Steve Ballmer
description: American businessman, former chief executive officer of Microsoft
121 results
Big Blues: The Unmaking of IBM
by Paul Carroll · 19 Sep 1994
of a company with the initials IBM and that, even if he had, he would certainly never sue it. Gates then brought to the meeting Steve Ballmer, a college pal with a strong Nordic face and tiny icy blue eyes. Ballmer figures he was invited because his one year at business school
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a nice paperweight. W hen Gates was sum m oned to Boca Raton for the first time at the end of Septem ber, he and Steve Ballmer worked for days on their proposal. Jack Sams, still the IBM liaison to Microsoft, got involved, too, offering avuncular advice on how IBM meetings tended
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cowboy, but even he was enough of a product of the IBM culture that he couldn’t avoid the penchant for secrecy at all costs. Steve Ballmer got a call one day from an IB M er who said he w anted to arrange a visit. Ballmer said, “Sure, maybe in a
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get it back. s usual, Dick Hanrahan was talking about purple pine trees. The IBM software executive was in a meeting with Bill Gates and Steve Ballmer from Microsoft in early 1986 and was giving them such a hard time, they were stu high-level software guy who had been bro software
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for “bend over and grease up.” The term eventually was directed primarily at Ballmer and becam e Bogus, for “bend over and grease up, Steve.” “Steve [Ballmer] w ent on a real kick to try to get us all to think that the IBM program m ers were just like us. It
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w rote notes to him self in the margins of some printed material, saying things such as, “Bill [Gates] to calm down” and “Shut up, Steve [Ballmer]?” Ballmer also w arned him self that IBM “will personalize. [This] can get personal.” H e added that “Jay is superpissed,” a refer ence to
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competitors will all sell lots of fast new hardware. Cannavino was so close to shooting his OS/2 development operation that he made Gates and Steve Ballmer swear they wouldn’t start rear ranging Microsoft’s programming staffs to accommodate the change. He worried that some smart program m er at Microsoft
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the meeting by saying, “Go get him!” Cannavino and Guglielmi flew out of the MC room, ready to bring down Gates. A month later, when Steve Ballmer was in Armonk for some meetings with IBM ’s OS/2 marketing people, still thinking the companies were working together, Guglielmi cornered him and loudly
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wrong, h e’d eat a floppy disk. The IBM programmers tacked a floppy disk up to a wall, which carried the acronym SBD, meaning Steve Ballmer diskette. That was the one Ballmer was going to have to eat. The IBM program m ers still found things heavy-handed at times, despite
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that IBM really couldn’t do software and questioned w hether IBM would ever get a decent version of OS/2 out the door. The Steve Ballmer diskette came down off the wall in Boca Raton. Reiswig and Cannavino tried to convince the world that they had pulled the product simply to
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data at superhighway-like speeds. Although Microsoft’s growth rates seemed to finally be leveling to a merely impressive rate, all the new projects prompted Steve Ballmer, Gates’ forceful lieutenant, to say, “It’s a great time to be us.” Finally, marking the end of an era at IBM, former chief executive
Digital Wars: Apple, Google, Microsoft and the Battle for the Internet
by Charles Arthur · 3 Mar 2012 · 390pp · 114,538 words
Gates and Microsoft Steve Jobs and Apple Bill Gates and Steve Jobs Larry Page, Sergey Brin and Google Internet search Capital thinking 02 Microsoft antitrust Steve Ballmer The antitrust trial The outcome of the trial 03 Search: Google versus Microsoft The beginnings of search Google Search and Microsoft Bust Link to money
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November 1999) (the document is available in Adobe PDF, WordPerfect 5.1 and HTML formats, but no Microsoft-proprietary ones) Steve Ballmer Life changed at Microsoft in 2000. On 13 January Steve Ballmer, who in June 1980 had become its 30th employee, was promoted from heading its sales and support operations to chief executive
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the technology – with Ballmer, at the time Gates’s right-hand person, a Harvard graduate in economics and mathematics who was Microsoft’s 30th employee. ‘Steve Ballmer would never even know to ask a question like that,’ Spolsky says. ‘No offence to the present management of Microsoft. But it’s just hard
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to generate nearly $1 billion in revenues that year, and even unprofitable companies usually sell for five times their revenue or more.) The obstacle was Steve Ballmer, who jumped on the idea of spending ‘so much’ money for a company whose model surely the Underdog team could replicate effectively. Why go to
