 Our mission at Microsoft is to empower every person and every organization on the planet to achieve more. We make things that help you make things and make things happen. This is what drove us to build the devices we launched today. Thank you for coming and thank you very, very much. Microsoft just announced a ton of new hardware here at a huge event in New York City. Maybe the device of the year. I've never seen anything more high energy. But this is loud, it's crowded, it's hard to get my hands on this stuff. So we're actually going to grab such an Adela, go someplace a little bit quieter. Nothing cooler than getting into a car. Right. Thanks, sir. So how do you think the event went today? It was, I thought, just fantastic. I mean, the innovation and the momentum on Windows, even from July, is awesome. It's already here. The service book is already here. So we're in the store, it's already ready to go. Yeah, I mean, look at that. This is Surface Book. Why now are you making something that looks very much like a laptop? I mean, for us, what we want to do is create these magical experiences, create new categories. I mean, this is not a laptop. It's a laptop and a digital clipboard together. And we did this with Surface. Now, you see a lot from our OEMs that's inspired by Surface. Many of them also are reselling Surface. We want to stimulate demand for the entire ecosystem. I guess that just leads inevitably to the question, and I'm pushing it. You have these OEM partners, and some of them make computers. There's a lot of computers here that I can just see in the store that you maybe would never make. But it seems like this is conclusively a better experience because it's more integrated. Because you guys control the operating system and the biggest suite of apps, and now you're making the best hardware. The way I think about it is, in order to create new things, you've got to take all kinds of risks. You've got to take big R&D risks. I mean, it's not the day we conceptualize something like this, it was not clear that it would work. So you've got to take R&D risks, and then ultimately you've got to take even inventory risks. So we want to do that for the PC ecosystem. And that is going to only help my OEM partners. When we first started to where we are now, I feel that we think, by Microsoft participating in creating these categories, pushing the envelope, we really grow the entire ecosystem. Yeah, I mean, you look around the store. In fact, the Microsoft store is a great place to come see what the entire ecosystem is capable of. Of course, there's the Surface Pro 4, there's the HoloLens. You should stop. You can take the HoloLens out of the glass case here. I'm not. That's where our empowerment stops. God, I'm going to get into trouble. Isn't the most important device the phone? I mean, that's really the question here, right? These are great, and I think there's no question that the Surface Book is just a fascinating product on every level. But it's not a phone. Yeah, no. Right? And you've got to really, I mean, mobile is where, I mean, that's the next billion users, right? How are you going to attack those billion users? I mean, we, the two phones, I think we passed them. There they are. These are the phones that we talked about today, the 950, 950 XL. And to me, again, I want us to do something unique here. And the unique capability comes, by the way, because of Windows 10. And the fact that Windows 10 runs on it makes it very capable. Yeah, you can't steal a phone. But makes it possible for you to not only have a fantastic phone, but you can change its form and function by just tethering it to a keyboard and a screen. And then it's a PC-like experience. I mean, think about an emerging market, I mean, where I grew up. This is the phone I would want. If this is the only computing device, to your point, there are many countries where it's a mobile-only country they talk about. But I don't want to be just mobile-only. I want to be mobile plus. And this is a mobile plus device to me. I mean, it'll really help us expand even what is considered today mobile. So let's talk big picture. So we've got the Service Book, the Service Pro 4, the Band, the Phone. And you're saying these are all going to run Windows 10 now. So what does that really mean to a consumer, beyond just the data and the settings will transfer, right? A lot of your competitors can do that too. What does it really mean for them all to be connected into it? I mean, it means a lot of things for us, which is the goal of Windows 10 was to first conceptualize it as a service. And then with the service comes the things that you just mentioned, which is you want to be able to move user state across all of these devices. But it's much broader than that. It's one OS. That means it's one developer platform. So if you're an application developer, you can write applications. These are the universal apps that can be modified for the different screen sizes, different form factors. So building one OS that can then express itself in different forms and function, I think, speaks directly to what I think needs to happen in personal computing, which is have more personal computers. Things that you wear, things that you put on your eyes, things that you use on your lap, things that you go interact with big screens. I mean, we don't even have half the other devices like Surface Hub or the HoloLens here. But to me, that's the vision of Windows 10. So that's the vision for Windows 10, but I think it sounds like you're also articulating a vision from Microsoft. And I think what I saw today was your vision of Microsoft being clearly articulated by a lot of people on stage. How is the vision of Microsoft the same or different than your vision of Windows 10? Are they the same thing? To me, everything that we do in terms of products, be it Windows 10, be it Office 365, be it Azure, our cloud, all emanates from our mission for the company. So let me ask you a question. Let me ask you that question in much simpler terms. Why does Microsoft exist? To me, Microsoft exists to empower others, people and organizations through digital technology to achieve more. That's it. We are the only company that I think thinks about digital technology in the hands of others to create things and make things happen. And that's, I think, the identity that's uniquely what we are all about. So do you