{"type":"doc","content":[{"type":"heading","attrs":{"level":4},"content":[{"text":"Table of contents","type":"text"}]},{"type":"extension","attrs":{"extensionType":"com.atlassian.confluence.macro.core","extensionKey":"toc","parameters":{"macroParams":{},"macroMetadata":{"macroId":{"value":"552fd8bb-964a-4898-96e2-fc0680d5b0e8"},"schemaVersion":{"value":"1"},"title":"Table of Contents"}}}},{"type":"heading","attrs":{"level":4},"content":[{"text":"Child pages","type":"text"}]},{"type":"extension","attrs":{"extensionType":"com.atlassian.confluence.macro.core","extensionKey":"children","parameters":{"macroParams":{},"macroMetadata":{"macroId":{"value":"6d21163e-fd93-4700-afca-9e316c69e020"},"schemaVersion":{"value":"2"},"title":"Child pages"}}}},{"type":"heading","attrs":{"level":1},"content":[{"text":"Articles / Videos","type":"text"}]},{"type":"bulletList","content":[{"type":"listItem","content":[{"type":"paragraph","content":[{"text":"1977 - Bill Gates interviewed by Albuquerque News","type":"text","marks":[{"type":"link","attrs":{"href":"https://www.youtube.com/watch?v=aqURi4ITFTs"}}]}]}]},{"type":"listItem","content":[{"type":"paragraph","content":[{"text":"1983 - Bill Gates at an Apple event","type":"text","marks":[{"type":"link","attrs":{"href":"https://www.youtube.com/watch?v=InPIGu-bdwM"}}]}]}]},{"type":"listItem","content":[{"type":"paragraph","content":[{"text":"~1983 - Bill Gates on MSX","type":"text","marks":[{"type":"link","attrs":{"href":"https://www.youtube.com/watch?v=2-kI0urN9tI"}},{"type":"textColor","attrs":{"color":"#323d4f"}}]}]}]},{"type":"listItem","content":[{"type":"paragraph","content":[{"text":"1984 - Macintosh Promotional Video w/ Bill Gates","type":"text","marks":[{"type":"link","attrs":{"href":"https://www.youtube.com/watch?v=-5zeJyQ31rM"}},{"type":"textColor","attrs":{"color":"#323d4f"}}]}]}]},{"type":"listItem","content":[{"type":"paragraph","content":[{"text":"1991.05.16 - Bill Gates Memo - Challenges and Strategy","type":"text","marks":[{"type":"link","attrs":{"href":"http://bat8.inria.fr/~lang/reperes/local/Challenges.and.Strategy"}}]}]}]}]},{"type":"extension","attrs":{"extensionType":"com.atlassian.confluence.migration","extensionKey":"legacy-content","text":"Every year I set aside at least one \"think week\" to get away and update myself on the latest technical developments -- reading PhD theses, using competitive products, reading books, newsletters and anything I can get my hands on. Several valuable thoughts have come out of these retreats (tables for Word, outlining in Excel, treating DOS as more of an asset), however the complexity of the industry and its techology means that a lot of my time is spent just trying to keep up rather than coming up with new product ideas. It is no longer possible for any person, even our \"architects\", to understand everything that is going on. Networking, processors, linguistics, multimedia, development tools, and user interfaces are just a subset of the technologies that will affect Microsoft. My role is to understand enough to set direction. I enjoy these weeks a great deal -- not because I get away from the issues of running Microsoft but rather because I get to think more clearly about how to best lead the company away from problems and toward opportunities . A lot of people choose things for me to read. By the end of the week I make an effort to synthesize the best ideas and make our technical strategy clear. [...] Recently a long time employee mentioned that we seem to have more challenges facing us now than ever before . Although I agree that it feels that way I can say with confidence that it has felt that way every year for the last 15 . We decided to pursue a broad product strategy from the very beginning of the company and that means we have a lot of competitors. [...] RIGIDITY/PRICING: In the Autodesk memo, Walker talks about the short term thinking that high profitability can generate. He cites specific examples such as a very conservative approach to giving out free software or a desire to maintain fixed percentages for the wrong reasons. Microsoft priced DOS even lower than we do today to help it get established. I wonder if we would be as aggressive today. This is not a simplistic advocacy for just lowering our prices -- our prices in the US are about where they should be. However the price of success is that people fail to allow the kind of investments that will lead to incredible profits in the future. For example we have gotten away without funding any internal or external research. Nathan is working with me to put together a plan that will end up costing $10M per year about two years from now. I have no plan to reduce our spending in some other category by $10M. Microsoft is good at investing in new subsidiaries and even at investing in new products (database, mail, BBU, networking). Most of our rigidity comes when we have a very profitable product and when the market changes. In these circumstances we should spend more or charge less, but our systems locks us into staying the same and losing share. [...] When the US Goverment DOD moves software procurement to a separate contract, the price per user of software will end up around 0. Why shouldn't some small organization price their product at say $1M for the entire US Government for all time? We would if we were small and hungry. Fortunately most organizations don't force cheap software on their end users. Another price concern that I have is that companies will eventually equip all the employees that need software with a full complement of packages, and our only revenue opportunity will be upgrades or ephermeral information. although this problem is over five years away, I think it is important to keep in mind. [Nathan: They've now moved to a subscription model for Microsoft Office.] 