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be added and summoned. Gates may turn out to have been right. Yet the huge losses from Bing continued to mount. When in August 2013 Steve Ballmer announced that he would step down as chief executive within 12 months (hinting he had come under external pressure), it dawned on staff that someone
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on, there were many competing devices. But Apple continued to lead the field, with a majority of the market. Stolen! On Sunday 3 October 2004, Steve Ballmer blew through London as part of a European tour. He was lined up with various meetings, including a couple of media events – a one-to
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the living room, bedroom and kitchen all spoke to each other. (The irony didn’t end with Gates’s retirement from the company in 2008; Steve Ballmer took over the gig until 2012, when Microsoft made its last appearance at the show.) Watching Gates’s speech, Gartenberg, then at Jupiter Research, observed
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iTunes Music Store, the smallest but fastest growing, which had generated almost $1 billion on its own. Zune Billion-dollar digital businesses tend to attract Steve Ballmer’s attention – especially if Microsoft isn’t getting a thick slice of them. Inside Microsoft at the beginning of 2006, the rising tide of iPods
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with the iPod’, recalls Pieter Knook, who was at Microsoft for nearly 20 years and ran the Windows Mobile team from 2001 until spring 2008. ‘Steve [Ballmer] and Robbie [Bach, head of the Entertainment and Devices division, which included the Xbox and Windows Mobile businesses] really favoured that. Bill [Gates] didn’t
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that way. Interviewed by CNBC Business News in January 2007, just after Steve Jobs had completely shaken up the smartphone business by announcing the iPhone, Steve Ballmer was asked about the Zune’s sales performance. Having suggested ‘synergy with things we’re doing’, he added that ‘we took, I don’t know
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, and the next. The age of the iPod was over; though the iPod retained the same dominant share, the whole market was drying up. As Steve Ballmer had predicted five years before, people now were listening to music stored on their phones. The sales figures show that the iPod’s real sales
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revolved around constant internet updates on their i-mode phones. Knook was an enthusiastic convert, and when he returned to Microsoft’s headquarters in 2001 Steve Ballmer gave him the task of creating a sales force to sell Microsoft’s mobile offerings, generically called Windows Mobile. The opportunity was clear: mobile ‘had
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. Apple is not considered a competitor.’ Indeed, few thought Apple would be a serious player. On 10 January 2007, the day after Jobs’s introduction, Steve Ballmer was interviewed by CNBC’s Scott Wapner on its Business News segment. Wapner began by asking: ‘Steve, let me ask you about the iPhone and
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Xbox, and try to own (in Jobs’s words) the whole widget. ‘Robbie [Bach], J Allard [who had pushed the Zune through to fruition] and Steve [Ballmer] really favoured that route. Bill did not, but by that stage Bill really was already checking out.’ There was also a growing problem with Windows
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fiscal year, Microsoft in fact sold 17.8 million licences. Why, I asked Knook recently, did the numbers peak there? He had a simple answer: Steve Ballmer. Not long after MWC 2008, Ballmer called Knook to a one-to-one meeting. ‘I’d been doing the mobile business by that stage for
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account with Google to activate it, upon which you’d be directed to Google search, maps, e-mail and calendars. ‘This is a phone that Steve Ballmer would hate,’ I noted in my review. The growing number of apps was interesting too. By the fourth quarter of 2009, Android had begun to
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the January to March quarter. Microsoft, which would have known the true figures, consistently refused to move beyond the ‘2 million shipped’ statement. In January Steve Ballmer garnished it by saying that Windows Phone had the highest satisfaction rating of any smartphone, while in May Achim Berg, the corporate vice-president of
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line to make them. Supply chain experts looked at Apple’s attempts to move into this new field with interest. They knew that – contrary to Steve Ballmer’s pronouncements in late 2004 – Apple could handle volume: the success of the iPod nano, where it had cornered a huge chunk of the world
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to catch-up. The staff at Microsoft (90,000 worldwide, compared to 27,000 in summer 1998)3 were a little battle-weary too. As Steve Ballmer, still the chief executive, spoke at the September 2011 all-hands company meeting in front of 20,000 employees, some simply got up and left
