INDEX

• Accountability, lack of, 110–111
• Agile methodology, 140
• Agrawal, Ajay, 15
• Air-quality sensors, 105–106
• Akbar, Ali, 168
• Alexa, 27, 45
• Allbirds, 92
  • from zero to $1 billion in two years, 50–51
• Amazon, 92, 98, 123, 152, 200
  • Allbirds and, 50
  • ambidextrous leadership, 102–103
  • cloud service, 176, 178. See also Amazon Web Services
  • disruption and, 102
  • evolution, 44, 45
  • facilities, 44, 46
  • vs. Google, 44, 98, 176
  • impact on retail commerce, 44
  • Innovator’s Dilemma and, 54, 102
  • is remaking all of retail, 48–49
  • listening and, 104
  • vs. Microsoft, 178, 180
  • Moore’s law and, 43
  • most profitable parts of, 102
  • physical stores, 48
  • platforms and, 123–125, 129
  • product searching on, 44–45
  • Sainsbury’s and, xi, 197
  • small teams and, 134
  • and subscriptions to products, 2
  • transportation and logistics, 21, 45. See also Amazon Prime
  • Walmart and, 185–187
• Amazon Alexa, 27, 45
• Amazon Go, xi, 48, 197
• Amazon Prime, 186
  • birth of, 146–148
  • the lesson from, 148–149
• Amazon Web Services, 102, 123–124. See also Amazon: cloud service
• Ambidextrous leadership, 102–103
• Andreessen, Marc, 76–77
• Anheuser-Busch InBev (ABInBev), 163–166
• Apple, 82, 131, 199
  • App Store, 124
  • borrowing and copying, 97, 143
  • vs. Google, 67, 95–97
  • innovation and, 97, 98, 143, 199–200
  • vs. Microsoft, 177, 180
  • Nike and, 107–108
  • platforms and, 123–125
  • practices, 127
  • Steve Jobs and, 131, 143, 172
  • Xiaomi and, 78
• Apple engineers, 67, 69
• Apple Pay, 95, 200
• Apple Watch, 10, 19–20, 38, 108, 199–200. See also iPhone
• Application programming interfaces (A.P.I.s), 125
• Artificial intelligence (A.I.), 16
  • ABInBev and, 166
  • advances in, 18, 197–198
  • information processing and, 129
  • medical devices and, 20
  • Netflix and, 54
  • and predictions, 15–17, 27
  • the scramble for, 17
  • Tesla and, 27, 52
  • TikTok and, 83
  • Watson and, 32–33
• Assembly line, 56, 62
• Asymmetric growth (platforms), 126–127
• Automobiles. See also Driver in the Driverless Car
  • as software and the art of the impossible, 51–53

• Balance, struggle for, 114
• Ballmer, Steve, 176, 177
• Batteries, 52–53
• Bedier, Osama, 95
• Beeching, Philip, 104–105
• Beinlich, Kurt, 150
• Bell Labs, 63
• Bezos, Jeff, 40, 129, 147, 148. See also Amazon
• Bird, Brad, 109–110, 144
• Black cabs, 13–15
• Blank, Steve, 142–143
• Blind (app), 88, 90
• Bloomberg, Michael, 191
• Boeing, 4
• Borrowing liberally and literally, 143–144
• Boston, 65–66
• Brainstorming, 155–156
• Brand, diminished influence of, 80–81
• Britain. See Black cabs; Governments: British; Sainsbury’s
• British Airways, 134, 149, 152
• Brynolfson, Erik, 56
• Buyer, shift in power from seller to, 80
• BuzzFeed, 41–42

