I wish developing great products was as easy as writing a check. If that was the case, Microsoft would have great products.
Microsoft shoots for the moon. Sony shoots for the sun.
It wasn't that Microsoft was so brilliant or clever in copying the Mac, it's that the Mac was a sitting duck for 10 years. That's Apple's problem: Their differentiation evaporated.
When I studied computer science at Duke University in the first half of the 1980s, I had professors who treated women differently than men. I kind of got used to it. At Microsoft, I had to use my elbows and make sure I spoke up at the table, but it was an incredibly meritocratic place. Outside, in the industry, I would feel the sexism. I'd walk into a room and until I proved my worth, everyone would assume that the guy presenting with me had credibility and I didn't.
I've passion for software, and Microsoft provide me a true platform.
When I worked at Microsoft, I got to go and visit a bunch of different companies. Probably a hundred different companies a year. You'd see all the different ways they'd work. The guys who did Ventura Publisher one day, and then United Airlines the next. You'd see the 12 guys in Texas doing Doom, and then you'd go see Aetna life insurance.
I remember back in the early days of Microsoft that from the day that you decided that you were just going to put out an ad to a customer - and all you were usually able to tell them was that a new product was available - it was about nine months before you could actually reach the first customer.
Microsoft fears Intel is eventually going to create its own operating system and optimize its chips for its own OS, cutting Microsoft out of the picture. Kind of like what Microsoft allegedly does to people who write applications for Windows.
Microsoft's philosophy is to get it out there and fix it later. Steve [Jobs] would never do that. He doesn't get anything out there until it is perfected.
Let me be clear - Microsoft has no beef with open source.
When I was in my 40s, Microsoft was my primary activity.
I'm never fully satisfied with any Microsoft product.
The outside perception and inside perception of Microsoft are so different. The view of Microsoft inside Microsoft is always kind of an underdog thing.
Microsoft is in a court battle with the Department of Justice. The DOJ is saying, "We want information from your data center in Ireland. It's not about a US citizen, but we want it." Microsoft said, "OK, fine. Go to a judge in Ireland. Ask them for a warrant. We have a mutual legal-assistance treaty. They'll do it. Give that to us, and we'll provide the information to you in accordance with Irish laws."
Russia recently passed a law - I think a terrible law - which says you have to store all of the data from Russian citizens on Russian soil just to prevent other countries from playing the same kind of legal games we're playing in this Microsoft case.
I'd like to own Intel... I'd like to own Microsoft... I'd love to have Warner Bros in my hip pocket.
Our leadership [in Microsoft ] has that - "hey, we are the best in certain ways," and so we get the best people. That any kind of positive dynamic is quite good, so I love what's going on there, it's fun.
[We in Microsoft] are not the only software company but we are a great software company doing some unique work.
It's fantastic that Microsoft in the cloud space is one of very few companies that's got the critical mass, the particular emphasis on helping business customers get up to that cloud with all the unique requirements they have. It's very exciting.
Microsoft has some assets like Office that have stayed strong and there's so much room for innovation in those.
I was announcing to the public, in 2006, that I'd be leaving Microsoft in a couple of years and focusing full-time on the foundation. That was the time at which we went back to New York and Warren [Buffett] announced these gifts to a number of foundations, with a very high percentage of it going to us and basically doubling our capacity.
I can't say that I like MicroSoft: I think they make rather bad operating systems - Windows NT is just more of the same - but while I dislike their operating systems and abhor their tactics in the marketplace I at the same time don't really care all that much about them.
A technology becomes truly disruptive when it drives the marginal cost of something that used to be scarce and expensive to approach zero. Thus, it used to be to deploy software at scale, you had to fund a data center, buy a set of servers, storage, and networking gear, build an in-house IT management capability, and buy an expensive stack of enabling software before you could even get started. Now you can get all that from Amazon or Microsoft on a pay-as-you-grow model.
For instance, in 1999, Bill Gates not only published a new book on work at the speed of thought but also detailed how Microsoft's 'Falconview' software would enable the destruction of bridges in Kosovo.
The thing about HD-DVD that is attractive to Microsoft is that it's very pro-consumer in letting you copy all movies up onto the hard disk.
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