He held the position for three years till From to Narayen was the executive vice-president of worldwide products at Adobe and in he was appointed president and chief operating officer. Under Narayen's leadership, Adobe was led to a phase of transformation. Quad Summit: China, coronavirus, climate change top India's agenda. I sat down with him to discuss interesting ideas relating to ed-tech, supporting Indian start-ups and boosting innovation.
Shantanu expressed keenness to take the joys of video and animation to every child in India," Modi tweeted after the meeting. Prime Minister Modi and Narayen discussed Adobe's ongoing collaboration and future investment plans in India. The prime minister in his meeting with the Indian-origin Adobe CEO said that bringing smart education to every child is important and that makes the technology very important, asserting that in the COVID era, the ground for digital education has been laid.
Specifically, for Adobe, in digital marketing we have a very comprehensive platform right now. We have made smart acquisitions including Omniture and Neolane. We always look for great tech and great people. Conversely, if the cultural fit is not there, we will walk away.
Our success is predicated on amplifying any product we buy into our company. One, look at the strategic rationale. We spend a lot of time on it. Two, key is to do a really deep dive into the technology. Make sure there is depth in technology of the company. We are, after all, a product company and for us the technology is important. Three, equally important is people. If there is not a cultural fit, you can fool yourself thinking it will happen.
We have spent an inordinate number of time making sure there is a cultural fit. How soon does it take for integration? It depends on the size. The recipe we follow for all our acquisitions is we appoint a sponsor within a company to make sure the integration goes right.
So, we have the notion of an executive sponsor - a person who is going to carry forward the integration over the line. We are focused and disciplined on that. During the business model reengineering, which were the toughest pieces and which were the easiest? Instead of toughest challenges, I would say the thing I underestimated was how important it was to keep communicating - internally and externally to the company, why we were making this change.
In your mind you have made that switch. But successful companies have to keep reiterating the communication.
That is one of the learnings. Overcommunicate where you are going. You also have to keep inspecting where you are going, even if it is only a small part of the business, rather than where you have come from.
The tendency is to focus on where the power is. If you are making a change, new businesses normally do not "have power" because they do not have the revenue.
But your actions are going to signal a lot to people. As a leader, wherever you are going, you have to focus a lot on it.
Backsliding will send a very mixed message. The easiest part of the change was the fundamental belief that we could deliver more value to customers. That is what gave us the confidence. Sign In. Download the latest issue of Business Today Magazine just for Rs. We want to file more patents and actually do fundamental innovation. We have multiple centres in India. We have it in Noida, Bengaluru and Hyderabad, in addition to our sales offices all around the country.
It has been a home run. A conducive environment for startups is there. How do you look at the ecosystem?
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