• Cable television, 39–41
  • Netflix and, 39–42, 54
• Cameras, 18–19, 48
  • digital, 30–31, 111
  • drones equipped with, 29, 183
  • Kodak and, 18, 30, 31, 111
  • security, 171
  • smartphones and, 18–19, 21, 26, 27
• Capital expenditures, large
  • can be a weapon rather than a weakness, 164–165
• Celebrated Failure Award, 167–168
• Chambers, John, 110, 111
• Change. See also Cultural transformation; specific topics
  • failure to adapt and change, 97
• Cheddar (TV channel), 42
• China, 9, 70, 74, 79
• Chips, computer, 16, 17
• Christensen, Clayton M., 55, 57
  • disruption and, 35, 38, 106, 198, 199
  • on forming external businesses to compete with parent companies, 106
  • Innovator’s Dilemma, 34–35, 106, 198
  • on requisites for public-sector innovation, 192
  • Tesla and, 54, 198, 199
  • Uber and, 38, 198–199
• Cisco
  • Eric Yuan at, 99–100
  • failure of, 99, 114
  • videoconferencing and, 97, 99, 100
• Cloud computing, 32–33, 39–41, 76. See also Amazon Web Services
  • Microsoft and, 112–113, 176–180
• Coaches, not bosses, 153–157
• Coca-Cola, 167
• Collaboration, 154–157
• Comcast, 40–41
• Common Threads initiative, 117, 119
• Communication(s). See also Nonviolent Communication
  • changes in style, substance, mechanism, and volume of communications, 88–89
  • DIY, cheap communications available to everyone, 85
  • how we communicate has changed everything, 83–86
  • unrestricted, free communications means loss of control, 85–86
• Company culture. See Culture
• Compensation packages, 73
• Competition, 36, 53, 66, 70, 198. See also Regional Advantage; Walmart; specific topics
  • New Innovator’s Dilemma and, 35, 38
  • platforms and, 126–127
  • against startups, ix, 7, 8, 49, 55
• Competitions, companywide, 134
• Computer chips, 16, 17
• Computing platforms. See Platforms
• COVID-19 (novel coronavirus disease 2019), 9, 10
• Cray supercomputers, 18
• Crowdfunding, 141–142
• Cruise Automation, 164–165
• Cultural transformation, Microsoft’s, 113, 175–176
  • changing culture, 178–181
  • move fast, fix things, be nicer, 176–178
• Culture, 89, 149, 157, 181. See also under Nadella, Satya; specific topics
  • Eight Deadly Sins of Stasis and, 103
  • inappropriate, 111–113
  • of innovation, x, 60, 77, 136, 149, 150, 153, 201
  • of listening, 114
  • Silicon Valley and, 65–68, 71
• Culture, people, and genuine connection, 65–66
• Curtis, Alastair, 170, 171
• Customers, inability to solve real problems because of disconnection from real, 73

• Danone, 159–160
  • and Ayem, 159–160
  • and Pati & Coco, 160
• DARPA Grand Challenge, 138
• Darrell, Bracken, 169–175
• Defense Advanced Research Projects Administration (DARPA), 138
• Delivery services/product delivery, 21, 186. See also Amazon Prime
  • food delivery, 125, 199
  • package delivery, 28–29
• Design focus, 169–170
• Design principles and purpose, 170–173
• Design sprints, 140–141
• Design thinking, 140, 143
• Design Thinking program, 157
• DeWALT, 132
  • helps construction unplug, 132–133
• Diffusion, innovation, 25
• Diffusion of innovation model, 24, 24f
• Disruption(s). See also Exponential disruption; specific topics
  • Clayton Christensen and, 35, 38, 106, 198, 199
  • from first- to second-order, 25–28
  • massive media, 39–40
  • Tesla and, 54, 198, 199
• Distance, lack of, 106–108
• Distribution power (platforms), 126
• Diverse teams, 134
• Diversifying, 173–174
• Diversity, 68
  • and innovation, 36
  • of viewpoints, 155
• Dollar Shave Club, 128, 173
  • came out of nowhere, 38
  • vs. Gillette, 5–7
  • innovation, 5, 6, 49
  • marketing, 5, 6, 49, 173
  • razor blades and, 5–6
  • sales, 6
  • videos, 5, 6
  • YouTube and, 5, 6, 91
• Dreamers, recruiting, 144–145
• Driver in the Driverless Car: How Your Technology Choices Create the Future, The (Wadhwa and Salkever), 18, 21, 138
  • key message, 21
• Driverless cars, 52, 53, 70, 81, 138
• Drone delivery, 10, 28–29, 45–46
• Drones, 28–29, 125, 183

