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.

When we said we wanted a computer on every desk and in every home, people thought we were out of touch, but technology was advancing rapidly.

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.

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

To launch our product, we positioned it as a Linux tool, allowing users to run Microsoft Office applications in a Linux environment without needing multiple computers or dual booting.

Sustainable abundance in technology is essential, and Microsoft is committed to using energy efficiently to generate economic prosperity while minimizing environmental impact.

The 'developers, developers, developers' speech was about emphasizing the importance of third-party developers to Microsoft's success amidst competition from Linux and others.

Our mission is to build the world's most powerful computer to address humanity's most pressing problems, which serves as a rallying cry for the organization.

The antitrust issues Microsoft faced were not just business challenges but also cultural ones that affected employee morale and integrity. The federal government ordered a split, but they didn't specify who had to run which part; I was to run operating systems while Bill would take applications.