Microsoft Quotes

The lesson here is very simple. But it is striking how often it is overlooked. We are so caught in the myths of the best and the brightest and the self-made that we think outliers spring naturally from the earth. We look at the young Bill Gates and marvel that our world allowed that thirteen-year-old to become a fabulously successful entrepreneur. But that's the wrong lesson. Our world only allowed one thirteen-year-old unlimited access to a time sharing terminal in 1968. If a million teenagers had been given the same opportunity, how many more Microsofts would we have today?

What are the five products you want to focus on? Get rid of the rest, because they’re dragging you down. They’re turning you into Microsoft. They’re causing you to turn out products that are adequate but not great.

The older I get, the more I see how much motivations matter. The Zune was crappy because the people at Microsoft don’t really love music or art the way we do. We won because we personally love music.

Spelling Bees are useless and unnecessary competitions. Before Microsoft Word and Google, Spelling Bees had value, but now they are all superflewus.

Well, Steve [Jobs]… I think it’s more like we both had this rich neighbour named Xerox and I broke into his house to steal the TV set and found out that you had already stolen it.

Any religion whose messiah’s name isn’t recognized by Microsoft Word can’t be that much of a threat.

Bill Gates (and his successor at Microsoft, Ray Ozzie) are famous for taking annual reading vacations. During the year they deliberately cultivate a stack of reading material—much of it unrelated to their day-to-day focus at Microsoft—and then they take off for a week or two and do a deep dive into the words they’ve stockpiled. By compressing their intake into a matter of days, they give new ideas additional opportunities to network among themselves, for the simple reason that it’s easier to remember something that you read yesterday than it is to remember something you read six months ago.

I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.

When deep space exploration ramps up, it'll be the corporations that name everything, the IBM Stellar Sphere, the Microsoft Galaxy, Planet Starbucks.

Working an integral or performing a linear regression is something a computer can do quite effectively. Understanding whether the result makes sense—or deciding whether the method is the right one to use in the first place—requires a guiding human hand. When we teach mathematics we are supposed to be explaining how to be that guide. A math course that fails to do so is essentially training the student to be a very slow, buggy version of Microsoft Excel.

It showed me that you must always have respect for your competitor, but don’t be in awe.

Why are man hole covers around?" If you don't knwo the answer to the questions, you're not smart enough to work at microsoft

If Apple were to grow the iPod into a cell phone with a web browser, Microsoft would be in big trouble.

Our industry does not respect tradition. What it respects is innovation.

DEDICATION To the very capable engineers responsible for Microsoft Windows 10. Bless your hearts. Bless. Your. Hearts.

There are two ways to remove a Band-Aid : slowly and painfully, or quickly and painfully. Your choice.

Well, the results are in, and once again Microsoft CEO Bill Gates is the richest man in America. Gates says he is grateful for his huge financial success, but it still makes him sad when he looks around and sees other people with any money whatsoever.

Internet Explorer, Microsoft’s crashware turd that no one under the age of forty used voluntarily.

The older I get, the more I see how much motivations matter. The Zune was crappy because the people at Microsoft don't really love music or art the way we do. We won because we personally love music. We made the iPod for ourselves, and when you're doing something for yourself, or your best friend or family, you're not going to cheese out. If you don't love something, you're not going to cheese out. If you don't love something, you're not going to cheese out. If you don't love something, you're not going to go the extra mile, work the extra weekend, challenge the status quo as much.

We’ll continue to dump huge, fresh batches of slimy shills on them, and watch the trolls and useful idiots get a whiff of the magic and also spew their texted goo onto the scene. Our countless troll farms will attack them everywhere online, I mean everywhere. We’ll also have our companies mess with them every step they take online and shadow-ban them. Being that we control virtually every company—Google, Amazon, Facebook, YouTube, Twitter, Microsoft, Apple, et cetera—we know everything they’re doing, even their messages and e-mails they think are private. Wherever they try to get important information out in an attempt to awaken the sleeping masses, we’ll shadow-ban it or outright ban it. We’ve found that the former works better.

