I want everyone inside of Microsoft to take that responsibility. This is not about top-line growth. This is not about bottom-line growth. This is about us individually having a growth mindset.
Companies, like people, don't much like to change.
'Founder' is a state of mind, not a job description, and if done right, even CEOs who join after day 1 can become founders.
Whereas money is a means to an end for a filmmaker, to the corporate mind money is the end. Right now, I think independent film is very confused, because there's excess pressure in the marketplace for entertainment to pay off.
An illustration I use to get people to understand it is this: I'll ask major corporate audiences: Why don't you just take all your traditional beliefs about organizations, and apply them to the neurons in your brain?
Employers have gone away from the idea that an employee is a long-term asset to the company, someone to be nurtured and developed, to a new notion that they are disposable.
The good thing about people who are corporate is that they're stupid. So they can be touching something that's precious or radical or special, and they miss the point completely.
Our companies are active worldwide. I don't detect globalisation angst among them.
When the representatives of "Big Business" think of the people, they do not include themselves.
You got to put the personal stuff away and see the business side of it.
We've created a tenfold core value protocol to make sure that we don't fall into an 'empire' attitude.
One thing more dangerous than getting between a grizzly sow and her cub is getting between a businessman and a dollar bill.
I came from an environment where if you see a snake, you kill it. At General motors, if you see a snake, the first thing you do is to hire a consultant on snakes.
The paradox of innovation is this: CEO's often complain about lack of innovation, while workers often say leaders are hostile to new ideas.