think products like this, and it really is this one for me, and the history of Windows 10 here, it kind of comes into play. Because Windows 8 was a huge bet on tablets. You stripped away a bunch of the things people liked about Windows 7. With Windows 10, at least for me, you've obviously made a ton of changes in Windows 10. But you've added back in a lot of kind of traditional elements of Windows. You've now built a laptop. Can you get the consumer market, the bigger market, we're sitting in a store here in Manhattan, can you get them to see Microsoft in that new way, even as kind of you're building what is a pretty traditional Microsoft product? I mean, Microsoft's doing a lot of traditional things and a lot of untraditional things. I mean, I mean, look, again, I don't narrowly view it. I love this product. By the way, even this product is not that traditional, by the way. It's an ultimate laptop that is also a digital clipboard, that I can absolutely untether this thing and use it as a digital clipboard. Who would have thought that that's a category? So to me, there is, of course, we want to be able to do things where our users are, but we want to take them to places where they want to be. And that's the job in tech, and that's what we want to do. Do you think that you can recapture some of, it is partially phones, right? It's partially you have Xbox. There's all these elements of having to be the most exciting company in tech, to play in that game. And your, I think, your articulation of what Microsoft is and what it can be is very much about empowerment. But do you think you can engage with the consumer again in the way that kind of builds that excitement? Because I saw a lot of that excitement on stage today. You kind of just got a standing ovation for this thing, right? So it's there, it's in pockets, it's on our site, certainly. But can you capture that in the broader market? I absolutely believe so. And of course, ultimately, it is the product truth. It's not the words I say, but it's the experiences we deliver from the Xbox to Xbox Live. Now not only on the console, but with the PC, what we're doing with the band to the HoloLens to the Surface Book to the Surface Pro 4. To all the other ecosystem partners innovating around Windows 10. That entirety in your life and at work is what I think is going to re-engage the Windows users in a massive way. So you've been the CEO of Microsoft for about a year and a half. What's been the hardest thing that you've had to struggle to accomplish in that time? I would say one of the things that I have learned is as a CEO, what is your job? I mean, you sort of feel like, oh yeah, you know what it is and you get the intellectual side of it. But there is something that only a CEO uniquely can do, which is set that tone that then can capture the soul of the collective. And it's culture. That's why I like to even use that expression that at least I've come to realize. And I'm still discovering all the aspects of it, which is the job of the CEO is curating the culture that makes excellence happen. What is going to be your hardest challenge in the next year and a half? The hardest challenge I think is that cultural renewal, the cultural expression of excellence. One of the things that we think about, I was talking to you even earlier, is a change in Microsoft where we no longer talk about the lagging indicators of success, which is revenue, profit. What are the leading indicators of success? Customer love. There's actually a way to measure it. It's called NPS or Net Promoter Score. So getting people, getting an entire organization to fall in love with these leading indicators of success and staying true to them is perhaps the biggest challenge, but it's also what I know to be the biggest driver of our success.
 Our mission at Microsoft is to empower every person and every organization on the planet to achieve more.
 We make things that help you make things and make things happen.
 This is what drove us to build the devices we launched today.
 Thank you for coming and thank you very, very much.
 Microsoft just announced a ton of new hardware here at a huge event in New York City.
 Maybe the device of the year. I've never seen anything more high energy.
 But this is loud, it's crowded, it's hard to get my hands on this stuff.
 So we're actually going to grab such an Adela, go someplace a little bit quieter.
 Nothing cooler than getting into a car.
 Right.
 Thanks, sir.
 So how do you think the event went today?
 It was, I thought, just fantastic.
 I mean, the innovation and the momentum on Windows, even from July, is awesome.
 It's already here. The service book is already here.
 So we're in the store, it's already ready to go.
 Yeah, I mean, look at that. This is Surface Book.
 Why now are you making something that looks very much like a laptop?
 I mean, for us, what we want to do is create these magical experiences, create new categories.
 I mean, this is not a laptop. It's a laptop and a digital clipboard together.
 And we did this with Surface.
 Now, you see a lot from our OEMs that's inspired by Surface.
 Many of them also are reselling Surface.
 We want to stimulate demand for the entire ecosystem.
 I guess that just leads inevitably to the question, and I'm pushing it.
 You have these OEM partners, and some of them make computers.
 There's a lot of computers here that I can just see in the store that you maybe would never make.
 But it seems like this is conclusively a better experience because it's more integrated.
 Because you guys control the operating system and the biggest suite of apps, and now you're making the best hardware.
 The way I think about it is, in order to create new things, you've got to take all kinds of risks.
 You've got to take big R&D risks.
 I mean, it's not the day we conceptualize something like this, it was not clear that it would work.
 So you've got to take R&D risks, and then ultimately you've got to take even inventory risks.
 So we want to do that for the PC ecosystem.
 And that is going to only help my OEM partners.
 When we first started to where we are now, I feel that we think, by Microsoft participating in creating these categories,
 pushing the envelope, we really grow the entire ecosystem.
 Yeah, I mean, you look around the store.
 In fact, the Microsoft store is a great place to come see what the entire ecosystem is capable of.
