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.

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.

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.

And then you take a look at Spaces, there is this great innovation that came out of nowhere. We have the number one blogging site in the world because of the innovation that's there.

We'll get a chance to go through this [Apple versus Microsoft debate] again in phones and music players. There's no chance that the iPhone is going to get any significant market share. No chance. It's a $500 subsidized item. They may make a lot of money. But if you actually take a look at the 1.3 billion phones that get sold, I'd prefer to have our software in 60% or 70% or 80% of them, than I would to have 2% or 3%, which is what Apple might get.

The lifeblood of our business is that R&D spend. There's nothing that flows through a pipe or down a wire or anything else. We have to continuously create new innovation that lets people do something they didn't think they could do the day before.

I like to tell people that all of our products and business will go through three phases. There's vision, patience, and execution.