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Amazing what a tongue can do to a bloke. Here we have the most unpopular CEO in Microsoft's long history of CEOs (31% approval) presiding over a company with the first single digit growth rate in its history with its stock at a complete standstill for the past seven years and with the ranks in Redmond increasingly demanding his head.

Foot in mouth? How could he ever get a foot in his mouth with that big wagger in there?

Fucking Eric Schmidt is a fucking pussy. I'm going to fucking bury that guy. I have done it before and I will do it again. I'm going to fucking kill Google.

Man oh man have we got an incredible pipeline of innovation coming in the next year.

I think we have leapfrogged Linux and other systems in helping customers maintain a secure environment.

We need to oversee and use technology and teach our children what's appropriate.

Software should get bigger every year.

I would say that most of what we have to do starts with building on strengths. We had a chance to talk to our employees in Puget Sound today. We said, look, we're an innovator. We've got the most exciting pipeline in the next 12 months, pipeline of products and innovation, that we've ever had, by far, in my opinion.

We care about the customers and the people we touch with our innovations around the world.

We haven't figured out how to be lower priced than Linux.

Linux is not in the public domain. Linux is a cancer that attaches itself in an intellectual property sense to everything it touches.

I don't know what a monopoly is until someone tells me.

We've come a very long way in a short time improving our process for monitoring and fixing security issues.

We think our software is far more secure than open source software. It is more secure because we stand behind it, we fixed it, because we built it. Nobody ever knows who built open source software.

We're more secure than the other guys. There are more vulnerabilities in Linux; it takes longer for Linux developers to fix security problems. It's a good decision to go with Windows.

Windows XP Service Pack 2 will bring users the latest security updates and innovations from Microsoft.

Like all great companies, we have a mix of 'de novo' innovation - that is, things that started here.

I'm so excited about what we did two years ago.

Longhorn will be in the pantheon of most ambitious Windows releases of all times.

We're not having a midlife crisis. We're in a great mode. I don't know if you remember this old TV show, The Mary Tyler Moore Show. At the end she throws her hat up and says, 'We're going to make it.' That is kind of the spirit. We've got a lot to do, great opportunities - let's go, go, go, go, go, go, go!

What we've gone through in the last several years has caused some people to question 'Can we trust Microsoft?'

We don't have a monopoly. We have market share. There's a difference.

The most common format of music on an iPod is 'stolen'.

We are going to continue to improve our DRM, to make it harder to crack, and easier, easier, easier, easier to use.

Most people still steal music.

I want everyone to share my passion for our products and services.

I want people to understand the amazing, positive way our software can make leisure time more enjoyable, and work and businesses more successful.

We're doing a little bit of rethinking but the technology and the way we've done it, we still think, is spot on.

We think we can make a boatload of progress in the next two years.

It's not like five or six years ago viruses didn't exist. More damage has been done in other periods of time. The last 12 months was a better 12 months by a margin. I do believe in the next two to three years we'll get good enough and customers' practice of implementation will get good enough.

We certainly have the best pipeline of new innovation we've ever had in our history. We obviously can always improve. We've set high expectations for ourselves. But, man oh man, have we got an incredible pipeline of innovation coming in the next year.

We have as an excited and engaged a team at Microsoft as I could possibly manage. We have 85% of our people say they feel strongly that they're proud to be at Microsoft. They love their work. They're passionate about the impact that we're having on customers and society. And that's a real powerful, a really, really powerful statement about where our people are.

I'm very bullish about the employee base and what it can accomplish.

I think we have a great culture. It's a culture that encourages and fosters criticism, and constructive suggestions, and I love that about our culture.

If you take a look at where we're going with innovation and what we have in the pipeline, I'm very excited.

Take a look at what we've done with Vista and Office 12, both of which while we're sitting here, we've got about 8,000 developers who are fantastically excited by what those products are, not only as developers, but as end users.

Great companies in the way they work, start with great leaders. You have to say, do you have great leaders? If you have great leaders, you're going to have a great company. It's a little more complicated than that.

We have a fantastic leadership team in place. A leadership team that is empowered, a leadership team that everyday we're pushing to take advantage of, and move quickly, to act quickly, to drive, get things done, do innovation, new programs in front of customers, new support offerings.

Our company has to be a company that enables its people. I think if you were to take a look broadly through our company, we've got more empowered, innovative, creative people than any other company in the world.

We have a great culture that promotes criticism. I think that does fantastic things. We're always looking for everything everyone says to make sure that I'm doing what I need to do, and our leaders are doing what they need to do to continue to push the company to new heights. And you see that in the results.

We will win the Web. That's the current question from some people or expectation. I have the expectation and we will. And to have people having this high expectation and wanting us to move fast and get there, that's great because that's what I want, and that's what we will do. We will move fast, we will get there, we will win the Web.

I'm very, very bullish about our prospects, and as I tell our board, as I tell our employees, this is the time to invest. There's so much opportunity. Let's just invest in that opportunity, and really get after it.

Vista has never been delayed.

People sometimes ignore the fact that we put a Windows XP SP2 version out into the marketplace, which was an incredibly major release. It doesn't have an incredibly major release name, but it's an incredibly major release relative to the concerns and issues people were having about security. That took time, that took effort, that took energy.

We have a fantastic leadership team, and we have a culture and a value of accountability. Great companies have high cultures of accountability, it comes with this culture of criticism I was talking about before, and I think our culture is strong on that.

We've got the greatest pipeline in the company's history in the next 12 months.

We have revamped our engineering tools that we brought over about a year and a half ago from our research team. And we elevated a fellow named Amitabh Srivastava to really help rethink, because we're trying to do things people haven't had to do before.

I'm very excited about our future, I'm very bullish about the future.

We stay behind things. We're tenacious. We're smart. We learn. We improve. It's our history. It's the history of Windows.

Nobody cares more about changing the world, having an impact and having a great company than the employees of Microsoft.

I guarantee you in 1985 when we were shipping Windows 1.0, it was our own employee base that was most critical.

I took over the Windows 1.0 development team in 1983. We had already announced Windows. Blah, blah, blah, blah, blah.

The one interesting thing you've got to stop and ask yourself is, our employees must care a lot. All the employees that you think are not content, they must care a lot because they're our employees, they aren't somebody else's employees. They're our employees, and they care, they care passionately. It's not like I don't hear from them. I hear from them.

The one thing you've got to ask yourself is: is our employees learning?

We won the desktop. We won the server. We will win the Web. We will move fast, we will get there. We will win the Web.

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