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.

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.

In 1999, we aimed to create a voice interaction system for mobile devices, inspired by the mobile device revolution led by companies like Palm and Nokia.

We learned a lesson from doing the iPhone app: even though we had all these ideas of great features, we weren't great at one thing; there wasn't one thing that was special about it.

We learned that building too much technology too quickly can be a mistake; it's essential to focus on what's most needed and to iterate based on user feedback.

Understanding the historical context of technology can provide valuable insights for innovation, as many successful advancements are built on past knowledge and experiences.

Touch technology was a significant challenge, and there were many moments when we nearly gave up on it, but it ultimately became a defining feature of our products.

The transition from dumb cell phones to smartphones was a significant platform shift, and being part of that change was a valuable experience.