Microsoft had an opportunity to become a significant player in mobile before Android took off, but they were too locked into their existing business model to adapt quickly.

In the mobile space, we were too focused on extending Windows instead of recognizing the need for a completely new approach.

We missed the chance to innovate in mobile and search, which were critical areas where other trillion-dollar companies thrived outside of Microsoft.

We learned that many innovative ideas from 1999 were ahead of their time, and it was crucial to stay the course and believe in the potential of mobile technology.

We needed to develop new capabilities to compete effectively in the mobile and search markets, but we didn't realize how different those businesses would be. The true competitor for Microsoft in mobile was Android, not Apple, as Android monetized through advertising and offered free services, while Microsoft relied on licensing revenue.

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.

Microsoft is not just a one-trick company; the hardest challenge is adjusting to the rapid changes in technology.

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.

I believed we needed to do hardware to compete in the mobile space, but the board disagreed, which contributed to my decision to resign.