Betting pro tips by maloy
Knowledge at Wharton: Once you have a promising new technology, how does it become a product? I can list them on one hand. Or it forms around a partnership of a technical person and a businessperson. Implicit in the third phase is some kind of customer contact. At that point, we would make the first commitment outside of the company to this product. Knowledge at Wharton: Once something becomes a product, what determines whether it continues or not?
Adobe Acrobat was launched in June , but lost money for the company for many years after that, yet a significant amount of resources still went into enhancing it. What caused the company to have that kind of faith in that product?
And they continued to invest in it year after year until — through a process of iteration on what we offered the marketplace and the marketplace catching up with our vision — it finally took off. Knowledge at Wharton: If something similar came up now, some new technology that looked promising but was going to take eight or so years to become profitable, what do you think the likelihood is that it would hang on? Would the market let you devote resources to it for that long without showing a profit?
Knowledge at Wharton: Are you referring to the LiveCycle product suite? The first time, he talked about the period in mid when the company was going through some difficult times — revenues had trailed off and stock price was low.
And we met with him again just after the closing of the Macromedia acquisition. Malloy: Our group — and this is a testament to the leadership of the company — is allowed to have a different cadence than the rest of the company. This is an area where I think my organization could have done better and it will do better in the future. But taking advantage of all the technology assets that we acquired in the Macromedia acquisition from an advanced technology perspective is still a work-in-progress.
It has gone perhaps more slowly than other aspects of the integration — which, I think, is fine. We are still building up our expertise within the Advanced Technology Labs around a lot of those Macromedia technologies. Knowledge at Wharton: Are there any technologies that are particularly interesting coming off the acquisition? Malloy: Oh, man — how much time have you got? Let me just rattle a few off the top of my head. In particular, ActionScript is an incredible technology that we can really add value to over time.
I think that has lots of interesting opportunities. One of the areas where we have been able to contribute to the technologies that came from the former Macromedia is in helping improve the performance of Acrobat Connect, which is based on Flash Media Server. From a technology point of view, the core of that product is about being able to share screens at as close to real-time as possible.
It turns out that we have a lot of people in our organization who know how to make things run fast and, in particular, I have one whole subgroup devoted to thinking about how we can take advantage of next generation hardware platforms. We were able to sit down with the Flash folks and, looking at it from our [understanding of hardware] and their intimate knowledge of Flash video, we were able to help them [increase] the frame that we could exchange across the network from Acrobat Connect.
Knowledge at Wharton: What advice would you give to a business leader — whether in the technology field or elsewhere — about how to foster innovation in a company? I believe you can think about innovation from three distinct perspectives, because the way you approach innovation from each of these is different. First, there is looking at it from the corporate-wide perspective. Here at Adobe, we have a corporate-wide culture which values innovation and we believe everyone can innovate.
So, at the corporate-wide level our approach to innovation is figuring out how to allow anybody to innovate. We have various programs that help people remove obstacles and help them navigate what is now a pretty large company. The second perspective is product line innovation.
Our art and science revolve around a product lifecycle that we manage fairly closely and a process that allows us to get most of our resources focused on the things that we learn from the virtuous cycle that any existing product has of having an established customer base that gives you feedback and an organization that can take that feedback and use it to create requirements for the next release of the product.
So we have a well-defined philosophy and a process around product line innovation. At the top of this pyramid is new product innovation. What are the biggest challenges that your group is facing? Malloy: First, I think we have many more opportunities than challenges. But one challenge we face is that we made a conscious decision two or three years ago to become more balanced [in the two priorities I mentioned previously].
We were inwardly focused to a fault two or three years ago. If we did any publications-quality research, if we did any university collaborations, if we participated in a larger research community at all, it was just because it happened, not because we made it a priority.
What have you done for me lately? What technology have you gotten into a product? Are you leveraging all that is happening out in the community? What are you going to do about it? And if you interview him for a third time you can ask him about it.
Malloy: Fortunately, I had convinced him by then. Knowledge at Wharton: How did you convince him of the relevance of what you were doing? Malloy: We delivered a lot of technology. We were relevant before I took over, but we really focused on it in the first couple of years of my [leadership of the Advanced Technology Labs] and we developed a long line of technologies for Acrobat and Photoshop and Illustrator. Knowledge at Wharton: Does this mean you had to go through a period when you had to make sure your group was more practically focused, where you had to make sure you were delivering new products and new enhancements with an immediate revenue impact versus planning for a year horizon in the future?
Nobody can plan for 10 years in our business. At Xerox PARC, where I worked the first five years of my career, we developed all the technology that has made the personal computer industry. But if Bruce had become CEO a couple of years earlier, who knows, I might be working on a different job right now.
Knowledge at Wharton: Is there some unexpected development that could really cause Adobe to stop in its tracks? But there are a few that are probably expected. Hopefully we will be ready for it and either we transition ourselves and our customers over to that model — those who want to move to that model — or, when the marketplace moves, we will move along with it. Knowledge at Wharton: You said that before you ran the Advance Technology Labs you were in a product group. Which products did you work on prior to your current job?
Malloy: Most of them. I worked on PostScript. I was a consultant for Adobe before I became an employee, so I got some pretty dirty tasks, especially as a consultant for PostScript. Malloy: Well, the dirtiest one was … when I came to Adobe as a consultant in , the PC was not a very huge platform then. We did it because we were wooing IBM at the time.
And they wanted to be convinced that it was feasible to do, should they want to have this cool piece of software running on a device with an Intel processor in it — or maybe even the guts of a PC that they had designed. In the end, maybe it was just a matter of seeing whether the dog could talk.
They wanted to see us do it. We thought that if we demonstrated this they would be dazzled by our prowess. And so I got the short straw to make it happen. Malloy: Yes, PostScript. When I first became an employee, I got the software that underlay our type library products running on the PC. When it was small, I managed the whole applications group. And then, after that, I went back and focused on type again. Just before I moved over to Advanced Technologies, I was running all of our type organization — type engineering, type development and type design, which was an interesting job.
And then I made what was, for me, kind of a daring career move. I had to decide whether I was going to try to keep moving up the organizational ladder somehow, or whether I was going to get on a new technology path that was richer. So I gave up my management responsibilities and I went into the Advanced Technology Group that was run by my predecessor, as an individual contributor.
The technology that I drilled down on was Acrobat and, in particular, security in Acrobat. Along with other people, I developed the first versions of digital signature technology, secure document technology and Acrobat Forms technology too, although that was mostly done by some other people. Knowledge at Wharton: What do you do when you are not working?
What do you do for fun? Malloy: There is not a lot of the extra time, to tell you the truth. My wife and I are in an empty nest phase for the first time since we have known each other. We are doing the usual empty nest folly which is, we burn down the nest and build a new one. LS7A Midterm 2.
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