Sometimes at night I worry about TAMMY. I worry that she might get tired of it all. Tired of running at sixty-six terahertz, tired of all those processing cycles, every second of every hour of every day. I worry that one of these cycles she might just halt her own subroutine and commit software suicide. And then I would have to do an error report, and I don't know how I would even begin to explain that to Microsoft.

Success can cause people to unlearn the habits that made them successful in the first place

If I were running Apple, I would milk the Macintosh for all it’s worth – and get busy on the next great thing. The PC wars are over. Done. Microsoft won a long time ago.

Bill Gates wasn't born rich but he wasn't poor either even before he discovered Microsoft, he was just waiting for a connecting flight to the boulevards of greatness.

In fact, I’ve met countless believers who have said, “The church is an organism, not an organization.” Yet as they formed those very words, they continued to be devout members of churches that were organized along the lines of General Motors and Microsoft.

Here is a rewriting of the British national anthem, by 'Camille, Australia'. It is, she explains, chiefly for the benefit of Microsoft Word and Outlook Express users: Gd CTRL-S r gr8sh Qun. Long liv r nobl Qun. Gd CTRL-S the. Qun! ALT-S hr vktrES, HpE & glrES, Lng 2 rain ovR S Gd CTRL-S th. Qun!

For the most part, the best opportunities now lie where your competitors have yet to establish themselves, not where they're already entrenched. Microsoft is struggling to adapt to that new reality.

If you could understand impermanence deeply, you would develop more equanimity. You would not get too excited about either the ups and downs of life.

I failed in some subject but my friend pass in all,today he is an engineer in microsoft and iam is owner of microsoft. -Bills Gate

Nine had heard whisperings that the secretive Bilderberg Group was effectively the World Government, undermining democracy by influencing everything from nations' political leaders to the venue for the next war. He recalled persistent rumors and confirmed media reports that the Bilderberg Group had such luminaries as Barack Obama, Prince Charles, Bill Gates, Rupert Murdoch, Tony Blair, Bill and Hillary Clinton, George Bush Sr. and George W. Bush. Other Bilderberg members sprung forth from Nine’s memory bank. They included the founders and CEOs of various multinational corporations like Facebook, BP, Google, Shell and Amazon, as well as almost every major financial institution on the planet.

The biggest risk is that a lot of people will try to talk you out of pursuing your dream. The world has too many people who are happy to discuss why something might not work, and too few who will cheer you and say, "I'm there for you." The more time you spend navel-gazing, the longer you give those negative gravitational forces to keep you in their tether.

If you are thinking about making some adjustments in you life to allow you to help change the world, my heartfelt recommendation is not to spend too much time thinking about it. Just dive in.

I knew that to lead effectively I needed to get some things square in my own mind—and, ultimately, in the minds of everyone who works at Microsoft. Why does Microsoft exist? And why do I exist in this new role? These are questions everyone in every organization should ask themselves. I worried that failing to ask these questions, and truly answer them, risked perpetuating earlier mistakes and, worse, not being honest.

An international power supply is the device which means it doesn't matter what country you're in, or even if you know what country you're in (more of a problem than you might suspect) - you just plug your Mac in and it figures it out for itself. We call this principle Plug and Play. Or at least, Microsoft calls it that because it hasn't got it yet. In the Mac world we've had it for so long we didn't even think of giving it a name.

The unified field theory that ties together Jobs personality and products begins with his most salient trait: his intensity. His silences could be as searing as his rants; he had taught himself to stare without blinking. Sometimes this intensity was charming, in a geeky way, such as when he was explaining the profundity of Bob Dylan's music or why whatever product he was unveiling at that moment was the most amazing thing that Apple had ever made. At other times it could be terrifying, such as when he was fulminating about Google or Microsoft ripping of Apple.

So long as you enjoy it, do it mindfully and well, and have an honest purpose behind it, life won’t fail you.

You fly starships, and play keyboards. Is there anything you don’t do?” “Windows, I don’t do windows. Glass, or Microsoft.

