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It actually turns out to be much harder to really understand government across state local and federal.

Steve Ballmer

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Steve Ballmer
Age: 68
Born: 1956
Born: March 24
Businessman
Computer Scientist
Entrepreneur
Merchant
Detroit
Michigan
Steven Anthony Ballmer
Steve Anthony Ballmer
Government
Local
Much
Across
Really
Harder
State
Turns
Actually
Understand
Locals
States
Federal

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Accessible design is good design.
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I’d like to own Microsoft shares until I either give something to charity or I die.
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In a sense technology is a tool of sort of individual choice, individual creativity, individual empowerment, individual access. My kids will never understand that it used to be kind of hard to access and find things, and know what the world knows and see what the world sees. Yet it becomes easier and easier every day.
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I have never, honestly, thrown a chair in my life.
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I loved every minute of my time at Microsoft, but I had always envisioned having another phase of life just because I thought that would be interesting. It had never been my plan to work until I literally didn't want to do anything and then hang it up.
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My wife spent a lot of time on what we do from a civic contribution giving perspective, for a number of years, I've really joined her in that. We're focused on issues in the United States, particularly issues with people who have been trapped in neighborhoods in what I might call intergenerational poverty.
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No. 1 thing is that life is just not as interrupt-driven as when you're running a company.
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500 dollars? Fully subsidized? With a plan? I said that is the most expensive phone in the world. And it doesn't appeal to business customers because it doesn't have a keyboard. Which makes it not a very good email machine.
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I come back to the same thing: We've got the greatest pipeline in the company's history in the next 12 months, and we've had the most amazing financial results possible over the last five years, and we're predicting being back at double-digit revenue growth in fiscal year '06.
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Baseball is a set of individuals doing their thing in the same team, but it's much more individual. In basketball people are making real time decisions about who gets the ball, do we trust everybody out on the court, and the analytics certainly don't show you all those subtle dynamics, but they're very important.
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We can believe that we know where the world should go. But unless we're in touch with our customers, our model of the world can diverge from reality. There's no substitute for innovation, of course, but innovation is no substitute for being in touch, either.
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I don't think there is one size that fits all. I've been to too many meetings with journalists who spent the first 10 minutes of the meeting setting up iPad to look like a laptop.
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I didn't leave business school to go bankrupt.
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Most people still steal music.
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Whatever device you use, Windows will be there. Windows will be everywhere on every device without compromise.
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My children - in many dimensions they're as poorly behaved as many other children, but at least on this dimension I've got my kids brainwashed: You don't use Google, and you don't use an iPod.
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I've found three or four things that are quite interesting to me that I'm focused on. That's been fun.The Clippers is obviously one of them.
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As a global company, our future growth and success requires that we constantly look at ways to improve our ability to serve customers worldwide.
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We're going to try to do more to communicate the value of activation to customers in addition to making the process simpler and more consistent.
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Look at the product pipeline, look at the fantastic financial results we've had for the last five years. You only get that kind of performance on the innovation side, on the financial side, if you're really listening and reacting to the best ideas of the people we have.
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