Apple and Pixar are the same in that...they both deliver a product that has immense technology underpinnings and yet they both strive to say you don't need to know anything about this technology in order to use it.

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Apple has always been, and I hope it will always be, one of the premier bridges between mere mortals and this very difficult technology.

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The CEO's role in raising a company's corporate IQ is to establish an atmosphere that promotes knowledge sharing and collaboration.

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The close relationships we form between researchers and product groups have already shown we can move the great ideas as they come along, without a schedule, into the products.

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One thing I've always loved about the culture at Microsoft is there is nobody who is tougher on us, in terms of what we need to learn and do better, than the people in the company itself. You can walk down these halls, and they'll tell you, 'We need to do usability better, push this or that frontier.'

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The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency.

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Take our 20 best people away, and I will tell you that Microsoft would become an unimportant company.

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We rely on skilled foreign workers for their math, science, and creative abilities as well as their cultural knowledge, which helps when localizing products for world markets.

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I think large organizations have a real tendency to block bad news from moving around the organization. People don't know how to deal with it... having it just be a matter of course that you get the bad news out there, and everybody is... talking about it on an open basis, I think is really fundamental.

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The Internet was not always the top priority in Microsoft's strategy. Its arrival changed our business and became the biggest unplanned event we've ever had to respond to.

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