The thing we learned the most with the Xbox is the Xbox Live experience.

One lesson learned is you've got to finish the scenario with excellence. You just cannot stop. You have to complete this, and I think that's where Apple has taught us all what experience excellence means in the creation of categories.

A big part of my job is to accelerate our ability to bring innovative products to our customers more quickly.

The unique value that Microsoft can add is around productivity and platforms. Productivity is broadly something we can uniquely do.

Culture change means we will do things differently.

I'm so glad to have Xbox as a franchise, especially at a time when gaming is becoming even more important - as a digital life category and in the mobile world.

India for sure is a mobile-first country. But I don't think it will be a mobile-only country for all time. An emerging market will have more computing in their lives, not less computing, as there is more GDP and there is more need. As they grow, they will also want computers that grow from their phone.

Culturally, I think we have operated as if we had the formula figured out, and it was all about optimizing, in its various constituent parts, the formula. Now it is about discovering the new formula.

What happens in Britain, what happens in the world, matters a lot to us in our core business.

What gets lost is we wouldn't be who we are and as successful as we have been if we didn't have a decent batting average.

We must ensure not only that everyone receives equal pay for equal work, but that they have the opportunity to do equal work.

There are nine million servers sold annually. Of those, just one million are sourced by the big guys. What we're trying to predict is: in the future, is that all going into the one million category? Or will there be some balance?

If every sector of business and society will be driven by software - how does that get enabled? By highly-paid computer scientists funded by risk capital in Silicon Valley? Or by lots of engineers who can build it themselves?

I want the least number of decision makers. We want to empower people to get more things done and also give permission to question orthodoxy.

I do believe that at Microsoft in general good work is rewarded, and I have seen it many times here.

When we think about even the PC market and what is required in the student as well as in the consumer market, we want to be able to compete in the opening price point.

One thing we've talked a lot about, even in the first leadership meeting, was, what's the purpose of our leadership team? The framework we came up with is the notion that our purpose is to bring clarity, alignment and intensity.

To me, Microsoft is about empowerment... we are the original democratizing force, putting a PC in every home and every desk.