becomes starts to take over the word of mouth that we talked about earlier because we're the mouth is really what it's all about. But word of mouth hap and today because from results from a giant digital footprint about your story. >> I remember back in business school back in the day in the nineties when I got my MBA advertising class would break down. You need to copy strategy because, you know, reach media, print ads and radio really was the old school media and frequency was was a certain first radio print. You have time to read it so all the specs get laid out. Reaches reach, Right? So you broadcast cable or TV? The impression >> yeah, kind of digital brings >> everything kind of weaves it all together, but you mentioned frequency. Why is frequencies so important? Because is that because of the targeting, is that because there's not a lot of reaches more specialized? >> Well, it's still it's still the same reason. >> So there's a thing called the marketing rule of seven, and that means that a person needs to hear your message seven times before it. It seeps into their brain, and they actually either decide to do something about it or not do something about it. But that's what creates awareness seven times. So that still is true today as it was before. But now it's so much easier because now you don't have to buy ads to do it. You don't even have to pay a PR person to do it. You just fill your own social channels, your own website, your own blog's your own vlogs, your own video. You just fill up your own personal channels, however many there that you have with your own story. And then once it's out there as a digital footprint, then it's time to start talking to the journalism community, which is smaller than it used to be. But those who are left are pretty good. The Washington Post is pretty good. The New York Times is pretty good. So you call up the guy at The New York Times and you pitched him on your story, and instead of trying to spend a bunch of time pitching him, you just refer him back to someone of your channels. He Googles that he gets online, and he sees, Oh, my God, there's a giant story here because you've built the story. So you have so much more controlled today. We have so much more control over our stories. >> So the way to pitch, then based on what you're saying is to have the raw materials out there so they can make their story >> exactly. Put it together. We put it >> out there, and then the journalists just find it. It's like an Easter egg hunt. Look under that tree >> there. Well, here's a clip >> of an expert that's talking about something you might be interested in. This is the new model. Have the assets. Well, actually, we we love that came in what we do. But I want to get that to the book and the years of experience you have on this. But before we do that, I got to ask you when I was watching the Steve Jobs movie. You know, you're on the stage and you're part of that. >> You must get, well, an actress actress once you get your >> role. You were very instrumental, hectic days, people who know Steve and know the apple days. What >> did you >> learn from that? That's in the book from the Apple days. And how does and what has changed from the apple days. Now is there some things that are similar to the world's changed. But what are some of the key those key Learnings that that those magical moments. >> So my biggest >> key learning was ice. We spent about six months? Was Steve working on the messaging for the launch of the Macintosh, and we got it down to a Siri's of what I would I now call means that were just very, very. The computer for the rest of us was one of them, right? Everybody remembers that one small footprint was another one nobody remembers. Any more easy to use was another one. There was a Siri's of these things to explain the Macintosh. We then went through a process of educating one hundred journalists about about that and pumping them with those key messages at every juncture. Then we go to De Anza College and we did the big launch. We said those messages again and was a bunch of TV people around and everybody you know, everybody reported on it and I'm driving home in the car. After the show was over with, I turn on the radio and there's the messages that I had written, coming back at me over and over and again and change the station. Same thing over and over again. The Macintosh was launched today, and this is what everyone is saying. The same thing is, it was it gave me chills. It was like, Wow, this really works. And that lesson that I learned with Steve is the same lesson Eddie Bernays learned a hundred years ago. Its the same lesson Regis McKenna learned with influencing the influencers. And it's the same lesson people can learn today. You just you just get too. You get, too, ah ha! With a slightly different strategy. And today it's about building a big digital footprint before you ever talk to anybody. >> And I think this is key to the book of one of the things that you mentioned earlier. That's clearly in the book, and this is a lesson for the folks. Watching on and learn from this is that positioning is critical. Before the branding, the knee jerk reaction from most people. A new person Let's re branded system New Low goes out there. You're taking it a contrarian view on >> the sea >> or race on experience and success. Position first brand later or had second thoughts on that Wise wise is so important, specific successes you had. But what other reasons are important? >> Well, I got I learned this because >> the first part of my career I would I would get called in after somebody had already hired a branding firm and they re branded everything, Got a new new logo. New tagline, new color palette, all of this stuff and a few bits of copy that were really sexy and interesting. But they were finding it wasn't sticking. It wasn't making a difference in their in their sales, because, really, at the end of the day, we're all here to sell stuff, right? So I would come in and I would realize, Oh my God, you did all this first you didn't figure out your positioning strategy. Like what? Who are you in the market? And why do you matter? Those two questions are the two most important questions anybody can ask themselves. Is a market or a CEO? Who are you and why do you matter if you can't answer those questions? Doing a branding exercise is a waste of money. >> Talk about >> the conflict involved when you work for the client or when you have to get to this moment. This Ahamo sometimes is not a parent, sometimes is pretty clear. Sometimes you might think you're one, but you're really another. There's always maybe opinions about what, what people are in terms of a company internally amongst executives or the stakeholders. >> Yeah, how do you How do you figure it out? Is heroic >> golden rule or what's your What's your Tell them how to get to that moment of