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SB

Steve Ballmer

06/02/25

@ Acquired

After IBM divorced us in 1990, we realized we needed to figure out how to build our own enterprise sales strategy, which was not Bill Gates' passion area.

Video

A

The Steve Ballmer Interview

@ Acquired

06/02/25

Related Takeaways

DG

Diane Greene

10/26/13

@ Y Combinator

An IBM representative approached us about our desktop product, suggesting it could enhance their server sales, leading to a partnership.

DG

Diane Greene

10/26/13

@ Y Combinator

We decided to go to market with hardware vendors instead of building an enterprise sales force, finding ways to help them profit.

SB

Steve Ballmer

06/02/25

@ Acquired

We negotiated a non-exclusive deal with IBM for the operating system, allowing us to license it to others, which was crucial for our growth.

SB

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

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.

DG

Diane Greene

10/26/13

@ Y Combinator

We engaged with hardware vendors like IBM and HP, trying to convince them to partner with us, despite initial resistance.

SB

Steve Ballmer

06/02/25

@ Acquired

By the mid to late 80s, we still felt overshadowed by IBM, which was the dominant force in the computing industry at that time.

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.

SB

Steve Ballmer

06/02/25

@ Acquired

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