Not only because the product wasn't a great product, but remember it took us five or six years to ship it. Then we had to sort of fix it. That was what I might call Windows 7.

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.

Ultimately progress is measured sort of through the eyes of users.

We're very focused in on outcomes for government with respect to the amount of tax that goes in and the amount of expenditures that go out.

The one thing that I think separates Microsoft from a lot of other people is we make bold bets. We're persistent about them, but we make them. A lot of people won't make a bold bet. A bold bet doesn't assure you of winning, but if you make no bold bets you can't continue to succeed. Our industry doesn't allow you to rest on your laurels forever. I mean, you can milk any great idea. Any idea that turns out to be truly great can be harvested for tens of years. On the other hand, if you want to continue to be great, you've got to bet on new things, big, bold bets.

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.

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.