• eBay, 37, 49, 119, 123, 124, 126
• Ecosystems, 94
  • innovation, 74
  • from marketplaces to platforms that support entire, 123–124
  • Silicon Valley, 66
• Eight Deadly Sins of Stasis, 103–114
• Electric-utility industry, 182–184
• Empathy, 177, 189. See also Nonviolent Communication
• Employee suggestion box, digital, 134, 146, 149, 152
• Empowerment and experimentation, 157–158
  • checklist for, 159
• Exponential disruption, 201. See also specific topics
  • artificial intelligence (A.I.) and, 16. See also Artificial intelligence
  • a case study in, 28–29
• Exponential growth curves, 18, 31
  • riding the curve, 181–184
• Exponential innovation, what is driving, 18–20
• Exponential technologies combining to become breakthrough innovations, 16–17
• Exponentially advancing technologies, ix, 19, 25–27, 57, 122, 172, 195, 201. See also specific topics
• Eyre, Rachel, 161

• Facebook
  • copying others’ products, 144
  • employees, 90, 154
  • platforms and, 2, 123, 124, 127
• Facebook advertising, 91, 166
• Facilitation, 154, 156
• Factories, 56
  • battery, 52, 53
  • drones and, 29
• Failure, 167–168
  • Wall Street’s lack of tolerance for, 97–98
• Falcon Heavy, 1
• FalconX, 1
• Federal Aviation Agency (FAA), 28
• Feedback (innovation game), 134
• Feedback loops, 60, 194
• Finance, 46–47
• Fitbit, 19–20, 38, 107
• Fitness trackers, 107. See also Fitbit
• Food delivery, 125, 199
• Ford Greenfield Labs, 69–70, 74
• Ford Motor Company, 69–70, 74
• FuelBand, 107–108
• Future Brands, 160–162, 166

• Gans, Joshua, 15
• Gartner, 22, 23f
• Gates, Bill, 176
• General Electric (GE), 29, 129, 182
• General Motors (GM), 164–165
• Gerstner, Louis (“Lou”), 32, 112
• Gigafactory, 52, 53
• Gillette, 5–7
• Goldfarb, Avi, 15
• Google, 41, 98, 152–153, 199, 200
  • vs. Amazon, 44, 98, 176
  • vs. Apple, 67, 95–97
  • design sprints, 140–141
  • Design Thinking program, 157
  • driverless cars and, 70
  • Gmail, 84, 98, 148–149
  • high-speed Internet access and, 200–201
  • listening to employees for new ideas, 104
  • OKR (Objectives Key Results) model, 134
  • platforms and, 2, 123, 125–127
  • walkouts, 89, 90
• Google AdWords, 5, 128, 166
• Google Fi, 200–201
• Google Maps, 14, 125
• Google Pay, 95
• Google Pay Send. See Google Wallet
• Google Ventures, 96, 140
• Google Wallet, what went wrong with, 94–95
  • inflexibility in its business model, 96–97
  • right product, right vision, wrong approach, 95–96
• Government (technological) innovation
  • challenges in innovation management, 190–192
  • expenditures and funding, 138–139, 190, 191, 194–196
  • a golden age of, 195–196
  • nudges and, 188–190
  • requisites for, 192–195
• Governments, 63, 64
  • British, 138–139, 188–190, 192, 196
• Greeley, Greg, 147

• Hall of Toast, 29, 30, 32, 33
  • and modern disruptors, 30–32
• Hastings, Reed, 39, 40
• Hewlett-Packard (HP), 30, 61–62, 107
• HMV, 104–105
• Holland, 66–67
• Hulu, 40–42
• Hype Cycle, 22–23, 23f

• IBM, 32–33, 76, 102, 112, 115
• IBM Life Sciences, 32
• Idea competitions, 134
• Ideas, 171
  • listening to employees for new, 104
  • small innovation ideas can add up quickly, 149
• IDEO, 82, 140
• Incumbency, the many advantages of, 163–164
• Incumbent superpowers, checklist of, 167
• Industrial age, 57
• Industry 4.0, 19
• Industry clusters, 59, 77
  • the failure of, 59–69, 77
• Industry–academic partnerships, 60
• Innovation. See also specific topics
  • creating innovation by reducing friction, removing barriers, 133–134, 136
  • small innovation ideas can add up quickly, 149
• Innovation black holes, 75–76
• Innovation clusters, 64, 69. See also Industry clusters
• Innovation culture, x, 60, 77, 136, 149, 150, 153, 201. See also specific topics
• Innovation Diffusion model, 24–25, 24f
• Innovation friction, checklist for decreasing, 135
• Innovation game, 35. See also specific topics
  • ways it has changed, 35–36
• Innovation manifesto and mindset for change, 150–153
• Innovation platforms, 124, 125
• Innovation prizes and contests, 137–139
• Innovator, checklist for making everyone an, 152
• Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail, The (Christensen), 34–35, 106, 198. See also Christensen, Clayton M.
• Intellectual capital is “leakier” than ever, 81
• iPhone, 19, 24, 144, 177