1992 - Being Bill Gates 1994 - Bill Gates talks about Microsoft and the Altair 8800 , Part 2 , Part 3 2010 - Bill Gates on Facebook 2014.03.14 - American Enterprise Institute - A conversation on poverty and prosperity 25:40 - Gates points out that a lot of African children are not developing to their cognitive potential because of malnutrition / cerebral malaria / etc. 29:40 - Gates gives advice on choosing a philanthropic interest that seems equally relevant to choosing a career 31:30 - Someone asks him why he supports the common core ~45 - Bill Gates starts talking about software substitution 59 - Gates says they focus on two things: education in the US and global health 2013.05.12 - CBS News with Charlie Rose - Bill Gates 2.0 Bill shows off his book collection. He has a huge collection of Teaching Company lectures on natural sciences. He carries around a big sack of paper books and likes to write comments in the front of the book. Charlie Rose asks about Bill's old aggressive behavior; Bill says that it was because he was treating other people the way he treats himself, which is to be very tough on himself when he makes a mistake. He says he's learned that other people don't always respond to that tough response the same way he does (which is to get motivated to do better). 2016.10.17 - The David Rubenstein Show - Bill Gates Full Interview","parameters":{"nestedContent":{"type":"doc","content":[{"type":"bulletList","content":[{"type":"listItem","content":[{"type":"bulletList","content":[{"type":"listItem","content":[{"type":"paragraph","content":[{"text":"Every year I set aside at least one \"think week\" to get away and update myself on the latest technical developments","type":"text"},{"text":" -- reading PhD theses, using competitive products, reading books, newsletters and anything I can get my hands on. 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He cites specific examples such as a very conservative approach to giving out free software or a desire to maintain fixed percentages for the wrong reasons. Microsoft priced DOS even lower than we do today to help it get established. I wonder if we would be as aggressive today. This is not a simplistic advocacy for just lowering our prices -- our prices in the US are about where they should be. However the price of success is that people fail to allow the kind of investments that will lead to incredible profits in the future. For example we have gotten away without funding any internal or external research. Nathan is working with me to put together a plan that will end up costing $10M per year about two years from now. I have no plan to reduce our spending in some other category by $10M. Microsoft is good at investing in new subsidiaries and even at investing in new products (database, mail, BBU, networking). Most of our rigidity comes when we have a very profitable product and when the market changes. In these circumstances we should spend more or charge less, but our systems locks us into staying the same and losing share.","type":"text"},{"type":"hardBreak"},{"text":"[...]","type":"text"},{"type":"hardBreak"},{"text":"When the US Goverment DOD moves software procurement to a separate contract, the price per user of software will end up around 0. ","type":"text"},{"text":"Why shouldn't some small organization price their product at say $1M for the entire US Government for all time? 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- Every year I set aside at least one "think week" to get away and update myself on the latest technical developments -- reading PhD theses, using competitive products, reading books, newsletters and anything I can get my hands on. Several valuable thoughts have come out of these retreats (tables for Word, outlining in Excel, treating DOS as more of an asset), however the complexity of the industry and its techology means that a lot of my time is spent just trying to keep up rather than coming up with new product ideas. It is no longer possible for any person, even our "architects", to understand everything that is going on. Networking, processors, linguistics, multimedia, development tools, and user interfaces are just a subset of the technologies that will affect Microsoft. My role is to understand enough to set direction. I enjoy these weeks a great deal -- not because I get away from the issues of running Microsoft but rather because I get to think more clearly about how to best lead the company away from problems and toward opportunities. A lot of people choose things for me to read. By the end of the week I make an effort to synthesize the best ideas and make our technical strategy clear.
