Tonnesen: Every company and every industry has different views on this. Quite frankly, I really believe that more and more my role is to provision a service. The actual management of that service, the use of that service, the configuration of that service day-in and day-out I really think is the customer's. I want to get out of the way. I want to put Box in place and let our legal team use it for doing great deals with our partners, to let marketing create an ad and marketing campaign, to let our game teams develop and share intellectual property and collaborate and do the ideation they need to do with the technology and let IT get the heck out of the way.
I think the challenge with that, because it all sounds so simple and easy, is that you have historically, in a lot of IT organizations, people that are command-and-control orientedand a lot of times you have CIOs that are command-and-control oriented. Making that change, even when they already mentally know they have to, it goes against for some of us 25 or 30 years of training and behavior. It is not going to be easy. I will grant you that a lot of folks on my team still struggle with this whole notion that we need to provide the technologies, but we're not going to manage it. We're going to let them manage it. But that is the beauty of where more and more of these platforms, like Box, are going: to provide the vehicles and tools for them to do their own jobs without needing IT to get in the way.
A company like Box is very successful in the consumer market, and [the consumers] don't need IT people. I think in the enterprise, that's the sweet spot. If IT can learn to get the heck out of the way and provide the tools for the employees to do what they need to do, great things will happen.