• Jackets. See under Patagonia
• Jobs, Steve, 131, 143, 172

• Kelly, Kevin, 87
• Kinsa, 10
• Knowledge, The, 13–15
• Kodak, 18, 30–31, 111, 112
• Krishna, Arvind, 32, 33

• Launch, failure to, 97
• Laundromats, mini-libraries in, 194–195
• Lean startup methodologies, 142–143
• Legacy brands, resource advantages of, 165–168
• Legacy firms. See also under Open access, open source, and collective product development
  • lack of diversity and global perspective, 82–83
• Libraries in laundromats, miniature, 194–195
• Linux, 86, 176
• Listening culture, 114
  • vs. unwillingness to listen, 114–115
• Logitech
  • Bracken Darrell and, 169–175
  • design principles, 171
  • from slow death to thriving, 169–175
• Longboard Island Lager, 166

• Machine age, second, 56
• Management, changes in, 36
• Maps, 13–15, 125
• Massachusetts Route 128 (“America’s Technology Highway”), 65, 66
• “Matrix management” system, 111
• Maybury, Mark, 133
• McAfee, Andrew, 56
• McMillon, Doug, 185–187
• Media companies, the fight for attention and shift in valuations of, 40–43
• Media disruptions, massive, 39–40
• Media services, over-the-top (OTT), 39, 41, 42, 54
• Medical devices and technology, 9, 10, 19–20. See also Fitness trackers
• Merck, 63
• Microsoft. See also Nadella, Satya
  • vs. Amazon, 178, 180
  • vs. Apple, 177, 180
  • reinvention of, 113. See also Cultural transformation, Microsoft’s
  • smartphones and, 176, 179
• Microsoft Azure, 176, 178–180
• Money-transfer services, 47. See also Payment platform, Payment systems
• Moore, Gordon, 61, 61f
• Moore’s law, 18, 37, 40
• Motivating, 153–154, 156
• Mozilla, 105–106
• Mozilla Connected Devices, 105–106
• Musk, Elon, 1–2, 51–53

• Nadella, Satya, 113
  • accomplishments, 112–113, 180
  • Amazon and, 178
  • background and overview, 176
  • boldness, 179
  • culture (change) and, 112, 113, 178–181
  • major moves, 179–180
  • move fast, fix things, be nicer, 176–178
  • Nonviolent Communication and, 175–176
  • on transformation, 113, 175, 176
• Net neutrality, 39
• Netflix, 38–42, 54
• Netherlands, 66–67
• Network effects (platforms), 126
• New Innovator’s Dilemma, 35, 38
• New Jersey, 62–63
• NextEra Energy demonstrates innovation in a utility, x, 7, 181
  • talent, consistency, and foresight, 182–184
  • a toe in the water, 181–182
• Nike, 82, 107–108
• Nokia, 111–112, 179
• Nonviolent Communication (Rosenberg), 175–176
• Noyce, Robert, 61, 61f
• Nudge: Improving Decisions about Health, Wealth, and Happiness (Thaler and Sunstein), 188
• Nudge unit, 188–190
• Nudges, 188–190

• Off the Eaten Path, 162
• “1,000 True Fans” (Kelly), 87
• Online commerce, 44–45. See also Amazon
• Open access, open source, and collective product development, 86–89
  • changes in style, substance, mechanism, and volume of communications, 88–89
  • legacy communication channels are withering, 87–88
  • model of collaborative innovation, 86–87
• Open-source operating system, 176
• Open-source software community, 179
• O’Reilly, Charles A., III, 102, 103, 106–107
• Organizational culture. See Culture
• Over-the-top (OTT) media services, 39, 41, 42, 54

