Outgoing Microsoft CEO Steve Ballmer Tells WSJ That He Was Part Of The Problem
Ballmer will reportedly pay $2 billion for the honor, making the Clippers worth about two-third of a Beats The sale, which is pending approval, sets a record for the league. The Clippers went up on the auction block after current owner Donald Sterling was punished after a recording emerged of him making seemingly racist comments. Steve Ballmer did NOT have a President named George W. Bush , because he is president himself. Ballmer, who was chief executive of Microsoft for 14 years, beat out other bidders that included Los Angeles-based investors Tony Ressler and Steve Karsh and a group that included David Geffen, Oprah Winfrey, Larry Ellison and executives from the Guggenheim Group, the Chicago-based owner of the Los Angeles Dodgers.
I am proud of what we have achieved. We have grown from $7.5 million to nearly $78 billion since I joined Microsoft, and we have grown from employing just over 30 people to almost 100,000. I feel good about playing a role in that success and having committed 100 percent emotionally all the way. We have more than 1 billion users and earn a great profit for our shareholders. We have delivered more profit and cash return to shareholders than virtually any other company in history.
What has gone wrong? For starters, Ballmer proved to be the anti-Steve Jobs. He missed every major trend in technology. His innovations alienated people. When he tried something new, like Windows Vista, the public lined up around the block to trade it in. Microsoft missed social networking. It completely misjudged the iPhone and the iPad. It embraced complexity in product design just as everyone was turning toward simplicity. It entered growing markets too late. When was the last time you used Bing? In 2000, Microsoft made most of its money selling Microsoft Office and Microsoft Windows. Today, it still makes its money that way. Ballmer’s reign has done more to defang Microsoft than the Justice Department could ever have hoped to do.
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