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The opportunity ahead for Microsoft is vast, but to seize it, we must focus clearly, move faster, and continue to transform.

As the leadership team, we're taking bold and decisive action to evolve our organization and culture. This includes difficult steps, but they are necessary to position Microsoft for future growth and industry leadership.

There's nothing more frustrating than seeing cynics sit there and say, 'Well, nobody can make any more money because Microsoft and Intel own everything.' Is the software industry mature, or is it embryonic? I would say it's embryonic. There will be a hundred more Microsofts, not just one.

Microsoft is not about greed. It's about innovation and fairness.

Well we have a good working relationship with Microsoft at the development level. But let's not kid ourselves, this is a company with enormous resources and talented people, and there is a certain pride that comes along with that for them and for us.

At Microsoft, we're aspiring to have a living, learning culture with a growth mindset that allows us to learn from ourselves and our customers. These are the key attributes of the new culture at Microsoft, and I feel great about how it seems to be resonating and how it's seen as empowering.

Growth makes so many dimensions of management easier. It's when growth stops that things get tough.

I think Microsoft will have to change. I think that the business of Microsoft, the company of Microsoft, is going to continue to succeed. But I think the business model of Microsoft is going to have to change.

What's happening internally is eventually what will take AOL back to being a growth company.

I'd like to see an arrested growth of development. You can't stop it, but it's important we do something about the developers having the upper hand.