Fiction is dangerous because it lets you into other people's heads. It shows you that the world doesn't have to be like the one you live in." At the first nationally recognized science fiction convention in China in 2007, Gaiman took a party official aside and said, "While not actually illegal, science fiction is regarded as dangerous and subversive in China. Why did you say yes to a science-fiction convention?" The party official answered, "In China, we're really good at making things people bring to us, but we don't invent, we don't innovate." When Chinese party officials visited Google, Apple and Microsoft, they asked what the executives read as children. The official continued: "They all said, 'We read science fiction. The world doesn't have to be the way it is right now. We can change it.' " "That," said Gaiman, "is the big dangerous thing.

In 2000, Microsoft Canada reported that the average human had an attention span of twelve seconds; by 2013 that number had fallen to eight seconds. (According to Microsoft, a goldfish, by comparison, has an average attention span of nine seconds.)

There’s no magic line between an application and an operating system that some bureaucrat in Washington should draw. It’s like saying that as of 1932, cars didn’t have radios in them, so they should never have radios in them.

The only problem with Microsoft is they just have no taste, they have absolutely no taste,” he said. “I don’t mean that in a small way. I mean that in a big way, in the sense that they don’t think of original ideas and they don’t bring much culture into their product.

The next time you are in a meeting, ask the quietest person what they think. Invite everyone into the conversation. If you are on a conference call, ask the people on the phone to share their thoughts first.

Even though we don't know which companies the NSA has compromised – or by what means – knowing that they could have compromised any of them is enough to make us mistrustful of all of them. This is going to make it hard for large companies like Google and Microsoft to get back the trust they lost. Even if they succeed in limiting government surveillance. Even if they succeed in improving their own internal security. The best they'll be able to say is: "We have secured ourselves from the NSA, except for the parts that we either don't know about or can't talk about.

the importance of putting your team first, ahead of your personal statistics and recognition.

Learning to fly is not pretty but flying is.

Setelah manusia menghasilkan banyak uang, dia biasanya menjadi pendengar yang buruk.

Right now what I need to think about is what would be possible, not all the reasons I can't make a change.

Consistency over time is trust.

Of the hundreds of companies pouring resources into AI research, let’s return to the seven that have emerged as the new giants of corporate AI research—Google, Facebook, Amazon, Microsoft, Baidu, Alibaba, and Tencent.

Walter from Microsoft catches my eye. Here's a young guy with perfect teeth and clear skin and the kind of job you bother to write the alumni magazine about getting. You know he was too young to fight in any wars, and if his parents weren't divorced, his father was never home, and here he's looking at me with half my face clean shaved and half a leering bruise hidden in the dark. Blood shining on my lips. And maybe Walter's thinking about a meatless, pain-free potluck he went to last weekend or the ozone or the Earth's desperate need to stop cruel product testing on animals, but probably he's not.

If J. K. Rowling had written Harry Potter in Google Docs instead of Microsoft Word, she would have granted Google the worldwide rights to her work, the right to adapt or dramatize all the Muggles as Google saw fit, to say nothing of the Hogwarts School of Witchcraft and Wizardry. Google would have retained the rights to sell her stories to Hollywood studios and to have them performed on stages around the world, as well as own all the translation rights. Had Rowling written her epic novel in Google Docs, she would have granted Google the rights to her $15 billion Harry Potter empire—all because the ToS say so.

There is all the more reason for startups to write Web-based software now, because writing desktop software has become a lot less fun. If you want to write desktop software now you do it on Microsoft's terms, calling their APIs and working around their buggy OS. And if you manage to write something that takes off, you may find that you were merely doing market research for Microsoft.

A lot can be learned from the big companies of today. Companies like Amazon have revolutionized logistics, companies like Tesla have revolutionized sustainable systems, companies like Microsoft and Google have revolutionized data mining and data distribution, companies like Maersk have revolutionized Supply Chains, companies like Gardein and Beyond Meat have revolutionized food. Every company can serve as a case study of some kind with various lessons that can be learned.

