The number one benefit of information technology is that it empowers people to do what they want to do. It lets people be creative. It lets people be productive. It lets people learn things they didn't think they could learn before, and so in a sense it is all about potential.— Steve Ballmer
The most sentimental Steve Ballmer quotes that will be huge advantage for your personal development
Our people, our shareholders, me, Bill Gates, we expect to change the world in every way, to succeed wildly at everything we touch, to have the broadest impact of any company in the world.
I want to express my deepest condolences at the passing of Steve Jobs, one of the founders of our industry and a true visionary. My heart goes out to his family, everyone at Apple and everyone who has been touched by his work.
Great companies with the way they work, first start with great leaders.
Great companies have high cultures of accountability, it comes with this culture of criticism I was talking about before, and I think our culture is strong on that.
So, I think the output of our innovation is great.
We have a culture of self-improvement. I know we can continue to improve. There is no issue. But at the same time, our absolute level of output is fantastic.
Accessible design is good design.
There's no chance that the iPhone is going to get any significant market share. No chance.
Accessible design is good design - it benefits people who don't have disabilities as well as people who do. Accessibility is all about removing barriers and providing the benefits of technology for everyone.
You get some success. You run into some walls...it's how tenacious you are, how irrepressible, how ultimately optimistic and tenacious you are about it that will determine your success.
I'm very, very bullish about our prospects, and as I tell our board, as I tell our employees, this is the time to invest. There's so much opportunity. Let's just invest in that opportunity, and really get after it.
I don't know what a monopoly is until somebody tells me.
We can believe that we know where the world should go.
But unless we're in touch with our customers, our model of the world can diverge from reality. There's no substitute for innovation, of course, but innovation is no substitute for being in touch, either.
Linux is a cancer that attaches itself in an intellectual property sense to everything it touches.
Computer science is the operating system for all innovation.
We don't have a monopoly. We have market share. There's a difference.
I think it would be absolutely reckless and irresponsible for anyone to try and break up Microsoft.
Eventually the Internet will be accessed by PC, television, and wireless devices.
I come back to the same thing: We've got the greatest pipeline in the company's history in the next 12 months, and we've had the most amazing financial results possible over the last five years, and we're predicting being back at double-digit revenue growth in fiscal year '06.
I loved every minute of my time at Microsoft, but I had always envisioned having another phase of life just because I thought that would be interesting. It had never been my plan to work until I literally didn't want to do anything and then hang it up.
Our goal in making these changes is to enable Microsoft to achieve greater agility in managing the incredible growth ahead and executing our software-based services strategy.
It's always great when you get a lot of people pushing themselves to do better, be better, invent better, better serve, better lead customers in new directions.
500 dollars? Fully subsidized? With a plan? I said that is the most expensive phone in the world. And it doesn't appeal to business customers because it doesn't have a keyboard. Which makes it not a very good email machine.
I have never, honestly, thrown a chair in my life.
At Microsoft I had many years of experience and history and seeing connections.
With my direct reports, the job at Microsoft was to delegate and then be able to properly review, but not to micromanage. To have a way of connecting and integrating without getting in the way.
I've got my kids brainwashed: You don't use Google, and you don't use an iPod.
The lifeblood of our business is that R&D spend.
There's nothing that flows through a pipe or down a wire or anything else. We have to continuously create new innovation that lets people do something they didn't think they could do the day before.
The most common format of music on an iPod is 'stolen.'
Google's not a real company. It's a house of cards.
Analytics only goes so far. Basketball, more than baseball, for example, is really a team sport.
There are other ways I think of myself as spoiling myself .
.. I ... get a massage once a week. Other people can, I didn't used to, and I can now.
If the CEO doesn’t see the playing field, nobody else can.
The team may need to see it too, but the CEO really needs to be able to see the entire competitive space.
I think PCs are going to continue to shift in form factor. The real question is: What's a PC?
I'm going to f---ing kill Google.
I don't have a lot of experience running basketball teams.
I'm just trying to get smart enough even to understand everything going on. As much of a fan as I am, I haven't played the game since ninth-grade. If you told me when I bought the team that there were 12 kinds of pick and rolls, I would've told you I have no frickin' clue about that.
We're going to try to do more to communicate the value of activation to customers in addition to making the process simpler and more consistent.
The company I invested in is probably a leader in that area.
They're a company called Second Spectrum, which happens to be based in LA but was started by two USC computer-science professors. It's filled with guys who love sports, who played sports, but really look like programmers.
Every NBA arena has six cameras in the ceiling.
The question is what does the software do with video feeds? How to surface that in a set of analytics? There are some "playbooks," but in most sports these days what you really want to share out with coaches and players is a set of video that lets you visualize what's going on and what's the best way to do things.
We've grown from 18% of the profits of the top 25 companies in our industry to 23% of the profits of the top 25 companies in our industry over the last five years. Profits are up over 70%, where the industry profit is up about 35%. Pretty good.
Throughout our history, Microsoft has won by making big, bold bets.
I believe that now is not the time to scale back the scope of our ambition or the scale of our investment. While our opportunities are greater than ever, we also face new competitors, faster-moving markets and new customer demands.
I'm not an insider. I'm not on the board. I'm an outsider. That implies a certain kind of separation ... because the company can't, without an appropriate nondisclosure and trading rules, share confidential data with me that it would not share with any other shareholder. You could say that implies a certain kind of separation.
I want to make sure (a user) can't get through .
.. an online experience without hitting a Microsoft ad.
I don't think there is one size that fits all.
I've been to too many meetings with journalists who spent the first 10 minutes of the meeting setting up iPad to look like a laptop.
In terms of the public positioning of the company, Satya's [Nadella] done a very good job. He sort of pivoted in a way that I don't think would have been possible for me to do even if I'd seen it that way, to really talk about this mobile-first, cloud-first world.
I don't really know that anybody's proven that a random collection of people doing their own thing actually creates value.
It's hard to invent a new thing, and it's just as hard to invent another new thing.
This is all about having great leaders who can drive agile innovation and agile decision-making.
I think these things social networks are going to have some legs,and yet there's a faddishness, a faddish nature about anything that basically appeals to younger people.