Quotes from Aneel Bhusri

Workday is constantly looking into the future and, you know, building applications that stay modern and relevant.

Every employee at Workday thinks about how they are going to help customers be successful. It is a simple formula, but a lot of companies go out, and they don't listen to their customers; they don't try to solve hard problems, making it tougher for themselves to create a great business.

The goal isn't just to make transactions: it's to make better decisions in the way you run your business. If that's not at the top of every executive's priorities, then they shouldn't be an executive.

We invest very heavily in the employees. We get the return, and the employee gets the return if they stay with us for a while. So, we focus on people that will commit to us for the long run.

Because everybody else was investing in the consumer Internet, I did, too.

What's great about the iPad and iPhone is that they are easy-on, easy-off.

In a slower economy, companies look for more value. The cloud provides this. So does Big Data.

I found a great mentor early on in my career, Dave Duffield - a legendary software innovator, great individual, and a wonderful leader and human being.

To really disrupt a big market, you have to look at the marketplace from a long-term perspective. You have to move very fast but knowing that disruptive solutions just take time to build.

You don't see a lot of great companies built on easy problems to solve.

I hired a guy named David Sze to do consumer investing at Greylock. And he went on to invest in Facebook and LinkedIn. So I guess I did something right.

There's no question: the finance market is moving into the cloud.

I'm not a stock expert by any means. Stocks go up; they go down.

If you've got five or six cloud apps, do you want a different user ID and password for each one? No.

What I hope is, over time, users should not have to read a training manual. They should say, 'I totally get the Workday iPad app, because it runs the way my consumer apps run.'

I started to invest in very-early-stage companies where, even though I wasn't the founder, I could help shape the early strategy and culture.

Oracle is not known for its high levels of customer satisfaction.

I would be amazed if Oracle does not buy NetSuite.

I sit on the board of Cloudera, a big vantage point of big data.

Every time you see a new paradigm emerge, it's always new vendors that lead it. I can't think of one case where an incumbent led a paradigm shift.

I'm hard-pressed to think of companies that don't need venture capital that are going after big opportunities. I think, in almost all cases, if they're going after big opportunities, they are going to need to raise quite a bit of money.

People like me, when we're interviewing, we're not going back to our desktop to fill out a recruiting form. If I can quickly submit my evaluation through an iPhone or an iPad, that makes me a lot more productive.