E-mail response time is the single best predictor of whether employees are satisfied with their boss, according to research by Duncan Watts, a Columbia University sociologist who is now a principal researcher for Microsoft Research. The longer it takes for a boss to respond to their e-mails, the less satisfied people are with their leader.1

Economic development is not a zero-sum game; the world does not need poor countries in order to have rich countries, nor must some people be poor in order for others to be rich. Families who live in public housing on the South Side of Chicago are not poor because Bill Gates lives in a big house. They are poor despite the fact that Bill Gates lives in a big house. For a complex array of reasons, America’s poor have not shared in the productivity gains spawned by Microsoft Windows. Bill Gates did not take their pie away; he did not stand in the way of their success or benefit from their misfortunes.

In nature, waste does not exist. There is only production and consumption; there is only creation and utilization. Everything that's produced is efficiently consumed. Everything that's created is efficiently utilized. And this cyclicality results in growth and in profit. The same should be true of each business, and the same should be true of an economy.

The view you adopt for yourself profoundly affects the way you lead your life.

I told them that we spend far too much time at work for it not to have deep meaning.

I must work hard - not to climb the ladder, but to do important work.

people criticize Yahoo! with as much passion for turning down its own big buyout offer from Microsoft

Microsoft Word was for kids, but the typewriter was God, the desk shook with each keystroke.

In 2019, Microsoft Japan implemented a four-day workweek without reducing pay for its workers. The result? Productivity increased 40 percent.

As Nathan Myhrvold of Microsoft (a former post-doc of mine) remarked: I have sold more books on physics than Madonna has on sex.

As it turned out, Microsoft wasn’t able to get Windows 1.0 ready for shipping until the fall of 1985. Even then, it was a shoddy product. It lacked the elegance of the Macintosh interface, and it had tiled windows rather than the magical clipping of overlapping windows that Bill Atkinson had devised. Reviewers ridiculed it and consumers spurned it. Nevertheless, as is often the case with Microsoft products, persistence eventually made Windows better and then dominant.

The next morning I told Mom I couldn't go to school again. She asked what was wrong. I told her, “The same thing that’s always wrong.” “You’re sick?” “I'm sad.” “About Dad?” “About everything.” She sat down on the bed next to me, even though I knew she was in a hurry. “What's everything?” I started counting on my fingers: “The meat and dairy products in our refrigerator, fistfights, car accidents, Larry–” “Who's Larry?” “The homeless guy in front of the Museum of Natural History who always says ‘I promise it’s for food’ after he asks for money.” She turned around and I zipped her dress while I kept counting. “How you don’t know who Larry is, even though you probably see him all the time, how Buckminster just sleeps and eats and goes to the bathroom and has no ‘raison d’etre’, the short ugly guy with no neck who takes tickets at the IMAX theater, how the sun is going to explode one day, how every birthday I always get at least one thing I already have, poor people who get fat because they eat junk food because it’s cheaper…” That was when I ran out of fingers, but my list was just getting started, and I wanted it to be long, because I knew she wouldn't leave while I was still going. “…domesticated animals, how I have a domesticated animal, nightmares, Microsoft Windows, old people who sit around all day because no one remembers to spend time with them and they’re embarrassed to ask people to spend time with them, secrets, dial phones, how Chinese waitresses smile even when there’s nothing funny or happy, and also how Chinese people own Mexican restaurants but Mexican people never own Chinese restaurants, mirrors, tape decks, my unpopularity in school, Grandma’s coupons, storage facilities, people who don’t know what the Internet is, bad handwriting, beautiful songs, how there won’t be humans in fifty years–” “Who said there won't be humans in fifty years?” I asked her, “Are you an optimist or a pessimist?” She looked at her watch and said, “I'm optimistic.” “Then I have some bed news for you, because humans are going to destroy each other as soon as it becomes easy enough to, which will be very soon.” “Why do beautiful songs make you sad?” “Because they aren't true.” “Never?” “Nothing is beautiful and true.

