We rate our work by the magnitude of the result.
This is "Microsoft's answer" to a recent column in the New York Times .
A former Microsoft employee, Dick Brass, wrote a column in the op-ed NYT, which says that the best days for us are over (“awkward, uncompetitive innovator ...” oh!) And cites examples from his time in the company to prove that it can no longer compete, nor innovate. Of course, we do not agree with this. :) But this text gives us the opportunity to slightly touch the question of our attitude to innovation.
At the top level (?), We view innovation in the context of its ability to make a great positive contribution to the world. For Microsoft, it's not enough just to get a good idea, or a great idea, or even a cool idea. We evaluate our work on the scale of the result.
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To prove his thoughts, Dick chose ClearType, noting that the existing business structures “choked” the technology. For the protocol, ClearType now ships with every copy of Windows and is installed on billions of computers worldwide. This is a great example of innovation with great results: a large scale innovation.
You will say that this could happen and quickly. Sometimes it happens. But for a company whose products concern a huge number of people, the magnitude of the impact is important, not its speed. And in response to Dick’s comment about tablets and Office, I’ll just remind you of a product called OneNote, which was created for tablets, and is now a key part of Office.
It is also worth paying attention to the fact that Dick called the Xbox "at best, an ordinary participant in the business of gaming consoles." In fact, the Xbox 360 was the first high-definition set-top box. She was the first to display games, music, television shows and movies in 1080p resolution. The first "held" Facebook and Twitter in the living room. And when Project Natal for Xbox 360 starts, it will be the first console that allows anyone to interact with it without controllers - this is a magical opportunity for everyone, which Popular Science, Popular Mechanics, and Time magazine called one of the most significant inventions of 2009.
And in the world of programs and services, the revolutionary part of our game strategy is Xbox LIVE. Today, more than 23 million people around the world regularly connect to the service to play, chat, listen to music, and so on.
There is always the opportunity to do more, go faster, provide products and services to the world in new and interesting ways, and we use these opportunities. But thanks to the contributions of Dick and other members of the ClearType team, ClearType is certainly an example of how this can be done very well.
Note Lane: Surprised by the number of minuses. Did the translation seem so bad to you? Or are you Microsoft put minuses? Please comment.
A former Microsoft employee, Dick Brass, wrote a column in the op-ed NYT, which says that the best days for us are over (“awkward, uncompetitive innovator ...” oh!) And cites examples from his time in the company to prove that it can no longer compete, nor innovate. Of course, we do not agree with this. :) But this text gives us the opportunity to slightly touch the question of our attitude to innovation.
At the top level (?), We view innovation in the context of its ability to make a great positive contribution to the world. For Microsoft, it's not enough just to get a good idea, or a great idea, or even a cool idea. We evaluate our work on the scale of the result.
')
To prove his thoughts, Dick chose ClearType, noting that the existing business structures “choked” the technology. For the protocol, ClearType now ships with every copy of Windows and is installed on billions of computers worldwide. This is a great example of innovation with great results: a large scale innovation.
You will say that this could happen and quickly. Sometimes it happens. But for a company whose products concern a huge number of people, the magnitude of the impact is important, not its speed. And in response to Dick’s comment about tablets and Office, I’ll just remind you of a product called OneNote, which was created for tablets, and is now a key part of Office.
It is also worth paying attention to the fact that Dick called the Xbox "at best, an ordinary participant in the business of gaming consoles." In fact, the Xbox 360 was the first high-definition set-top box. She was the first to display games, music, television shows and movies in 1080p resolution. The first "held" Facebook and Twitter in the living room. And when Project Natal for Xbox 360 starts, it will be the first console that allows anyone to interact with it without controllers - this is a magical opportunity for everyone, which Popular Science, Popular Mechanics, and Time magazine called one of the most significant inventions of 2009.
And in the world of programs and services, the revolutionary part of our game strategy is Xbox LIVE. Today, more than 23 million people around the world regularly connect to the service to play, chat, listen to music, and so on.
There is always the opportunity to do more, go faster, provide products and services to the world in new and interesting ways, and we use these opportunities. But thanks to the contributions of Dick and other members of the ClearType team, ClearType is certainly an example of how this can be done very well.
Note Lane: Surprised by the number of minuses. Did the translation seem so bad to you? Or are you Microsoft put minuses? Please comment.
Source: https://habr.com/ru/post/83250/
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