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) Kingsoft (i) Kleinberg, Jonathan (i) Knook, Pieter (i), (ii) and competition from China (i) and Microsoft’s antitrust judgment (i) and Pink (i), (ii) and Steve Ballmer (i) and Windows Mobile (i), (ii), (iii), (iv), (v) and the Xbox (i) and Zune (i), (ii), (iii), (iv), (v) Komiyama, Hideki (i) Kordestani, Omid
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), (iii), (iv), (v), (vi), (vii), (viii) Lumia (i), (ii) and Microsoft (i), (ii), (iii), (iv), (v), (vi), (vii) N91 (i) and Navteq (i), (ii) and Steve Ballmer (i) and Symbian (i), (ii), (iii), (iv), (v), (vi) touchscreen development (i), (ii) Norlander, Rebecca (i) Norman, Don (i), (ii), (iii) Northern Light (i) Novell
Showstopper!: The Breakneck Race to Create Windows NT and the Next Generation at Microsoft
by G. Pascal Zachary · 1 Apr 2014 · 384pp · 109,125 words
to know for sure if in Cutler he had the architect of Microsoft’s next generation of software. He simply was “excited beyond belief,” said Steve Ballmer, Microsoft’s second-in-command. “We were jazzed: Cutler joining Microsoft. This was incredible—a match made in heaven.” Cutler arrived at Microsoft on October
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I going to say something stupid?’ ” Gates worried that Cutler, surrounded by familiar faces, might be too isolated from the rest of Microsoft. He asked Steve Ballmer, nominally Cutler’s boss, to teach him the company’s ways. Ballmer was a sound choice to serve as Cutler’s tutor. He was the
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company should write software only for existing PC hardware and not waste time and money on portable software, whose following was unproved. “While Bill [Gates], Steve [Ballmer] and I support your project, a lot of other people don’t,” Myrhvold explained. “They don’t understand it or think it’s too far
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endless frustration, people were still adding features to NT or the features themselves were still ill defined. A few features were added almost by accident. Steve Ballmer, the public spokesman for NT, added one without realizing it during one of his frequent speeches to customers and industry insiders. Ballmer’s practice of
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tense and preoccupied. He disliked public speaking. Earlier in the year Gates had made him chief of the company’s entire operating programs business, putting Steve Ballmer in charge of sales. The promotion gave Maritz formal and actual authority over Cutler and the entire NT project. Still, he avoided confrontations, preferring to
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to become demoralized just as they faced their stiffest test. In times of crisis, Maritz stayed the course. He was not mercurial like Gates or Steve Ballmer. Since he brought an exacting and grim seriousness to his tasks in the best of times, he found this same demeanor effective in the worst
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were interviewed for this book: Michael Abrash Bob Day Jim Allchin Terri Day Brian Andrew Kent Diamond Ellen Aycock Mitch Duncan John Balciunas Moshe Dunie Steve Ballmer Matthew Felton Gordon Bell Thomas Fenwick Julie Bennett Eric Fogelin Jeff Brown Asmus Freytag Paul Butzi William Gates Johanne Caron Michael Glass Steve Cathcart Rob
Fire in the Valley: The Birth and Death of the Personal Computer
by Michael Swaine and Paul Freiberger · 19 Oct 2014 · 459pp · 140,010 words
, we are grateful to the following individuals: Scott Adams, Todd Agulnick, David Ahl, Alice Ahlgren, Bob Albrecht, Paul Allen, Dennis Allison, Bill Anderson, Bill Baker, Steve Ballmer, Rob Barnaby, John Barry, Allen Baum, John Bell, Tim Berners-Lee, Tim Berry, Ray Borrill, Stewart Brand, Dan Bricklin, Keith Britton, David Bunnell, Nolan Bushnell
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chairman Ray Kassar. “IBM is a pretty big company,” he explained sheepishly. Because IBM was indeed a pretty big company, he decided to turn to Steve Ballmer, his advisor in business matters and a former assistant product manager at Procter & Gamble. Gates had known Ballmer when he attended Harvard in 1974. In
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things with his friend, who quickly became one of his closest business confidants, and he naturally turned to him after IBM’s call. * * * Figure 85. Steve Ballmer and Bill Gates Gates’s ebullient college buddy would go on to replace him as Microsoft CEO. (Courtesy of Sarah Hinman, Microsoft Museum) “Look, Steve
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. Much of the stock was held by three people: founders Gates and Allen and Bill’s friend from Harvard and increasingly powerful executive at Microsoft, Steve Ballmer. A clear majority of the stock was in the hands of the unkempt, squeaky-voiced president, who new employees sometimes mistook for some teenaged hacker