Death went on, If I'd sent you, with your taste for expeditious methods, the matter would have been resolved, but times have changed a lot lately, and one has to update the means and the systems one uses, to keep up with the new technologies, by using e-mail, for example, I've heard tell that it's the most hygienic way, one that does away with inkblots and fingerprints, besides which it's fast, you just open up outlook express on microsoft and it's gone, the difficulty would be having to work with two separate archives, one for those who use computers and another for those who don't, anyway, we've got plenty of time to think about it, they're always coming out with new models and new designs, with new improved technologies, perhaps I'll try it some day, but until then, I'll continue to write with pen, paper and ink, it has the charm of tradition, and tradition counts for a lot when it comes to dying.

Lasting companies know how to reinvent themselves. Hewlett-Packard had done that repeatedly; it started as an instrument company, then became a calculator company, then a computer company. Apple has been sidelined by Microsoft in the PC business. You've got to reinvent the company to do some other thing, like other consumer products or devices. You've got to be like a butterfly and have a metamorphosis.

At Mayflower-Plymouth, we love helping businesses adapt to change. We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure are the businesses that are most positioned to thrive through the changes.

High-tech companies like Google or Microsoft carefully measure the cognitive abilities of prospective employees out of the same belief: they are convinced that those at the very top of the IQ scale have the greatest potential.

«Once, I went to this little meeting of Microsoft kids. Like, this high-school trip thing, but it was very exclusive. We met the world’s greatest Futurist there. Dr Gustav Y. Svante. Nobody knows who he is. That’s why he’s the world’s greatest Futurist. He told us... He said that the future was already here, but nobody listens to the future. The future is all around us, but we don’t see the future yet. We don’t hear it or see it, so we can’t tell it.”»

Success has no other shortcuts apart from the ones that tell you; control thoughts, delete negativity, alternate actions and shift attitudes to become positive! Click on passion, it opens a new window for you to sign in on time!

The older I get, the more I see how much motivations matter. The Zune was crappy because the people at Microsoft don't really love music or art the way we do. We won because we personally love music. We mad e the iPod for ourselves, and when you're doing something for yourself, or your best friend or family, you're not going to cheese out. If you don't love something, you're not going to go the extra mile, work the extra weekend, challenge the status quo as much.

Despite all this rapid change in the computing industry, we are still at the beginning of the digital revolution.

On one 50-mile summer hike, Gates demonstrated the persistence and tenacity that was to be his trademark later in life.

To all users of technology who are willing to take a chance, make a choice, and try a new way of doing things so that we can nurture and enjoy a happy, healthy planet.—K.M.

Unemployment is an excellent time to beef up your resume.

Лидерите трябва да действат и да оформят културата, която да изкорени предразсъдъците и да създаде среда, в която всеки може ефективно да отстоява себе си.

Austrian poet Rainer Maria Rilke once wrote that “the future enters into us, in order to transform itself in us, long before it happens.

there is a growing body of work coming out of psychology and cognitive science that says you have no clue why you act the way you do, choose the things you choose, or think the thoughts you think. Instead, you create narratives, little stories to explain away why you gave up on that diet, why you prefer Apple over Microsoft, why you clearly remember it was Beth who told you the story about the clown with the peg leg made of soup cans when it was really Adam, and it wasn’t a clown.

Sometimes, it's really important to move with all deliberate speed. If there is something out there that you want to do to make the world a better place, don't focus on the obstacles. Don't ask for permission. Just dive in. Don't let the naysayers get you down.

Whether Musk was a founder of Tesla in the purest sense of the word is irrelevant at this point. There would be no Tesla to talk about today were it not for Musk’s money, marketing savvy, chicanery, engineering smarts, and indomitable spirit. Tesla was, in effect, willed into existence by Musk and reflects his personality as much as Intel, Microsoft, and Apple reflect the personalities of their founders.