  [...]
  Recently a long time employee mentioned that we seem to have more challenges facing us now than ever before. Although I agree that it feels that way I can say with confidence that it has felt that way every year for the last 15. We decided to pursue a broad product strategy from the very beginning of the company and that means we have a lot of competitors.
  [...]
  RIGIDITY/PRICING: In the Autodesk memo, Walker talks about the short term thinking that high profitability can generate. He cites specific examples such as a very conservative approach to giving out free software or a desire to maintain fixed percentages for the wrong reasons. Microsoft priced DOS even lower than we do today to help it get established. I wonder if we would be as aggressive today. This is not a simplistic advocacy for just lowering our prices -- our prices in the US are about where they should be. However the price of success is that people fail to allow the kind of investments that will lead to incredible profits in the future. For example we have gotten away without funding any internal or external research. Nathan is working with me to put together a plan that will end up costing $10M per year about two years from now. I have no plan to reduce our spending in some other category by $10M. Microsoft is good at investing in new subsidiaries and even at investing in new products (database, mail, BBU, networking). Most of our rigidity comes when we have a very profitable product and when the market changes. In these circumstances we should spend more or charge less, but our systems locks us into staying the same and losing share.
  [...]
  When the US Goverment DOD moves software procurement to a separate contract, the price per user of software will end up around 0. Why shouldn't some small organization price their product at say $1M for the entire US Government for all time? We would if we were small and hungry. Fortunately most organizations don't force cheap software on their end users.
  
  Another price concern that I have is that companies will eventually equip all the employees that need software with a full complement of packages, and our only revenue opportunity will be upgrades or ephermeral information. although this problem is over five years away, I think it is important to keep in mind. [Nathan: They've now moved to a subscription model for Microsoft Office.]
1992 - Being Bill Gates
1994 - Bill Gates talks about Microsoft and the Altair 8800, Part 2, Part 3
2010 - Bill Gates on Facebook
2014.03.14 - American Enterprise Institute - A conversation on poverty and prosperity
- 25:40 - Gates points out that a lot of African children are not developing to their cognitive potential because of malnutrition / cerebral malaria / etc.
- 29:40 - Gates gives advice on choosing a philanthropic interest that seems equally relevant to choosing a career
- 31:30 - Someone asks him why he supports the common core
- ~45 - Bill Gates starts talking about software substitution
- 59 - Gates says they focus on two things: education in the US and global health
2013.05.12 - CBS News with Charlie Rose - Bill Gates 2.0
- Bill shows off his book collection. He has a huge collection of Teaching Company lectures on natural sciences. He carries around a big sack of paper books and likes to write comments in the front of the book.
- Charlie Rose asks about Bill's old aggressive behavior; Bill says that it was because he was treating other people the way he treats himself, which is to be very tough on himself when he makes a mistake. He says he's learned that other people don't always respond to that tough response the same way he does (which is to get motivated to do better).
2016.10.17 - The David Rubenstein Show - Bill Gates Full Interview

"}}},{"type":"paragraph"},{"type":"heading","attrs":{"level":1},"content":[{"text":"Books","type":"text","marks":[{"type":"textColor","attrs":{"color":"#323d4f"}}]}]},{"type":"heading","attrs":{"level":2},"content":[{"text":"Hard Drive by James Wallace and Jim Erickson","type":"text"}]},{"type":"paragraph"},{"type":"paragraph"},{"type":"heading","attrs":{"level":2},"content":[{"text":"Gates by Stephen Manes and Paul Andrews","type":"text"}]},{"type":"paragraph"},{"type":"paragraph"},{"type":"paragraph"},{"type":"paragraph"}],"version":1}