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.

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.

Accessible design is good design.

I didn't leave business school to go bankrupt.

From a client perspective, I really think the work Microsoft's doing with Surface, with HoloLens, with Xbox, that stuff's absolutely essential to the company's future. Because innovation in the future will either be from the cloud out to all devices, or from devices as supported by software in the cloud. I think it's important for Microsoft to participate both ways.

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.

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.