• Package delivery, 28–29. See also Delivery services/product delivery
• Pandemics, 9, 10
• Parker, Geoffrey G., 129
• Parking in Washington, DC, 193–194
• ParkMobile, 193–194
• Patagonia (clothing company), 120, 122, 127
  • Boulder store, 119–120
  • a business world turned upside down, 120–121
  • Common Threads initiative, 117, 119
  • consignment store, 120
  • “Don’t Buy This Jacket” ad campaign, 117–122, 118f
  • eBay and, 119
  • revenue, 119, 120
  • Worn Wear program, 119–120
• Patience, lack of, 105–106
• Payment platform, mobile, 94–96, 125
  • switching to a, 193
• Payment systems, 47, 125. See also Apple Pay
• “People” people, recognizing, 174–175
• Photography. See also Cameras
  • digital, 30–31
  • film, 31
• Pixar Animation Studios, 109, 110, 144, 145, 155
• Platform characteristics, common, 125–126. See also Platforms
  • asymmetric growth and competition, 126–127
  • distribution power, 126
  • network effects, 126
• Platform design, innovative companies work hard on, 128–129
• Platform-making company, programming Amazon to be a, 129 Platform Revolution (Parker et al.), 129
• Platforms. See also under Ecosystems
  • every company wants to be a platform company, 127–130
  • and marketplaces at the center of innovation breakthroughs, 128
  • transaction, innovation, and combined, 124–125
• PM2.5 air quality sensor, 105–106
• Political support, lack of, 113–114
• Porter, Michael, 63–64, 69
• Prediction machines, 15. See also Artificial intelligence
• Product development cycles moving faster, 82
• Product searching, online, 44–45
• Project SensorWeb, 105–106

• Rahal, Peter, 91–92
• Razor blades, 5–6. See also Dollar Shave Club
• RCA (Radio Corporation of America), 29, 30, 63
• Red Hat, 32, 33, 179
• Regional Advantage: Culture and Competition in Silicon Valley (Saxenian), 65
• Research and development (R&D), 107
  • R&D centers, 70
• Research and development (R&D) budgets, 60
  • and corporate performance, 60
  • reallocating R&D money, 170, 174
• Resources, lack of, 108
• Ries, Eric, 142–143
• Risks, failure to take, 97–98
• Robo, Jim, 182–183
• Robot vehicles, 138. See also Driverless cars
• Robots. See also Drones
  • Amazon’s use of, 21, 46
• Rockets, 1. See also SpaceX
• Rogers, Everett, 24–25, 24f
• Rosie (robotic maid), 20–21
• Ross, Stephen, 89
• Route 128. See Massachusetts Route 128
• Rulebreakers, recruiting, 144–145
• RXBAR, 91
  • from zero to $600 million in sales in five years, 91–93

• Sainsbury’s, 160–163, 197
  • Amazon and, xi, 197
  • cashierless technology and, xi
  • Future Brands, 160–162, 166
  • Nectar loyalty program, 161
• Salesforce, 123, 124, 179
• Salmon-skin crisps, 160
• Saxenian, AnnaLee, 65
• Sears, Roebuck and Company, 43
• Second machine age, 56
• Second-order innovator’s dilemma, 54
• Sensors, 21
  • advances in, 18–19
  • cheap, 17, 29, 196
  • medical, 19–20
  • PM2.5 air quality, 105–106
• SensorWeb, 105–106
• Shirky, Clay, 85–86
• Silicon Valley, 66–67, 72–73
  • advantages over competitors, x–xi, 66–68, 129, 143
  • attempts to re-create/replicate, 62, 64, 65
  • Boston compared with, 65–66
  • cooperation and sharing/information exchange, 62, 66, 143, 144
  • culture and, 65–68, 71
  • ecosystem, 66
  • ethos, 72
  • Frederick Terman and, 62, 64
  • hiring Valley leaders and talent to staff outposts, 72–73
  • history and evolution, 60, 62, 64–66
  • innovation ecosystems and, 74
  • methods, 62, 66, 144
  • origins and creation, 60, 62, 64
  • the power of an open system that welcomes outsiders, 66–69
  • problems, 68–69
  • stealing in, 144
• Silicon Valley outposts, 71–73, 77, 110
  • boondoggles and junkets, 59–60, 69–70
  • reasons for the failure of, 71–74
• Silver, Spencer, 150
• Simplifying, 173–174
• Smartphone, 16, 106, 107, 125, 126. See also iPhone
  • A.I. systems and, 20
  • cameras and, 18–19, 21, 26, 27
  • cost savings resulting from, 85, 170
  • flying, 125
  • impact, 14, 128, 196
  • Kodak and, 18, 31
  • limitations, 27
  • Microsoft and, 176, 179
  • Nokia and, 111–112, 179
  • PC peripherals and, 170
  • technologies incorporated into, 21, 26–27, 85
  • transportation and, 14, 38, 76, 193, 195
  • Xiaomi and, 78–79
• Smith, Peter, 91–92
• Social contagion, 25
• Social networks, 66
• Software, 76–77. See also specific topics
• Software-as-a-Service (SaaS) business model, 180
• Soul, 171
• SoulCycle, 88–90
• SpaceX, 1–4, 53, 128, 200
• Stanford University, 60–64, 69
• Stanley Black & Decker, 132, 133
• Startups, 37
  • competing against, ix, 7, 8, 49, 55
  • lean, 142–143
• Steinberg, Jon, 42
• Subscriptions, 6, 79. See also Amazon Prime; Dollar Shave Club; Netflix
• Suggestion box, digital, 134, 146, 149, 152
• Sunstein, Cass, 188
• Survival as an endless task, 32–33