that self reflection >> is sure that sort of that's actually >> the key point of the book. It's it's based positioning. Really good positioning should be based on what your DNA as a company is, and the book tells you how to determine what is your DNA. But the the end of the day. They're three kinds of companies. There are product focus cos I happen to call them mechanics. There are customer focus, cos I call them mothers, and they're our concept, Focus Cos I call them missionaries. And interestingly, each of these types of companies do things entirely differently. They talk about different things and meetings. They hire different kinds of people. They train them differently. They measure success differently. They market themselves differently. There's actually, the DNA is reflected in there actions. So when I'm sitting around a workshop with a client, we have to determine Are they a mother? Are they a missionary or are there mechanic before we can actually figure out how to create marketing around them? So that's the biggest thing is there's some people over here. So we're a product company. These peoples, they know we're trying to change the world. And these people say, No, no, no, we're all about the customer and the discussion that you have around that is actually the where the ah ha moment comes When you decide okay, we really are a customer focus company doesn't mean the other two things go away. They just take a back seat to the marketing. So everybody has to agree that that's what they're going to move forward with. And that's what makes it. It's so much fun. It's like it's like doing and Myers Briggs test for a company. You know, everybody loves that, right? Oh, I'm in I n t j M e. And whatever the >> letters it was, I'm not that I'm really something else, >> but there's always confident. But >> you >> also mentioned the book that people can change, too. So you start out as something. Maybe a missionary evolve based upon the business changed. Talk about that, >> Yeah. So let's talk about Apple >> for a second cause that's the company that definitely was a missionary, and missionaries exist to change behavior on a fundamental level. And that was what Steve Jobs was all about, right? So when >> he was >> running the company even before he was running it, but he was a big influence, or there he basically was a missionary company. He was trying to change behavior, and that's what the Macintosh was all about. But after he passed away, he left the assets of the company in the hands of Tim Cook, who, by the way, is an amazing, amazing caretaker of those assets. I mean, he's grown them. He's turned them into it, turned the company into one of the world's most valuable companies. But unfortunately, he's not a missionary, and what he has done is he has kind of tried to keep the missionary thing going. But he hasn't been successful doing that. So what's happened is the market is turning Apple into a product focus company, and the leadership is not steering the company that direction they are trailing, so it's happening to ample, in other words. So you're going to start to see Apple focus more on Warren product over the years, which they which they have been. But they're starting to have some product issues, and I think that's the result of them, not it's tearing the company directly into this, >> finding that DNA and get filling the young count or hiring people toe >> exactly. Exactly. >> Just on that same point. Amazon is a company that is doing this to the market. So Amazon started as a product company, and now they've steered their steering themselves purposefully into a customer focus company. And if you go online and check out their new mission statement, it's to be Earth's most customer centric company. And this is the reason Jeff Bezos bought Zappos a number of years ago Wasn't because Jeff couldn't figure out how to sell shoes online. Of course he could. It was because he was buying that customer centric culture, So he's purposefully steering the company into the customer direction so >> you can change your DNA, >> but it ain't easy. >> I've any Jesse. Many times become a good friend on the Cube as well. He's the word customer so many times we can see the frequency, but they've been talking customer for a long time. So you say they were product company >> with his Amazon. Amazon lands >> on Web services. The missionary and a product focus because I think product would be. I think it's safe once >> I think early, early, early >> on meaning they started this customer transition probably five, six years ago, so but they were very much early on a product company, I think in bases his head. They were actually a missionary. But he never he never would go out and say that. What did he say about Amazon? Were online bookseller and oh, by the way, books are going so well now we're going to do music, and now we're going to, you know. And then >> it's product. >> It took about its product. It was product product product until he decided that he was going to eat the universe one bite at a time. And so, in order to be successful with that, he has to have a customer he feels he has to have customer relationships that are going to stick with him over the course of a lifetime. >> So you know a little about the Cube. What's the Cube? What are we? >> I think you're a missionary. I mean, you're trying to change >> behavior on a fundamental level, and, you know it's, um it's amazing what you've done. You know, we had this great conversation beforehand, and I learned about all the new things you're working on, and it's groundbreaking, groundbreaking stuff. >> Okay, Final question on the book is the funniest. Our craziest reaction you've had to it, either someone emailing You owe our ceremonial because it's pretty inspiring. You break it down free simply. But it's really a core fundamental practice. And I've read a lot of marketing books in my day. A lot of you know, these office come out. Process improvement. This is cuts to the chase. It's >> really thank you. Thank you. What's the big waves >> you heard or crazy? >> Well, I this is This is the >> most recent thing I can think of. I I ended up becoming number number one on Amazon's e book thing and four categories, just like two weeks ago, and I got Mohr social media coverage on that than >> anything else in my entire life with the most amazing >> thing that I've ever seen in all these. Congratulations. And, you >> know, they're they're categories. >> Not like this. Not like your New York Times best seller. It's like you're the best multi marketing, you know, book here, The best small business marketing book, those kinds of things. And it just was just blew up. It went viral. >> That's how it was all online. What made you write the book was That was the moment. When was the ah ha moment for you saying, You know what? I got to put the book together. Was it