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.

Baseball is a set of individuals doing their thing in the same team, but it's much more individual. In basketball people are making real time decisions about who gets the ball, do we trust everybody out on the court, and the analytics certainly don't show you all those subtle dynamics, but they're very important.

I have four words for you: I love this company, yeah!

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

I have lots of sources of information about what's going on at the company. I think I have a pretty good pulse on where we are and what people are thinking.

If you look at companies with upside potential, Twitter's right there. They've established a brand in a world where it's extremely difficult to establish a brand. It's a global brand, people recognize it, people want to let you know what their Twitter handles are, etc.

We don't have a monopoly. We have market share. There's a difference.