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two versions, the more sophisticated of which would be sold exclusively by IBM. That wasn’t news Bill Gates wanted to hear. Finally, Gates told Steve Ballmer that they were going to go for broke on Windows and that he wasn’t worrying about what IBM thought about it. Then a Gates
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Office of the President. It was also known as BOOP—Bill and the Office of the President. It consisted of Bill and three close friends: Steve Ballmer, Mike Maples, and Frank Gaudette. By this time these friends had been influenced by Gates, and had arguably influenced him to the extent that he
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information technology in the United States. Within three years Gates would step down as CEO of Microsoft, turning over the reins to his old friend Steve Ballmer. In the ensuing years he would ease himself out of any role at Microsoft to devote himself full time to the foundation. But in 1997
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Apple’s CEO, I would be the first to let you know. Unfortunately, that day has come.” COO Tim Cook was named CEO. In 2013, Steve Ballmer retired as CEO of Microsoft. The company had been struggling to find its way in recent years, failing to secure a significant market share in
Always Day One: How the Tech Titans Plan to Stay on Top Forever
by Alex Kantrowitz · 6 Apr 2020 · 260pp · 67,823 words
inventing days were over. The company was so attached to Windows it almost let the future pass it by. But with a leadership change from Steve Ballmer to Satya Nadella, the company returned to Day One and embraced cloud computing, a threat to desktop operating systems like Windows, and became the world
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the Engineer’s Mindset to spark a new era of invention inside the company. Nadella’s approach is a departure from that of his predecessor, Steve Ballmer, a case study in favor of implementing the systems outlined in this book. The Engineer’s Mindset isn’t exclusively the territory of those who
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acquisition, told me. “Teams were free to release whenever they wanted, and they had a lot of autonomy.” Microsoft was different. Under its then-CEO Steve Ballmer, who rose through the sales function, the company was bureaucratic and slow, and clung to the past. Focused on protecting its lucrative legacy businesses, Windows
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who once helped me debunk a study that ignored the law of supply and demand. She had also served as Microsoft’s chief economist under Steve Ballmer, which made her particularly well suited to discuss the company’s “lost decade” and how it climbed out. I caught Athey in the middle of
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.geekwire.com/2012/microsofts-lost-decade-vanity-fair-piece-accurate-incomplete. “What began as a lean competition machine”: Eichenwald, Kurt. “How Microsoft Lost Its Mojo: Steve Ballmer and Corporate America’s Most Spectacular Decline.” Vanity Fair. Vanity Fair, July 24, 2012. https://www.vanityfair.com/news/business/2012/08/microsoft-lost-mojo
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-steve-ballmer. Ballmer stepped down: Bishop, Todd. “Microsoft Names Satya Nadella CEO; Bill Gates Stepping Down as Chairman to Serve as Tech Adviser.” GeekWire. GeekWire, February 4,
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, 2016. https://techcrunch.com/2016/09/29/microsoft-forms-new-ai-research-group-led-by-harry-shum. one you can still watch on YouTube: MasterBlackHat. “Steve Ballmer—Dance Monkey Boy!” YouTube, December 28, 2007. https://www.youtube.com/watch?v=edN4o8F9_P4. Microsoft is a company of conflicting interests: Cornet, Manu. “Organizational
The Facebook Effect
by David Kirkpatrick · 19 Nov 2010 · 455pp · 133,322 words
aQuantive, which distributed advertising across the Internet. Now that it owned this distribution engine, it badly needed additional inventory to sell through it. Microsoft CEO Steve Ballmer was fed up with losing deals to Google. He had recently lost both of the industry’s two biggest partnership opportunities after coming exquisitely close
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’s prior relationship with Facebook gave it a big advantage. The chances of pulling Facebook away remained small. Microsoft had been carefully cultivating Zuckerberg. CEO Steve Ballmer had flown to Palo Alto to visit his young counterpart twice. Ray Ozzie, Microsoft’s Chief Software Architect, had also repeatedly visited Palo Alto. As
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blog. This was by far the highest valuation ever given to a private technology company, and one with no profits to boot! Either Microsoft’s Steve Ballmer was insane, or Facebook mattered more than anyone had realized. But if the f8 platform event five months earlier had firmly put Facebook once and
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it had—the ability to build a credible proposition for the largest brand advertisers,” says Alan Gould, who runs ad-measurement firm Nielsen IAG. “Now Steve Ballmer’s valuation doesn’t look so silly.” “I believe Facebook is going to fundamentally change marketing and become a monster business,” says Mike Lazerow, CEO