something that you had in mind? That you get this data collecting of institutional knowledge of the trade? When was the ah, ha moment for you to write the book? >> Well, I this framework that I developed here has been working for me really successfully for, like, seventeen years. And I just decided that wow, other people should know how to do this. You know, because when we charge when we hired when that when we hire when someone hires us, it's like one hundred fifty thousand dollars worth of worth of work to do what we do, they could do it for twenty two ninety nine or whatever the heck >> this thing costs these days. And you could occasionally you get a book out there to get an audio book as well. So s so I really wanted >> to spread the word about this framework in this methodology, cause I really believe that my, my inside my core of myself, that the epicentre of great marketing is positioning. And if you don't get that right, you will never succeed with any of the rest of it. So do >> the great folks. You have a great track record. I've seen personal your sex success of up close perambulations on that. Let's talk about cos now I want to get backto successful companies. He's a lot of conversation. I'd build a rocket ship. So you we live in Silicon Valley. There are rocket >> ships that there are, >> you know, go big or go home. Blitz Scaling his Reid, Hoffman would say, I endorse that one hundred percent think there's use cases clearly for blitz scaling. Other people have been throwing him under the bus saying that culture is not what we want and build a still stable business. And so the debate aside, there's two types of companies there's the Okay, I'm going to build this company. I might not know when they're when the growth's gonna be there. And then there's the big venture back category changer rocket ships. Can you talk about the success criteria in your mind of both companies around positioning approaches, things that you've seen in the past that work well, >> I think companies that understand who they are and why they matter are the ones that succeed. And it's also important that they have a good leader, a good, strong leader. But if you don't know who you are and why you matter, you can't build a new category. You can't even launch a new product. So I, >> you know, take a look at some of the companies that have done that. Well, Netflix has done that extremely well, right? Airbnb has done that extreme slack has done that really well. Microsoft is doing it really well again, right? They went through a downtime, and now you know their new CEO, Satya Nadella, is doing an unbelievable job with positioning. There's so much a product company, and he's not trying to make them into a customer. Companies trying to double down on the product so and Netflix is a is a missionary company there change behaviour on a fundamental >> of Microsoft's a great example because I think that's something into anything radical. In the product side, they looked at the tailwind of Cloud computing an A I and said, Let's throw the sails up there and let's let's get around behind it >> and grand source. >> And then they branded it. So they positioned themselves as a Claude company, and then they branded it. As as you're so >>On the tail winds concept of trends, Pat Gelsinger said that if you're not out in front of that next wave, you could be driftwood. Riding the waves are certainly a big part of jumping on a successful or tail wind some call it how important that have that positioning time to something that's trendy or something. >> Oh, that's a great question, because it's because the context in which you are actually putting something into the market is critical. So you have to really understand what are the waves that you want to ride and can ride. And don't try to be riding a wave that passed five years ago. Or that hasn't shown up yet. You might think there's a wave coming. That's the biggest danger of a lot of these high tech start ups is that they see a vision of something way down the line, and there's no way for them to ride today. And they launched their technology. But too early >> and to your point. If they don't have the positioning right, they won't be able to ride it. You >> know what they want. They won't be able to ride it. So if they if if they did a proper positioning exercise before that, they would realize that they're context in which they're doing this is not right for what they're saying. So have to pivot a little bit. These is where pivots come from, right? We have to pivot a little bit to make yourself relevant for the market today, and that's an important thing. >> Andy. Final question for the folks watching saying, I love the book. I'm gonna get it might have helped might need help and saying I need to call Andy and the team or figure it out. What are some of the tell signs that they're not getting it right or what? If some things when they need to call for help and howto people moved to the next level, some people might say, Hey, you know, we need help. We can't get concensus. The leader might not be strong enough to be a leadership transition. Could be a new wave that people have identified. Yeah. What? This is a tough challenge of self awareness. What is that? Some of the tell signs And how does >> > somebody actually make the change? It is a tough, and most CEOs are not into it enough of themselves to know to know those things. So what happens is they launch it and then they don't get traction. So the biggest reason why people call me is they're not getting traction. Now, the really the really smart ones do more analysis, like what you're talking about. Oh, there's something has changed in the context. So I better shift this or, you know, a competitors come up with something that sounds awful on awful lot like ours. Maybe we better get ahead of that. But that takes a really strategic CEO. And there are some of those out there, But not everyone is >> okay. So great book here. Getting toe, huh? Everyone great. It's a good thing I read. It. Came out the day. Volante. He's reading it. Thanks for coming out. Spend the time, John communications. Final word on the communications world. What's the message to folks out there? See, M O's out there and head of communications. What's the future look like for them? What should they do? Going forward to be successful? >> Well, the future of marketing is is really figuring out how to make word of mouth, you know, explode word of mouth, because that's why people buy things. You know, you told me I should check out this product or my book. He said, You told your friends I should check out the books, So he does. So it's all about word of mouth and starts with building a big digital footprint yourself and then going to the peak to the press side. >> Andy cutting him here in Palo Alto Studios. I'm John for with Keep conversations. Thanks for watching