Business the Bill Gates Way: 10 Secrets of the Worlds Richest Business Leader
Format: PDF / Kindle (mobi) / ePub
This is the first in a series that shows how the "big shots" of the business world have attained their positions in which they control huge empires and command vast personal fortunes. The book reveals the secrets, deals, schemes and dreams of these, the world's fiercest business competitors.
manufacturers were not going to include CD-ROM drives on their systems until someone produced some CD-ROM titles users could buy. By the same token, no one wanted to invest in developing CDROM titles until the hardware was there to play them. The result was a stalemate that threatened to block the new technology. Gates instructed his developers to create some CD-ROM titles double quick. The result was a series of reference titles that led eventually to the creation of Encarta, the first
comprehension of most people. For this he attracts both our envy and our curiosity. Gates is a 20th century phenomenon: the greatest of the cyber-tycoons. It has become a popular pastime in bars and restaurants to astound friends and acquaintances with calculations of his spending power. It is tempting to believe that there has never been another business leader so loaded. In fact, there have been other mega-rich businessmen, John D. Rockefeller and Andrew Carnegie to name just two. But Gates’
1990s, he reorganized the company to suit his own requirements. At the top of the organization he placed the office of the president, which consists of three of his most trusted aides and himself. It is the commercial brain of Microsoft. Beneath this, the company has 15 grades of managers, with about seven people at grade 15. Known as the “architects,” BUILD A BYTE-SIZED BUSINESS 143 they are the most senior of the company’s software developers. Although they are better at writing computer
aware of the context in which he finds himself. He has a keen sense, too, of the history of both his industry and the march of technology through the centuries. According to Randall E. Stross, author of The Microsoft Way, Gates is being disingenuous when he says that he never looks in the rear view mirror. “He has looked back all the time—frequently, insistently, systematically,” says Stross. “He cites historical examples whenever he discusses future strategy. He uses an historical perspective
RIGHT PLACE AT THE RIGHT TIME 26 years and, somewhat belatedly, was preparing to enter the PC market. The credibility of the IBM name would be crucial in the battle ahead. Gates judged rightly that the best opportunity of establishing an industry standard other than one based around the Apple system lay with the arrival in the PC market of the world’s most trusted computer manufacturer. For many years, IBM’s proud boast was that “no one ever got fired for buying an IBM.” At that time, it had a