Superforecasting: The Art and Science of Prediction
by Philip Tetlock and Dan Gardner · 14 Sep 2015 · 317pp · 100,414 words
. That’s it. In no time, we’ll know how good Tom Friedman really is. But it’s not nearly so simple. Consider a forecast Steve Ballmer made in 2007, when he was CEO of Microsoft: “There’s no chance that the iPhone is going to get any significant market share. No
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much money was he talking about when he said Apple could earn “a lot of money”? Again, he didn’t say. So how wrong was Steve Ballmer’s forecast? His tone was brash and dismissive. In the USA Today interview, he seems to scoff at Apple. But his words were more nuanced
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alone renders many everyday forecasts untestable. Similarly, forecasts often rely on implicit understandings of key terms rather than explicit definitions—like “significant market share” in Steve Ballmer’s forecast. This sort of vague verbiage is more the rule than the exception. And it too renders forecasts untestable. These are among the smaller
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could or might or may happen, she could or might or may be saying almost anything. The same is true of countless other terms—like Steve Ballmer’s reference to “significant market share”—that may sound precise but on close inspection prove as fuzzy as fog. Even an impartial observer would struggle
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Predictions of All Time,” Laptop, August 7, 2013, blog.laptopmag.com/10-worst-tech-predictions-of-all-time. 2. Bryan Glick, “Timing Is Everything in Steve Ballmer’s Departure—Why Microsoft Needs a New Vision,” Computer Weekly Editor’s Blog, August 27, 2013, http://www.computerweekly.com/blogs/editors-blog/2013/08
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Debasement and Inflation,” The Big Picture, November 15, 2013, http://www.ritholtz.com/blog/2013/11/qe-debasement-inflation/print/. 6. A similar problem bedevils Steve Ballmer’s iPhone prediction. The iPhone market-share numbers I presented are from six years after its launch and they were higher after seven years. So
All the Money in the World
by Peter W. Bernstein · 17 Dec 2008 · 538pp · 147,612 words
MITS machine, and Microsoft was born. When Microsoft had about thirty-five employees, Gates and Allen decided they needed a professional manager. They turned to Steve Ballmer, who had lived down the hall from Gates at Harvard. Unlike Gates, Ballmer, the son of Swiss immigrants, hung around Cambridge long enough to get
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stalked PeopleSoft a long time until it was weak enough to fall into his hands.” The same winner-take-all philosophy drove Bill Gates and Steve Ballmer, his longtime number two at Microsoft and fellow 400 member. Ballmer had a reputation for being even more competitive than his boss. Once they had
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their lucre in industries based on ideas. The West Coast not only has Bill Gates and several other Forbes 400 fortunes generated by Microsoft, including Steve Ballmer (2006 net worth: $13.6 billion), Paul Allen (2006 net worth: $16 billion), and Charles Simonyi (2006 net worth: $1 billion); it also has dozens
Googled: The End of the World as We Know It
by Ken Auletta · 1 Jan 2009 · 532pp · 139,706 words
executives. Like Napster, they said YouTube would be hobbled by copyright lawsuits and would be unable to monetize its enormous traffic. “Right now,” Microsoft CEO Steve Ballmer declared, “there’s no business model for YouTube that would justify $1.6 billion. And what about the rights holders? At the end of the
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’S RAPID GROWTH, or because of it, by 2007 the company had become a target for lawsuits and sneers. Leading the chorus was Microsoft CEO Steve Ballmer. In 2007, he had labeled Google “a one-trick pony,” and had derided the company at nearly every public opportunity since, telling reporters, “they have
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Reports a Profit Surge.” As the report showed, Google hogged three quarters of all U.S. search advertising dollars, compared to only 5 percent for Steve Ballmer’s Microsoft. Yet Ballmer had a point. Google had not figured out how to make money on its surfeit of products. YouTube accounted for one
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thirty-three dollars; then said they’d consider selling just their search engine and not the rest of Yahoo. Microsoft’s moves were equally maladroit. Steve Ballmer called off discussions, then put them on, then off again; he sought partners to make another run at Yahoo; then threatened to mount a proxy
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we started“: author interview with Chad Hurley September 11, 2007. 153 ”If that works“: author interview with Eric Schmidt, June 11, 2008. 153 ”Right now“: Steve Ballmer Q&A with the editors of Business Week, October 11, 2006. 153 thirteen of the twenty most popular videos: Kevin J. Delaney and Matthew Karnitschnig
