Over many years, we have tried to build up a "core enterprise culture," the so-called four Cs and one T -- creativity, communication, change and customers, as well as trustworthiness. We believe there is universal merit in the concept of respect.
We value the expertise of our management team, and break up company hierarchy in order to improve the understanding of staffmembers who are coming from different ethnic backgrounds and languages. This marvelous fusion has become one of the reasons that many talented people have joined Trend Micro.
TT: The form that viruses take changes swiftly these days. From your perspective, what kind of attacks might computer users expect in the near future? How much output value would the more frequent and larger scale virus attacks create for the industry in the short-term?
Chang: Unlike worms that merely play pranks or paralyze computers, now virus attacks are more involved in financial issues, such as spyware that tries to steal confidential data from corporate networks, or "phishing" to trick users into divulging their banking information.
The attacks also spread to mobile phones and may further expand to any digital device that is connected to the Internet. The anti-virus and network security industry now grows by 30 to 40 percent annually, and will keep growing up with more unexpected forms of viruses on the way.
TT: In recent years, there have been a lot of mergers and acquisitions among companies across the world, especially in the IT industry. Do you expect any M&As going on in your company?
Chang: We don't rule out the possibility of M&As, as long as the measure can create more shareholder wealth. Currently, we tend to buy more technology to strengthen our product line.
For example, we bought Kelkea Inc in June to tackle spam, and acquired InterMute Inc to bolster our anti-spyware portfolio last month.
As for something we have acquired, I think so far we have maintained smooth operations. And at any rate, Trend Micro would be rather expensive to purchase now.
TT: Trend Micro announced last week it was setting up the world's first chief culture officer (CCO). How do you expect the post to contribute to your company?
Chang: In the past, we have used our products and technology to lead the company, but in recent years we realized that providing what customers need and understanding how they feel is more important.
Based on that concept, starting this year we have restructured our department into five sections based on customers, instead of regions.
The effect has been overwhelmingly beneficial, as we can better cater to customer needs now. To sustain such fruitful results, all company employees, who usually think with their brains, should start to use their hearts.
Through the establishment of the CCO to hold a series of cultural and art events, we expect to inspire employees' sensitivity and further spark their creativity, which would instill more vitality in the company.
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