Paul Allen emphasized that we should never become a hardware company and pushed for building software for all microprocessor-based computers. I took over system software in '84, which marked the beginning of our enterprise focus at Microsoft.

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.

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

Microsoft aims to create technology that not only achieves technical milestones but also addresses societal challenges, including healthcare and education.

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

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

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.

We decided to build Azure as a platform as a service, focusing on developers, which was essential for Microsoft's future in the cloud.

Investing in the internet was a strategic choice in 1994, as it was a growing field with significant potential, and that focus has continued to guide investments.