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, March 25, 2008. 203 Page on Moore’s law as management tool: author interview with Larry Page, March 25, 2008. 204 “a one-trick pony”: Steve Ballmer interview, Financial Times, June 20, 2008. 204 “Google is extremely good with search”: author interview with Irwin Gotlieb, February 11, 2008. 204 “‘Where is the
Leaving Microsoft to Change the World: An Entrepreneur's Odyssey to Educate the World's Children
by John Wood · 28 Aug 2006 · 310pp · 91,151 words
stakes seemed high enough to justify self-sacrifice. The corporate culture reinforced this mania. It wasn’t until I finished a set of meetings with Steve Ballmer, Microsoft’s hard-charging, demanding, and voluble second-in-command, that I convinced myself that I had earned a break. Ballmer was in Sydney reviewing
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, Nepal. Over a Mongolian hot-pot dinner with Ben, I joked that maybe if you went high enough into the Himalayas, you could not hear Steve Ballmer screaming at you. BACK IN NEPAL, CROWING ROOSTERS WOKE ME JUST BEFORE SUNRISE. The Timex Ironman read six o’clock. I debated snoozing a bit
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of us who had been at the company for a long time had done quite well. I give most of the credit to Bill and Steve Ballmer for their visionary leadership and their tenacious attention to detail. The two of them reminded me of a theory of Warren Buffett’s that I
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not how my new world worked. I was so used to the world of business, where we were constantly in motion and trying to “GSD”—Steve Ballmer’s acronym and constant reminder to “get shit done.” People leaped onto good ideas because, if they did not, their competitors might. The charity world
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which no child should have to die in this modern age. But the majority of the lessons I learned were from the firm’s #2, Steve Ballmer. Bill gets most of the press, but Steve is arguably as important to the company’s success. Bill is the technologist, whereas Steve is the
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enjoy. I hope that my gang knows that I am thinking about them, and paying attention to their satisfaction in working at Room to Read. Steve Ballmer’s lesson—that loyalty is a two-way street—will permeate Room to Read for as long as I run it, and hopefully even after
The Code: Silicon Valley and the Remaking of America
by Margaret O'Mara · 8 Jul 2019
Hit Refresh: The Quest to Rediscover Microsoft's Soul and Imagine a Better Future for Everyone
by Satya Nadella, Greg Shaw and Jill Tracie Nichols · 25 Sep 2017 · 391pp · 71,600 words
In the Plex: How Google Thinks, Works, and Shapes Our Lives
by Steven Levy · 12 Apr 2011 · 666pp · 181,495 words
The Innovation Illusion: How So Little Is Created by So Many Working So Hard
by Fredrik Erixon and Bjorn Weigel · 3 Oct 2016 · 504pp · 126,835 words
The Innovators: How a Group of Inventors, Hackers, Geniuses and Geeks Created the Digital Revolution
by Walter Isaacson · 6 Oct 2014 · 720pp · 197,129 words
Start With Why: How Great Leaders Inspire Everyone to Take Action
by Simon Sinek · 29 Oct 2009 · 261pp · 79,883 words
The Cultural Logic of Computation
by David Golumbia · 31 Mar 2009 · 268pp · 109,447 words
The Victory Machine: The Making and Unmaking of the Warriors Dynasty
by Ethan Sherwood Strauss · 13 Apr 2020 · 211pp · 67,975 words
Exponential: How Accelerating Technology Is Leaving Us Behind and What to Do About It
by Azeem Azhar · 6 Sep 2021 · 447pp · 111,991 words
The Crux
by Richard Rumelt · 27 Apr 2022 · 363pp · 109,834 words
Amazon Unbound: Jeff Bezos and the Invention of a Global Empire
by Brad Stone · 10 May 2021 · 569pp · 156,139 words
Dogfight: How Apple and Google Went to War and Started a Revolution
by Fred Vogelstein · 12 Nov 2013 · 275pp · 84,418 words
Radical Uncertainty: Decision-Making for an Unknowable Future
by Mervyn King and John Kay · 5 Mar 2020 · 807pp · 154,435 words
The Self-Made Billionaire Effect: How Extreme Producers Create Massive Value
by John Sviokla and Mitch Cohen · 30 Dec 2014 · 252pp · 70,424 words
Billionaire, Nerd, Savior, King: Bill Gates and His Quest to Shape Our World
by Anupreeta Das · 12 Aug 2024 · 315pp · 115,894 words
The Road Ahead
by Bill Gates, Nathan Myhrvold and Peter Rinearson · 15 Nov 1995 · 317pp · 101,074 words
Unconventional Success: A Fundamental Approach to Personal Investment
by David F. Swensen · 8 Aug 2005 · 490pp · 117,629 words
Tools and Weapons: The Promise and the Peril of the Digital Age
by Brad Smith and Carol Ann Browne · 9 Sep 2019 · 482pp · 121,173 words
Cognitive Surplus: Creativity and Generosity in a Connected Age
by Clay Shirky · 9 Jun 2010 · 236pp · 66,081 words
Machines of Loving Grace: The Quest for Common Ground Between Humans and Robots
by John Markoff · 24 Aug 2015 · 413pp · 119,587 words
What Went Wrong: How the 1% Hijacked the American Middle Class . . . And What Other Countries Got Right
by George R. Tyler · 15 Jul 2013 · 772pp · 203,182 words
The Elements of Power: Gadgets, Guns, and the Struggle for a Sustainable Future in the Rare Metal Age
by David S. Abraham · 27 Oct 2015 · 386pp · 91,913 words
Steve Jobs
by Walter Isaacson · 23 Oct 2011 · 915pp · 232,883 words
