A Quote by Steve Ballmer

Microsoft's culture is very strong. — © Steve Ballmer
Microsoft's culture is very strong.
At Microsoft, we're aspiring to have a living, learning culture with a growth mindset that allows us to learn from ourselves and our customers. These are the key attributes of the new culture at Microsoft, and I feel great about how it seems to be resonating and how it's seen as empowering.
A lot of people think, and Microsoft is happy to let them think, that all great things are invented by Microsoft. In fact, very, very little has been invented by Microsoft.
I have a company that is not Microsoft, called Corbis. Corbis is the operation that merged with Bettman Archives. It has nothing to do with Microsoft. It was intentionally done outside of Microsoft because Microsoft isn't interested.
We don't think only men can be powerful and strong. Behind the heads of the Mafia, the leaders of culture, there are always very strong women. European culture is a matriarchy, especially in the south. The women have a lot of power.
Microsoft's intentions must be judged by Microsoft's actions, not Microsoft's words. Their actions speak plainly enough: they are working to turn today's open-PC ecosystem into a closed, Microsoft-controlled distribution and commerce monopoly.
Microsoft does not dominate the software industry by any stretch of the imagination. We have lots of very able competitors who keep us constantly vigilant, and sometimes they beat us to the punch. Microsoft's success to date is based solely on the fact that people like Microsoft software.
At Under Armour, we've created a very strong culture, a culture that first and foremost is built on people.
The Microsoft actions announced today are exactly the kinds of industry initiatives we need. Microsoft is using its resources to bring real privacy protection to Internet users by creating incentives for more websites to provide strong privacy protection.
Punjabi culture is very strong and we have thousand of stories, which can be turned into films to keep our generations rooted in the culture.
Definitely the Korean culture is very strong to me, and I grew up in Hawaii where Asian-Americans are the dominant culture, but I never thought of myself as the minority.
I travel a lot. Japanese culture is very ancient and very strong. That's why most people who commission work from Japanese architects expect them to create works that have an element of exoticism, the kind typical of Japanese culture. I don't do that.
I think the culture today is very, very different from what it was in the '60s, and I feel lucky that I grew up at a time when I had these very strong female role models.
Microsoft fears Intel is eventually going to create its own operating system and optimize its chips for its own OS, cutting Microsoft out of the picture. Kind of like what Microsoft allegedly does to people who write applications for Windows.
Hostility towards Microsoft is not difficult to find on the Net, and it blends two strains: resentful people who feel Microsoft is too powerful, and disdainful people who think it's tacky. This is all strongly reminiscent of the heyday of Communism and Socialism, when the bourgeoisie were hated from both ends: by the proles, because they had all the money, and by the intelligentsia, because of their tendency to spend it on lawn ornaments. Microsoft is the very embodiment of modern high-tech prosperity - it is, in a word, bourgeois - and so it attracts all of the same gripes.
Companies don't have one culture. They have as many as they have supervisors or managers. You want to build a strong culture? Hold every manager accountable for the culture that he or she builds.
The outside perception and inside perception of Microsoft are so different. The view of Microsoft inside Microsoft is always kind of an underdog thing.
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