We believe the world changes when the boldest thinking is directed at the toughest problems

One thing I've always loved about the culture at Microsoft is there is nobody who is tougher on us, in terms of what we need to learn and do better, than the people in the company itself. You can walk down these halls, and they'll tell you, 'We need to do usability better, push this or that frontier.'

It's not easy to remember, but IBM was the computer industry when I was growing up. You loved 'em. You hated 'em. You knew what they were doing. They had set a standard for mainframes. They also set a standard for great sales focus and heavy product R & D.

I remember in 1980 or 1981 looking at a list of people who had made a lot of money in the computer industry and thinking, Wow, that's amazing. But I never thought I'd be on that list. It's clear I was wrong. I'm on the list, at least temporarily.

You're never going to get the amount of CO2 emitted to go down unless you deal with the one magic metric, which is CO2 per kilowatt-hour.

Our flame is taking the normal depleted uranium - the 99.3 percent that's cheap as heck, and there's a pile of it sitting in Paducah, Kentucky that's enough to power the United States for hundreds and hundreds of years. You're taking that and you are converting it to plutonium - and then you're burning that.

From the day Microsoft was started, the only constraint to our growth has been attracting ah, more great programmers, very smart, committed, ah, people. And so we're always on... on the look for ah, that kind of person.