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SB

Steve Ballmer

06/02/25

@ Acquired

During my tenure, I prioritized establishing strong relationships with IT departments, which was essential for Microsoft's enterprise success.

Video

A

The Steve Ballmer Interview

@ Acquired

06/02/25

Related Takeaways

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Steve Ballmer

06/02/25

@ Acquired

I was determined to prove that Microsoft could be an enterprise company because if we couldn't sell to businesses, we would be limited in growth.

SB

Steve Ballmer

06/02/25

@ Acquired

I feel good about being recognized as a key figure in building Microsoft's enterprise business, but I also regret that we lost our consumer focus along the way.

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Steve Ballmer

06/02/25

@ Acquired

At Microsoft, I wanted to foster an environment where teamwork meant holding each other accountable, not just being nice to one another.

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Steve Ballmer

06/02/25

@ Acquired

Microsoft started as a consumer company, and our success in that area allowed us to build a strong enterprise business. However, I regret losing the consumer muscle we had.

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Steve Ballmer

06/02/25

@ Acquired

I realized I needed to emotionally detach from Microsoft after leaving, but my loyalty to the company remained strong.

AM

Andrew Mason

10/15/14

@ Y Combinator

During meetings with potential partners, I focused on connecting as humans first, which helped in building relationships despite the competitive landscape.

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Steve Ballmer

06/02/25

@ Acquired

I believed in staying hardcore and learning from our mistakes, but Microsoft struggled to pivot from its established model to embrace new opportunities in mobile.

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Steve Ballmer

06/02/25

@ Acquired

From '92 to '98, we experienced a liftoff primarily driven by Windows and applications, not enterprise solutions.

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Tim Brady

08/30/19

@ Y Combinator

Microsoft's original vision of having a computer on every desk in every home attracted the right type of people and helped build the culture necessary for its success.