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Microsoft CEO completed 36 major acquisitions since taking over from Steve Ballmer in 2014. In this report Jay Greene of WSJ points out a significant change under Nadella. Under Gates and Ballmer the heads of companies acquired were not brought into company executives discussions. Nadella invited these heads to join the rest of the company's top managers to meetings to hear different views. Nadella says Microsoft would not have missed big trends had it listened more. Under Ballmer acquisitions such as Nokia were not properly handled. Even under Gates in the earlier period products in Search later developed by Google did not get the attention they deserved and heads of companies acquired did not get  to actively participate. The Not Invented Here Syndrome applied to Microsoft managers. The aggressive attitudes did not produce the best results. Like Apple's Cook who has a collaborative style, Nadella has set out to open up the company to different ideas and people. Nadella has shifted the company away from earlier products to cloud computing and mobile computing to produce better results. Under Nadella open source software programming receives the openness and respect it deserves, after the Ballmer years. The change in attitude is real and Nadella as a Microsoft veteran for 24 years has been able to steer the company in a new direction. ...

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For two decades young computer specialists in their 30's have tried to say the right things to the American people to gain approval- with AI this is where it all ends. Watching Murthi and Altman on Stern's interview in WSJ one senses a lack of awareness that this is too big a technology to be handled by a few computerized work  specialists. Murthi says the right things with a faltering conviction, Altman lacks conviction, yet both cannot take on the responsibilities for AI on their shoulders. The chief technology officer of OpenAI takes over role of Interim CEO with the departure of Sam Altman. She graduated from the Thayer School of Engineering at Dartmouth. She worked at Tesla before joining OpenAI. Murthi was in charge of Operations, managing the teams that delivered ChatGPT product in 2022, and handling the relationship with Microsoft which invested $13 billion for a 49% stake in OpenAI.

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Microsft acquires Skype for $8.5 billion. EBay bought Skype in 2005 for about $3.1 billion, then took a charge of $1.4 billion for the acquisition in 2007, after failing to make a fit for it in EBay. Only 18 months ago EBay sold a 70% stake in Skype to a group of investors led by private equity firm Silver Lake Partners. That deal valued Skype at $2.75 billion. This suggests that Microsoft's Steve Ballmer is paying a steep price for Skype. This is especially true because Skype has failed to bring in many paying customers. Losses were $7 million last year. Skype has 170 million users but most of the calls are made free between computers. Increasingly its use is as an app on smartphones so that users do not have to pay higher fees to wireless carriers for calls. How Microsoft integrates Skype into its own products and how it makes the acquisition work is a challenge for Microsoft. Because of Microsoft's purchase, EBay will end up making $1.4 billion profit on Skype. Skype is based in Luxembourg, and Microsoft will use cash it holds overseas for the acquisition, money that could not be repatriated to the U.S. without paying taxes of more than 30%....

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Microsoft CEO, Satya Nadella, is intervewed by Shira Ovide of the WSJ. Compared to Bill Gates and Steve Ballmer, Nadella has a quiet demeanor. Responding to a question about how he made it from heading R&D for the Bing search engine to the CEO position, he says what helped him most was working in different jobs at Microsoft with different contexts and challenges, including a mix of some where success was achieved and some in which it was much harder. The experience of people in his management team is similar. He says his sense of being an outsider while being an insider is something he always had in him, and something he now encourages as a CEO. Reading outside of work is his only rule, and this may help him maintain some distance from work to think like an outsider. His preference is literary reading not common among senior managers- T.S. Eliot's poetry. Taking some off from work for medical leave or other reasons, is something he supports, especially from his own experience needing such leave as a 29 year old at Microsoft....

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The impact of disruptions in technology on H-P, Dell, Microsoft, Oracle and IBM. The decline in PC sales with the iPad and iPhone, tablet PC's and Android smartphones, affects older companies such as Dell, H-P and Microsoft. Cloud computing and changes in database technology create disruptions and give new entrants and startups an edge.

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Fred Brooks, IBM executive who led the development team for the IBM System/360 mainframe, is the author of Design of Design and of an earlier book Mythical Man-Month that sold 500,000 copies. His unique insights into completing large development projects have helped many tech companies. Brook's law from Mythical Man-Month is that it is futile to simply add engineers to projects in the hope of getting things done faster, as there are a lot of other factors to consider. This is stated by programmers as: "Adding manpower to a project only makes it later." The original design team has to bring newcomers up to speed, and the added distraction is one of the many factors that slow down the project. Brooks offers many new insights in the book Design for Design. One is that constraints are friends which help shrink the designer's search space. Another is that Design is a lot more about art as it is about science. Simply improving the process does not get you great design, it gets you from bad to average....

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PC shipments worldwide declined by 14% in the first quarter of 2013, compared to the prior year quarter, according to IDC. Gartner Research's estimate for the first quarter PC shipments shows a decline of 11.2%. IDC analysts say the introduction of Windows 8 with touch screen capabilities has not reversed this trend. It may have exacerbated the trend because Windows 8 made changes that reduced the PC experience to bring in touch screen and other features available on tablets, and made the product more confusing to use. This view of IDC is confirmed by some companies which say the incremental value of Windows 8 is not worth the cost of training employees to use the new PC's with Windows 8.

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Steve Jobs anticipated a post PC period when he told a technology conference in 2010 that PC's would retain a lot of their value, but he said they will be used only by one out of so many users. Tim Cook told a Goldman Sachs investor conference recently: "From the first day it shipped, we thought- not just me, many of us thought at Apple- that the tablet market would become larger than the PC market, and it was just a matter of time that it took for that to occur." Analysts see this happening sometime between 2013 and 2017.

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ZTE of Shenzen, China has 3% global market share and has a new model the F230 which can show streaming video at broadband internet speeds. ZTE will double its cellphone sales to 60 million this year. In the mobile phone business things can change very quickly. The market for mobile phones can change very quickly, is defined by a younger demographic that loves to try new things, and where new technologies and capabilities get incorporated very quickly and in new combinations, navigation, video, broadband, different market segments from the lower end to the upper end especially in developing countries of Brazil, India and China, and the constant competitive churn that brings in new technologies and new companies like ZTE into the market. Upper management at Nokia realizes this as Motorola twice came up with hit models the Star-Tac and the Razr in 1996 and 2005, and each time falling behind after the one time hit. Motorola is even looking at exiting this market. New competitors are in the field with Apple's I-phone in 2007 and with Google and Microsoft developing new software for this market. It requires not just a product hit but a management team and a structure for manufacturing and distribution that is strong and resilient enough to respond to the changing market and to anticipate market trends that are just taking shape and to have the cultural mindset in management at upper and middle levels to deal with huge fast growing markets like India and China, and also Brazil, Russia and other developing countries in Asia and Latin America and Africa where the nature of the demand is different and varies among the different regions also. Nokia has come closest to putting this capability together. It has market share of 40% in this global market with sles in India of 8 million phones a month. There is room for competiton as competitors like Samsung sell about 200 million cellphones a month and are growing at 25% a year. Nokia is also taking a new approach to stay ahead. Its buying smaller companies and developing in-house technology to build its own mobile services business named Ovi. It acquired a number of software companies, acquiring Navteq for $8.1 billion for software on satellite location services. It has its own web portal and and lets wireless providers like Vodafone and Verizon offer their subscribers the option of using portals of Vodafone, Verizon or Nokia's....