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.

Look at the product pipeline, look at the fantastic financial results we've had for the last five years. You only get that kind of performance on the innovation side, on the financial side, if you're really listening and reacting to the best ideas of the people we have.

My children - in many dimensions they're as poorly behaved as many other children, but at least on this dimension I've got my kids brainwashed: You don't use Google, and you don't use an iPod.

I'm going to f---ing bury that guy, I have done it before, and I will do it again. I'm going to f---ing kill Google.

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 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.

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.