• Tapscott, Don, 86, 87
• Taxes, 189–191
• Teaching vs. telling, 154
• Team size, 134
• Teams, 61–62, 134. See also Top-down corporate innovation teams
• Technology. See also specific topics
  • the limits of, 20–21
• Technology adoption curves, 25–26, 26f, 84
• Technology shifts. See also specific topics
  • are opening massive new markets, 82–83
• Television, 87–88
  • cable, 39–42, 54
• Terman, Frederick, 62–64
• Tesla, 27, 38, 54, 128, 199
  • A.I., 27, 52
  • cars as software and the art of the impossible, 51–53
  • Clayton Christensen and, 54, 198, 199
  • disruption and, 54, 198, 199
  • Model 3, 199
  • platforms and, 125
• Thaler, Richard, 188–189
• 3M, 108, 139, 148, 150, 152
• “Toe in the water” strategy, 181–182, 184
• Top-down corporate innovation teams, the folly of dedicated, 75
  • innovation black holes, 75–76
  • innovation teams can’t see new business models, 76
  • innovation teams struggle to identify nascent markets, 76–77
• Toyota, 104, 148, 152
• Transaction platforms, 124
• Transportation. See also Black cabs; Delivery services/product delivery; Driver in the Driverless Car; Drone delivery; Uber
  • smartphones and, 14, 38, 76, 193, 195
• Trump, Donald J., 89
• Trust, 36, 37
• Trust systems, 37
• Tushman, Mike L., 102, 103, 106–107

• Uber, 38, 198–199, 204n1
• United Kingdom (UK). See Black cabs; Governments: British; Sainsbury’s
• Utility industry, 182–184

• Venture capital, 64
  • spreading more broadly, 74
• Venture-capital arms of companies, 75.
• See also Google
• Ventures Venture capitalists, 65, 66, 68
  • beer companies and, 164
  • Boston and, 65–66
  • capital investments, capital expenditures, and, 164
  • platform business and, 127
• Videoconferencing
  • Cisco and, 97, 99, 100
  • Eric Yuan and, 99, 100
• Videoconferencing tools, 10, 84, 99, 100
• Virtual reality (V.R.), 23–25, 174
• Voice commerce and voice assistants, 20–21, 27, 44–45
• von Behren, Rob, 95
• von Hippel, Eric, 150–151

• Wall, Jonathan, 95
• Wall Street, lack of tolerance for failure, 97–98
• Walmart
  • Amazon and, 185–187
  • from “deer in the headlight” to credible competitor, 184–187
• Warby Parker, 49, 50
• Ward, Charlie, 146
• Watson (computer), 32–33
• Webex, 99–100
• Wikinomics: How Mass Collaboration Changes Everything (Williams), 86
• Wikipedia, 86–87
• Williams, Anthony D., 86
• Windows Azure, 176, 178. See also Microsoft Azure
• Worn Wear program, 119–120
• Wrong people and wrong role, 109–110

• Xerox, 31, 97, 111
• Xiaomi, 78–79
• XPRIZE, 137–138

• Yuan, Eric, 99–100, 108

• Zoom (software), 11, 84, 97, 100
  • Eric Yuan and, 100
• Zoom Video Communications (Zoom), 100, 108
  • Cisco and, 100
• Zuckerberg, Mark, 144, 200