Dealers of Lightning
by Michael A. Hiltzik · 27 Apr 2000 · 559pp · 157,112 words
Drunk: How We Sipped, Danced, and Stumbled Our Way to Civilization
by Edward Slingerland · 31 May 2021
The Future of the Internet: And How to Stop It
by Jonathan Zittrain · 27 May 2009 · 629pp · 142,393 words
This Is How They Tell Me the World Ends: The Cyberweapons Arms Race
by Nicole Perlroth · 9 Feb 2021 · 651pp · 186,130 words
Doughnut Economics: Seven Ways to Think Like a 21st-Century Economist
by Kate Raworth · 22 Mar 2017 · 403pp · 111,119 words
Army of None: Autonomous Weapons and the Future of War
by Paul Scharre · 23 Apr 2018 · 590pp · 152,595 words
The Education of Millionaires: It's Not What You Think and It's Not Too Late
by Michael Ellsberg · 15 Jan 2011 · 362pp · 99,063 words
The Business of Platforms: Strategy in the Age of Digital Competition, Innovation, and Power
by Michael A. Cusumano, Annabelle Gawer and David B. Yoffie · 6 May 2019 · 328pp · 84,682 words
The Metaverse: And How It Will Revolutionize Everything
by Matthew Ball · 18 Jul 2022 · 412pp · 116,685 words
Genius Makers: The Mavericks Who Brought A. I. To Google, Facebook, and the World
by Cade Metz · 15 Mar 2021 · 414pp · 109,622 words
Blank Space: A Cultural History of the Twenty-First Century
by W. David Marx · 18 Nov 2025 · 642pp · 142,332 words
Fortunes of Change: The Rise of the Liberal Rich and the Remaking of America
by David Callahan · 9 Aug 2010
Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs
by Ken Kocienda · 3 Sep 2018 · 255pp · 76,834 words
Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell
by Eric Schmidt, Jonathan Rosenberg and Alan Eagle · 15 Apr 2019 · 199pp · 56,243 words
Facebook: The Inside Story
by Steven Levy · 25 Feb 2020 · 706pp · 202,591 words
Androids: The Team That Built the Android Operating System
by Chet Haase · 12 Aug 2021 · 580pp · 125,129 words
Coding Freedom: The Ethics and Aesthetics of Hacking
by E. Gabriella Coleman · 25 Nov 2012 · 398pp · 107,788 words
Fancy Bear Goes Phishing: The Dark History of the Information Age, in Five Extraordinary Hacks
by Scott J. Shapiro · 523pp · 154,042 words
No Rules Rules: Netflix and the Culture of Reinvention
by Reed Hastings and Erin Meyer · 7 Sep 2020 · 317pp · 89,825 words
Impact: Reshaping Capitalism to Drive Real Change
by Ronald Cohen · 1 Jul 2020 · 276pp · 59,165 words
Joel on Software
by Joel Spolsky · 1 Aug 2004 · 370pp · 105,085 words
The Wide Lens: What Successful Innovators See That Others Miss
by Ron Adner · 1 Mar 2012 · 265pp · 70,788 words
Machine, Platform, Crowd: Harnessing Our Digital Future
by Andrew McAfee and Erik Brynjolfsson · 26 Jun 2017 · 472pp · 117,093 words
Outliers
by Malcolm Gladwell · 29 May 2017 · 230pp · 71,320 words
The Future of Technology
by Tom Standage · 31 Aug 2005
The Finance Curse: How Global Finance Is Making Us All Poorer
by Nicholas Shaxson · 10 Oct 2018 · 482pp · 149,351 words
The New Kingmakers
by Stephen O'Grady · 14 Mar 2013 · 56pp · 16,788 words
Frenemies: The Epic Disruption of the Ad Business
by Ken Auletta · 4 Jun 2018 · 379pp · 109,223 words
Kings of Crypto: One Startup's Quest to Take Cryptocurrency Out of Silicon Valley and Onto Wall Street
by Jeff John Roberts · 15 Dec 2020 · 226pp · 65,516 words
WTF?: What's the Future and Why It's Up to Us
by Tim O'Reilly · 9 Oct 2017 · 561pp · 157,589 words
Hit Makers: The Science of Popularity in an Age of Distraction
by Derek Thompson · 7 Feb 2017 · 416pp · 108,370 words
Whiplash: How to Survive Our Faster Future
by Joi Ito and Jeff Howe · 6 Dec 2016 · 254pp · 76,064 words
The Man Who Broke Capitalism: How Jack Welch Gutted the Heartland and Crushed the Soul of Corporate America—and How to Undo His Legacy
by David Gelles · 30 May 2022 · 318pp · 91,957 words
The Geek Way: The Radical Mindset That Drives Extraordinary Results
by Andrew McAfee · 14 Nov 2023 · 381pp · 113,173 words
Americana: A 400-Year History of American Capitalism
by Bhu Srinivasan · 25 Sep 2017 · 801pp · 209,348 words
Apple in China: The Capture of the World's Greatest Company
by Patrick McGee · 13 May 2025 · 377pp · 138,306 words
The Corruption of Capitalism: Why Rentiers Thrive and Work Does Not Pay
by Guy Standing · 13 Jul 2016 · 443pp · 98,113 words
Uncharted: How to Map the Future
by Margaret Heffernan · 20 Feb 2020 · 335pp · 97,468 words
The Bill Gates Problem: Reckoning With the Myth of the Good Billionaire
by Tim Schwab · 13 Nov 2023 · 618pp · 179,407 words
The Secret War Between Downloading and Uploading: Tales of the Computer as Culture Machine
by Peter Lunenfeld · 31 Mar 2011 · 239pp · 56,531 words
eBoys
by Randall E. Stross · 30 Oct 2008 · 381pp · 112,674 words
Hatching Twitter
by Nick Bilton · 5 Nov 2013 · 304pp · 93,494 words
Losing the Signal: The Spectacular Rise and Fall of BlackBerry
by Jacquie McNish and Sean Silcoff · 6 Apr 2015 · 327pp · 102,322 words
The War on Normal People: The Truth About America's Disappearing Jobs and Why Universal Basic Income Is Our Future
by Andrew Yang · 2 Apr 2018 · 300pp · 76,638 words
Are You Smart Enough to Work at Google?: Trick Questions, Zen-Like Riddles, Insanely Difficult Puzzles, and Other Devious Interviewing Techniques You ... Know to Get a Job Anywhere in the New Economy
