We could also motivate ourselves through competitive zeal. Microsoft is known for rallying the troops with competitive fire. The press loves that, but it's not me. My approach is to lead with a sense of purpose and pride in what we do, not envy or combativeness.
Success can cause people to unlearn the habits that made them successful in the first place
A big part of my job is to accelerate our ability to bring innovative products to our customers more quickly.
Most people have a very strong sense of organizational ownership, but I think what people have to own is an innovation agenda, and everything is shared in terms of the implementation.
I definitely fall into the camp of thinking of AI as augmenting human capability and capacity.
One thing we've talked a lot about, even in the first leadership meeting, was, what's the purpose of our leadership team? The framework we came up with is the notion that our purpose is to bring clarity, alignment and intensity.
We had the Windows app store in Windows 8, but one of the big changes in the design of Windows 10 is to make sure that the app store is front and center where our usage is, which is the desktop.
In the post-Snowden world, you need to enable others to build their own cloud and have mobility of applications. That's both because of the physicality of computing - where the speed of light still matters - and because of geopolitics.
In the past, there was hardware, software, and platforms on top of which there were applications. Now they're getting conflated. That is all going to get disrupted by the move to the cloud.
Our goal with the cloud is to make sure that our cloud and our cloud applications are available on every device in the world.
Human language is the new UI layer, bots are like new applications, and digital assistants are meta apps. Intelligence is infused into all of your interactions.
At Microsoft, we're aspiring to have a living, learning culture with a growth mindset that allows us to learn from ourselves and our customers. These are the key attributes of the new culture at Microsoft, and I feel great about how it seems to be resonating and how it's seen as empowering.
The energy you create around you is perhaps going to be the most important attribute - in the long run, EQ trumps IQ. Without being a source of energy for others, very little can be accomplished.
Iran is a complete Windows country when it comes to the Office automation side.
My ambition with connectivity is not to fly balloons in the national airspace of other countries, but my dream is to be able to enable the local entrepreneurs to have low-cost connectivity solutions.
What gets lost is we wouldn't be who we are and as successful as we have been if we didn't have a decent batting average.
What matters is 'Have you done a better job of making our experiences feel like home on Windows?' That's our real goal, and that's what we're going to stay focused on.
There are nine million servers sold annually. Of those, just one million are sourced by the big guys. What we're trying to predict is: in the future, is that all going into the one million category? Or will there be some balance?
In our business, things look like a failure until they're not. It's pretty binary transitions.
Xbox is one of the most revered, loved brands in games.