In early 2002, as part of a new personal ritual, he took time after the holidays to think and read. (In this respect, Microsoft’s Bill Gates, who also took such annual think weeks, served as a positive example.) Returning to the company after a few weeks, Bezos presented his next big idea to the S Team in the basement of his Medina, Washington, home. The entire company, he said, would restructure itself around what he called “two-pizza teams.” Employees would be organized into autonomous groups of fewer than ten people—small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon’s biggest problems.

Even as a child Gates had an obsessive personality and a compulsive need to be the best. "Any school assignment, be it playing a musical instrument or writing papers, whatever, he would do at any or all hours of the day".

Gates loved competing- and winning. Just as importantly, he hated losing. He thrived on competition, as long as he was playing or doing something he was good at, and relished opportunities to prove himself, physically and mentally.

Research from Microsoft shows that the average US employee spends 76 hours per year looking for misplaced notes, items, or files.3 And a report from the International Data Corporation found that 26 percent of a typical knowledge worker’s day is spent looking for and consolidating information spread across a variety of systems.4 Incredibly, only 56 percent of the time are they able to find the information required to do their jobs. In other words, we go to work five days per week, but spend more than one of those days on average just looking for the information we need to do our work. Half the time, we don’t even succeed in doing that.

I learned that Bill himself has long appreciated the importance of competencies other than talent. Back in the days when he had a more direct role in hiring software programmers at Microsoft, for instance, he said he’d give applicants a programming task he knew would require hours and hours of tedious troubleshooting. This wasn’t an IQ test, or a test of programming skills. Rather, it was a test of a person’s ability to muscle through, press on, get to the finish line. Bill only hired programmers who finished what they began.

I don’t think anyone, my publishers, my agent, or myself, expected the book to do anything like as well as it did. It was in the London Sunday Times best-seller list for 237 weeks, longer than any other book (apparently, the Bible and Shakespeare aren’t counted). It has been translated into something like forty languages and has sold about one copy for every 750 men, women, and children in the world. As Nathan Myhrvold of Microsoft (a former post-doc of mine) remarked: I have sold more books on physics than Madonna has on sex.

I did not get why the world needed the third ecosystem in phones, unless we changed the rules.

But envy is negative and outer-directed, not driven from within, and so I knew that it wouldn’t carry us very far down the path to true renewal.

the central importance of leadership.

My approach is to lead with a sense of purpose and pride in what we do, not envy or combativeness.

The lesson here is very simple. But it is striking how often it is overlooked. We are so caught in the myths of the best and the brightest and the self-made that we think outliers spring naturally from the earth. We look at the young Bill Gates and marvel that our world allowed that thirteen-year-old to become a fabulously successful entrepreneur. But that’s the wrong lesson. Our world only allowed one thirteen-year-old unlimited access to a time-sharing terminal in 1968. If a million teenagers had been given the same opportunity, how many more Microsofts would we have today? To

Whenever you hear a snotty (and frustrated) European middlebrow presenting his stereotypes about Americans, he will often describe them as “uncultured,” “unintellectual,” and “poor in math” because, unlike his peers, Americans are not into equation drills and the constructions middlebrows call “high culture”—like knowledge of Goethe’s inspirational (and central) trip to Italy, or familiarity with the Delft school of painting. Yet the person making these statements is likely to be addicted to his iPod, wear blue jeans, and use Microsoft Word to jot down his “cultural” statements on his PC, with some Google searches here and there interrupting his composition. Well, it so happens that America is currently far, far more creative than these nations of museumgoers and equation solvers. It is also far more tolerant of bottom-up tinkering and undirected trial and error. And globalization has allowed the United States to specialize in the creative aspect of things, the production of concepts and ideas, that is, the scalable part of the products, and, increasingly, by exporting jobs, separate the less scalable components and assign them to those happy to be paid by the hour. There

Neurologically speaking, though, there are reasons we develop a confused sense of priorities when we’re in front of our computer screens. For one thing, email comes at unpredictable intervals, which, as B. F. Skinner famously showed with rats seeking pellets, is the most seductive and habit-forming reward pattern to the mammalian brain. (Think about it: would slot machines be half as thrilling if you knew when, and how often, you were going to get three cherries?) Jessie would later say as much to me when I asked her why she was “obsessed”—her word—with her email: “It’s like fishing. You just never know what you’re going to get.” More to the point, our nervous systems can become dysregulated when we sit in front of a screen. This, at least, is the theory of Linda Stone, formerly a researcher and senior executive at Microsoft Corporation. She notes that we often hold our breath or breathe shallowly when we’re working at our computers. She calls this phenomenon “email apnea” or “screen apnea.” “The result,” writes Stone in an email, “is a stress response. We become more agitated and impulsive than we’d ordinarily be.