by William Poundstone · 4 Jan 2012 · 260pp · 77,007 words
More Joel on Software
by Joel Spolsky · 25 Jun 2008 · 292pp · 81,699 words
Last Man Standing: The Ascent of Jamie Dimon and JPMorgan Chase
by Duff McDonald · 5 Oct 2009 · 419pp · 130,627 words
Little Bets: How Breakthrough Ideas Emerge From Small Discoveries
by Peter Sims · 18 Apr 2011 · 207pp · 57,959 words
The Four: How Amazon, Apple, Facebook, and Google Divided and Conquered the World
by Scott Galloway · 2 Oct 2017 · 305pp · 79,303 words
Total Recall: How the E-Memory Revolution Will Change Everything
by Gordon Bell and Jim Gemmell · 15 Feb 2009 · 291pp · 77,596 words
CIOs at Work
by Ed Yourdon · 19 Jul 2011 · 525pp · 142,027 words
Rebel Code: Linux and the Open Source Revolution
by Glyn Moody · 14 Jul 2002 · 483pp · 145,225 words
The King of Content: Sumner Redstone's Battle for Viacom, CBS, and Everlasting Control of His Media Empire
by Keach Hagey · 25 Jun 2018 · 499pp · 131,113 words
Wonder Boy: Tony Hsieh, Zappos, and the Myth of Happiness in Silicon Valley
by Angel Au-Yeung and David Jeans · 25 Apr 2023 · 427pp · 134,098 words
The Smartest Guys in the Room
by Bethany McLean · 25 Nov 2013 · 778pp · 233,096 words
The Dark Cloud: How the Digital World Is Costing the Earth
by Guillaume Pitron · 14 Jun 2023 · 271pp · 79,355 words
The Power of Moments: Why Certain Experiences Have Extraordinary Impact
by Chip Heath and Dan Heath · 2 Oct 2017 · 274pp · 72,657 words
The Perfect Thing: How the iPod Shuffles Commerce, Culture, and Coolness
by Steven Levy · 23 Oct 2006 · 297pp · 89,820 words
Jony Ive: The Genius Behind Apple's Greatest Products
by Leander Kahney · 14 Nov 2013 · 363pp · 94,139 words
Becoming Steve Jobs: The Evolution of a Reckless Upstart Into a Visionary Leader
by Brent Schlender and Rick Tetzeli · 24 Mar 2015 · 464pp · 155,696 words
The Misbehavior of Markets: A Fractal View of Financial Turbulence
by Benoit Mandelbrot and Richard L. Hudson · 7 Mar 2006 · 364pp · 101,286 words
Microserfs
by Douglas Coupland · 14 Feb 1995
The greatest trade ever: the behind-the-scenes story of how John Paulson defied Wall Street and made financial history
by Gregory Zuckerman · 3 Nov 2009 · 342pp · 99,390 words
Work Rules!: Insights From Inside Google That Will Transform How You Live and Lead
by Laszlo Bock · 31 Mar 2015 · 387pp · 119,409 words
Design of Business: Why Design Thinking Is the Next Competitive Advantage
by Roger L. Martin · 15 Feb 2009
Women Leaders at Work: Untold Tales of Women Achieving Their Ambitions
by Elizabeth Ghaffari · 5 Dec 2011 · 493pp · 139,845 words
Terms of Service: Social Media and the Price of Constant Connection
by Jacob Silverman · 17 Mar 2015 · 527pp · 147,690 words
The End of Nice: How to Be Human in a World Run by Robots (Kindle Single)
by Richard Newton · 11 Apr 2015 · 94pp · 26,453 words
Why Nations Fail: The Origins of Power, Prosperity, and Poverty
by Daron Acemoglu and James Robinson · 20 Mar 2012 · 547pp · 172,226 words
Ask Your Developer: How to Harness the Power of Software Developers and Win in the 21st Century
by Jeff Lawson · 12 Jan 2021 · 282pp · 85,658 words
Subscribed: Why the Subscription Model Will Be Your Company's Future - and What to Do About It
by Tien Tzuo and Gabe Weisert · 4 Jun 2018 · 244pp · 66,977 words
Start-Up Nation: The Story of Israel's Economic Miracle
by Dan Senor and Saul Singer · 3 Nov 2009 · 285pp · 81,743 words
The Everything Blueprint: The Microchip Design That Changed the World
by James Ashton · 11 May 2023 · 401pp · 113,586 words
The Founders: The Story of Paypal and the Entrepreneurs Who Shaped Silicon Valley
by Jimmy Soni · 22 Feb 2022 · 505pp · 161,581 words
The Everything Store: Jeff Bezos and the Age of Amazon
by Brad Stone · 14 Oct 2013 · 380pp · 118,675 words
Think Like a Rocket Scientist: Simple Strategies You Can Use to Make Giant Leaps in Work and Life
by Ozan Varol · 13 Apr 2020 · 389pp · 112,319 words
Secrets and Lies: Digital Security in a Networked World
by Bruce Schneier · 1 Jan 2000 · 470pp · 144,455 words
The Snowball: Warren Buffett and the Business of Life
by Alice Schroeder · 1 Sep 2008 · 1,336pp · 415,037 words
The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
by Ben Horowitz · 4 Mar 2014 · 270pp · 79,068 words
Disrupted: My Misadventure in the Start-Up Bubble
by Dan Lyons · 4 Apr 2016 · 284pp · 92,688 words
The One Device: The Secret History of the iPhone
by Brian Merchant · 19 Jun 2017 · 416pp · 129,308 words
The End of Work: Why Your Passion Can Become Your Job
by John Tamny · 6 May 2018 · 165pp · 47,193 words
Behind the cloud: the untold story of how Salesforce.com went from idea to billion-dollar company--and revolutionized an industry
by Marc Benioff and Carlye Adler · 19 Nov 2009 · 307pp · 17,123 words
Creative Intelligence: Harnessing the Power to Create, Connect, and Inspire
by Bruce Nussbaum · 5 Mar 2013 · 385pp · 101,761 words
Founders at Work: Stories of Startups' Early Days
by Jessica Livingston · 14 Aug 2008 · 468pp · 233,091 words
Aiming High: Masayoshi Son, SoftBank, and Disrupting Silicon Valley
by Atsuo Inoue · 18 Nov 2021 · 295pp · 89,441 words
Everything Is Obvious: *Once You Know the Answer
by Duncan J. Watts · 28 Mar 2011 · 327pp · 103,336 words
Presentation Zen
by Garr Reynolds · 15 Jan 2012