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.

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.

The stock market has always had its own meter. Sometimes it's ahead of itself, sometimes it's behind itself. A broken watch is right twice a day.

I think there are lots of opportunities to improve the product. When you read the press, people say, "Oh, the product needs improvement." I look at that and say, "Hey, that's an exciting thing to get behind!" Because they can improve that product. That leaves more upside from an innovation and revenue potential than you're gonna find in a lot of places. So you could say that's a downside, I see that as an opportunity.

The way I do things I usually always prefer to have a very clear strategy and be very focused. At the same time to be very rock solid, and crisp in execution.

I have never, honestly, thrown a chair in my life.

The company [Microsoft] really has to chart a direction in mobile devices. Because if you're going to be mobile-first, cloud-first you really do need to have a sense of what you're doing in mobile devices. I had put the company on a path. The board as I was leaving took the company on a path by buying Nokia, they kind of went ahead with that after I told them I was going to go. The company, between me and the board, had taken that sort of view. Satya, he's certainly changed that. He needs to have a clear path forward. But I'm sure he'll get there.