How well we communicate is determined not by how well we say things but how well we are understood.

There's a tendency at the senior and middle-manager level to be too big-picturish and too superficial. There is a phrase, "The devil is in the details." One can formulate brilliant global strategies whose executability is zero. It's only through familiarity with details - the capability of the individuals who have to execute, the marketplace, the timing - that a good strategy emerges. I like to work from details to big pictures.

Bad companies are destroyed by crisis, Good companies survive them, Great companies are improved by them.

I don't see Merced appearing on a mainstream desktop inside of a decade.

The new environment dictates two rules: first, everything happens faster; second, anything that can be done will be done, if not by you, then by someone else, somewhere.

Just as you would not permit a fellow employee to steal a piece of office equipment, you shouldn't let anyone walk away with the time of his fellow managers.

Think about it. Right now, a whole generation of young (customers) in the United States has been brought up to take computers for granted. Pointing a mouse is no more mysterious to them than hitting the "on" button on the television is to their parents.