How is Microsoft succeeded?
We are very surprised that Microsoft is quite successful from the beginning. This
Most of them are because we have a total of life with the software in addition to hours of sleep and eat. We are full of confidence in success. Of course, we also make some successful business decisions, such as intending to focus on Intel8080 chips and use MS-DOS to IBM, although at that time, these seem to be gambling. Sometimes we are indeed adventive, and our promise is much more than any company to make a practical promise that customers can make. To this end, we have to pay more efforts than others, we have to work more than one, work harder, and you have to challenge anything impossible. Sometimes we are doing very well, such as Intel let us write software, we can say that we can make good in 5 to 6 days, they don't believe that they think that it takes a few months, the result is that we spent about 10 days. The time completed this job, which assembled their computer to spend our 5 days. It's always surprising that our customers is always happy. We are good at making some people think that it is impossible. Throughout our history, we created a myth of a personal computer. At the beginning, few people think that the PC has become a mainstream successful product, but we have prompted him to become possible. It is believed that you can't provide high quality software for the PC, lack of real technical support, and it is impossible to provide millions of people at low prices. However, we did it. Today, some people think that PC technology is not strong enough to run high-end servers or handle complex business operations. We have to prove that they are wrong. At the beginning, we were just a small company, with a group of smart programmers. At that time, our office was not like a company but as a campus of a college. We are all very casual, there is no meaningless level, anyone asks if there is a problem, or imagines a new product, or considering our competitors are doing, they will enter my office. We don't think about our programmers, or how they organize a meeting. We only care about the great software they make. We feel our outstanding reflection in our products, and everything else is secondary. We recognize that with our company's growth, we need to keep more freedom, like us, as a small company. When there is 40,000 employees, it is impossible to have 10 employees, in fact, I can't meet with all people in the company. But we have the same spirit, I think this is the key to our success. In countless aspects, we are still like a small company. We rely on what we can rely on doing anything, scientifically use our resources to avoid waste of unnecessary expenses such as head class and expensive hotels. We still insist on open policies, people can talk to their manager talking in their group, or in the company, or in the industry. But our most important thing we have not changed is that we hire smart people. There is no alternative, nor is it easy to say. Some people should be very good, but after work, it is increasingly noticed. Others are completely losers at the time of employment, but you will find that he will become a great contributor. Often, this is full of your inner feelings. We will discover the right people. We ask our employees to participate in the interview throughout the year, not only the vacancy of this group, but any position in the company. I don't think this is unusual until we hire Mike Maples from IBM. At that time, we asked some to interview him with senior people who worked hard, this seems very surprised to him, but it is normal. The new employee is very important, we have to be sure that he has our expectations, but also makes him compatible with our ambiguity. Once you have selected the best, I think the most important thing is to trust them.