With apologies to the folks in Redmond, I’ll end on another Microsoft joke because it makes the point well (a point that applies everywhere, not just at Microsoft): A helicopter was flying around above Seattle when a malfunction disabled all of its electronic navigation and communications equipment. The clouds were so thick that the pilot couldn’t tell where he was. Finally, the pilot saw a tall building, flew toward it, circled, and held up a handwritten sign that said WHERE AM I? in large letters. People in the tall building quickly responded to the aircraft, drawing their own large sign: YOU ARE IN A HELICOPTER. The pilot smiled, looked at his map, determined the route to Sea-Tac Airport, and landed safely. After they were on the ground, the copilot asked the pilot how he had done it. “I knew it had to be the Microsoft building,” he said, “because they gave me a technically correct but completely useless answer.

Pharaohs It took Khufu twenty-three years to build his Great Pyramid at Giza, where some eleven hundred stone blocks, each weighing about two and a half tons, had to be quarried, moved, and set in place every day during the annual building season, roughly four months long. Few commentators on these facts can resist noting that this achievement is an amazing testimonial to the pharaoh’s iron control over the workers of Egypt. I submit, on the contrary, that pharaoh Khufu needed to exercise no more control over his workers at Giza than pharaoh Bill Gates exercises over his workers at Microsoft. I submit that Egyptian workers, relatively speaking, got as much out of building Khufu’s pyramid as Microsoft workers will get out of building Bill Gates’s pyramid (which will surely dwarf Khufu’s a hundred times over, though it will not, of course, be built of stone). No special control is needed to make people into pyramid builders—if they see themselves as having no choice but to build pyramids. They’ll build whatever they’re told to build, whether it’s pyramids, parking garages, or computer programs. Karl Marx recognized that workers without a choice are workers in chains. But his idea of breaking chains was for us to depose the pharaohs and then build the pyramids for ourselves, as if building pyramids is something we just can’t stop doing, we love it so much.

But where are you? Maybe we can find you in your thoughts. René Descartes, a great philosopher, once said, “I think, therefore I am.” But is that really what’s going on? The dictionary defines the verb “to think” as “to form thoughts, to use the mind to consider ideas and make judgments” (Microsoft Encarta 2007). The question is, who is using the mind to form thoughts and then manipulate them into ideas and judgments? Does this experiencer of thoughts exist even when thoughts are not present? Fortunately, you don’t have to think about it. You are very aware of your presence of being, your sense of existence, without the help of thoughts. When you go into deep meditation, for example, the thoughts stop. You know that they’ve stopped.

In 1994 very, very few people had heard of the internet. It was used at that time mostly by scientists and physicists. We used it a little bit at D. E. Shaw for some things but not much, and I came across the fact that the web—the World Wide Web—was growing at something like 2,300 percent a year. Anything growing that fast, even if it’s baseline usage today is tiny, is going to be big. I concluded that I should come up with a business idea based on the internet and then let the internet grow around it and keep working to improve it. So I made a list of products I might sell online. I started ranking them, and I picked books because books are super unusual in one respect: there are more items in the book category than in any other category. There are three million different books in print around the world at any given time. The biggest bookstores had only 150,000 titles. So the founding idea of Amazon was to build a universal selection of books in print. That’s what I did: I hired a small team, and we built the software. I moved to Seattle because the largest book warehouse in the world at that time was nearby in a town called Roseberg, Oregon, and also because of the recruiting pool available from Microsoft.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

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