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Probably 75 percent of my time now with customers is virtual, as opposed to visible, and it usually isn't one-to-one anymore, it's usually many-to-many. What you see with telepresence, coming down to Tandberg, coming down to show-and-share to the desktop to what we've done with Videoscape, you know where we're headed, and it's any device, any content, all video. We don't produce phones. It's data, voice and video together.
So between the focus on collaboration, the focus on video, the focus on data center virtualization, the focus on clouds, you have a breadth and depth of array that none of our peers have. I just came back from the World Economic Forum and I never get good marketing confused with what the customer is saying -- that's why I spend half my time with customers. We have moved from being a provider of routers and switches to more and more, we're providing the technology architecture, and with our leading edge customers, we're starting to provide business and government architecture. Who would have thought that Cisco would be the key to innovation as the leadership in Russia started to transform their country? Who would have though that when there were issues in the Middle East, we'd be right in the middle in terms of how you create jobs and balance that, where high tech can play a key role and help raise jobs for all? Who would have thought in America we can talk about the future of this country and the way we grow out of it is through productivity and job creation though these new technologies -- by the way, all enabled by the network.
Now, to answer your indirect question: Have we spread ourselves a little bit thin? I've always spread us thin at Cisco. The key is market transitions wait for no one. This verticalization, whether it's good or bad, it happening. And unlike our peers that we're competing against, we share the majority of our direction with our partners, including even the services level where I would expect our partners to generate five, ten times the services revenue we do, even though we're all needing to move to a services-led sell and services-led implementation. So while there will always be bumps in front of us, and there's probably a few -- though to be candid, no one handles those bumps better than Cisco, though I always wish I was smarter to avoid them -- we eventually get it right and get a process going.
VARs and the industry as a whole hear often about your 30 adjacencies, or the 30 to 50 adjacencies. One thing we consistently hear from channel partners is that partners are overwhelmed by the level of opportunity, from smart grid, to video and healthcare and the rest. How do you want them to prioritize? What do you want them to go after?
They're the same issues we have. First of all, be realistic given the market. Which areas do you have differentiation and which areas do you want to invest in? The good news is, it's a portfolio play. And the portfolio will come together every time, so you can reconnect at a future time. In terms of one of the charts I'll use at the partner conference, I'll talk about the very top of our big bets, and I'll separate them into categories. Small to medium business, IP NGN [Next Generation Network], Borderless Networks, and then the next generation, data center virtualization, video, and then the next generation after that, clouds and what we're doing with EMC, and the generation after that, smart grid.
You think of it in buckets and those are the major moves we're going to make. Then we'll do a portfolio play and tie them all together. I wouldn't try to be all things to all people. I would say based on the business case, where do you move, but what has to change is you don't want to take on a competitor on a single, standalone product.
Our products are the most competitive they've been since I've been here at Cisco. You see that in our market share, in awards for that, but if you're selling a single, standalone product, you're ignoring perhaps the strongest thing Cisco does, which is an architectural approach, which protects their investments, allows them to move into new markets relatively seamlessly, and while they might not move into quote "video" or cloud today, or security architecture today, what we build is the vehicle that allows them to do it from an architectural play, and is how you change business process and government process.
When I talk with the leaders of large retailers, you can imagine I don't talk routers and switches, I talk how does your physical world come together with your virtual world? How does your supply chain change? What are your competitors doing that you need to do differently? How does the customer buy today versus how they used to buy? How can we help change that in a store, physically and virtually? Same thing in the automotive arena. Don't talk routers and switches, we talk about what are your incremental revenue streams, we talk about your design cycle, how do you do time to market, and as you design your car of the future -- people forget -- it's a network car. We can play a role there that's very unique.
Government and healthcare. You can't afford the healthcare expenses coming at us in this nation or around the world, so we'll have to see a decade-long run of collaboration and healthcare productivity, or we'll break the healthcare system. As they said at WEF -- and these are the top healthcare experts in the world -- all of them [healthcare systems] are on the verge of bankruptcy. There's no choice but to change. So the nice thing about our partnering portfolio is, yes, I think we've hit the market transitions right, yes we win in many of the areas, we are spread a little bit thin just like our partners, and if you have to prioritize, pick and choose based on the customer segment you're doing.
But the nice thing is that you can re-engage across the board for an element you decide on later, because it's an architectural play. That's different from our peers. And we treat partners different, we've always been number one and focused on partners.