Steve Ballmer
Steve Ballmer
Steven Anthony "Steve" Ballmer is an American businessman who was the chief executive officer of Microsoft from January 2000 to February 2014, and is the owner of the Los Angeles Clippers. As of May 11, 2015, his personal wealth is estimated at US$22.7 billion, ranking number 21 on the Forbes 400. It was announced on August 23, 2013, that he would step down as Microsoft's CEO within 12 months. On February 4, 2014, Ballmer retired as CEO and was succeeded by...
NationalityAmerican
ProfessionEntrepreneur
Date of Birth24 March 1956
CityDetroit, MI
CountryUnited States of America
Certainly, we continue to bring in new people. We'll hire, net new, over 4,000 people this year, and attract great people into the company. I'm very bullish about the employee base and what it can accomplish.
By bringing together the software experience and the service experience, we will better address the changing needs of our customers' digital lifestyles and the new world of work.
heard loud and clear, 'You will change some things.'
I do think that there is such a strong interest in demand for improvements in information technology that we will continue to see a pretty strong information technology sector, no matter what happens with some of these global economic factors,
In the last year and a half we've done a lot of revamping of the engineering and the processes.
In terms of people taking advantage of the Internet, I think we can talk about this generation of browser essentially as about the equivalence of DOS.
In every other generation, the first guy to 10 million consoles was the number one seller in the generation.
I'm looking forward to the World Congress. It's a unique opportunity to share ideas with leaders from all over the globe and hear their perspectives on how the IT industry can change and improve.
The future of our business and telecommunications is increasingly linked, and our interest in the telecom field is broad,
The change in our stock price reflects this.
The hackers out there are really are smart and getting smarter. We all have to run in front of them.
All of our major businesses can have a short-twitch capability every six to nine months to a long-twitch capability. We can't make customers wait three to four years for things they need every few months,
The lifeblood of our business is that R&D spend. There's nothing that flows through a pipe or down a wire or anything else. We have to continuously create new innovation that lets people do something they didn't think they could do the day before.
The key is that for every business we have is to offer the things that pop every six to nine months, things that pop every couple of years, and things that pop longer than that.