 Of course, there's the Surface Pro 4, there's the HoloLens.
 You should stop. You can take the HoloLens out of the glass case here.
 I'm not.
 That's where our empowerment stops.
 God, I'm going to get into trouble.
 Isn't the most important device the phone?
 I mean, that's really the question here, right?
 These are great, and I think there's no question that the Surface Book is just a fascinating product on every level.
 But it's not a phone.
 Yeah, no.
 Right? And you've got to really, I mean, mobile is where, I mean, that's the next billion users, right?
 How are you going to attack those billion users?
 I mean, we, the two phones, I think we passed them. There they are.
 These are the phones that we talked about today, the 950, 950 XL.
 And to me, again, I want us to do something unique here.
 And the unique capability comes, by the way, because of Windows 10.
 And the fact that Windows 10 runs on it makes it very capable.
 Yeah, you can't steal a phone.
 But makes it possible for you to not only have a fantastic phone, but you can change its form and function by just tethering it to a keyboard and a screen.
 And then it's a PC-like experience.
 I mean, think about an emerging market, I mean, where I grew up.
 This is the phone I would want.
 If this is the only computing device, to your point, there are many countries where it's a mobile-only country they talk about.
 But I don't want to be just mobile-only.
 I want to be mobile plus.
 And this is a mobile plus device to me.
 I mean, it'll really help us expand even what is considered today mobile.
 So let's talk big picture.
 So we've got the Service Book, the Service Pro 4, the Band, the Phone.
 And you're saying these are all going to run Windows 10 now.
 So what does that really mean to a consumer, beyond just the data and the settings will transfer, right?
 A lot of your competitors can do that too.
 What does it really mean for them all to be connected into it?
 I mean, it means a lot of things for us, which is the goal of Windows 10 was to first conceptualize it as a service.
 And then with the service comes the things that you just mentioned, which is you want to be able to move user state across all of these devices.
 But it's much broader than that.
 It's one OS.
 That means it's one developer platform.
 So if you're an application developer, you can write applications.
 These are the universal apps that can be modified for the different screen sizes, different form factors.
 So building one OS that can then express itself in different forms and function, I think, speaks directly to what I think needs to happen in personal computing, which is have more personal computers.
 Things that you wear, things that you put on your eyes, things that you use on your lap, things that you go interact with big screens.
 I mean, we don't even have half the other devices like Surface Hub or the HoloLens here.
 But to me, that's the vision of Windows 10.
 So that's the vision for Windows 10, but I think it sounds like you're also articulating a vision from Microsoft.
 And I think what I saw today was your vision of Microsoft being clearly articulated by a lot of people on stage.
 How is the vision of Microsoft the same or different than your vision of Windows 10?
 Are they the same thing?
 To me, everything that we do in terms of products, be it Windows 10, be it Office 365, be it Azure, our cloud, all emanates from our mission for the company.
 So let me ask you a question. Let me ask you that question in much simpler terms.
 Why does Microsoft exist?
 To me, Microsoft exists to empower others, people and organizations through digital technology to achieve more.
 That's it.
 We are the only company that I think thinks about digital technology in the hands of others to create things and make things happen.
 And that's, I think, the identity that's uniquely what we are all about.
 So do you think products like this, and it really is this one for me, and the history of Windows 10 here, it kind of comes into play.
 Because Windows 8 was a huge bet on tablets.
 You stripped away a bunch of the things people liked about Windows 7.
 With Windows 10, at least for me, you've obviously made a ton of changes in Windows 10.
 But you've added back in a lot of kind of traditional elements of Windows.
 You've now built a laptop.
 Can you get the consumer market, the bigger market, we're sitting in a store here in Manhattan, can you get them to see Microsoft in that new way,
 even as kind of you're building what is a pretty traditional Microsoft product?
 I mean, Microsoft's doing a lot of traditional things and a lot of untraditional things.
 I mean, I mean, look, again, I don't narrowly view it.
 I love this product.
 By the way, even this product is not that traditional, by the way.
 It's an ultimate laptop that is also a digital clipboard, that I can absolutely untether this thing and use it as a digital clipboard.
 Who would have thought that that's a category?
 So to me, there is, of course, we want to be able to do things where our users are, but we want to take them to places where they want to be.
 And that's the job in tech, and that's what we want to do.
 Do you think that you can recapture some of, it is partially phones, right?
 It's partially you have Xbox.
 There's all these elements of having to be the most exciting company in tech, to play in that game.
 And your, I think, your articulation of what Microsoft is and what it can be is very much about empowerment.
 But do you think you can engage with the consumer again in the way that kind of builds that excitement?
 Because I saw a lot of that excitement on stage today.
 You kind of just got a standing ovation for this thing, right?
 So it's there, it's in pockets, it's on our site, certainly.
 But can you capture that in the broader market?
 I absolutely believe so.
 And of course, ultimately, it is the product truth.
 It's not the words I say, but it's the experiences we deliver from the Xbox to Xbox Live.
 Now not only on the console, but with the PC, what we're doing with the band to the HoloLens to the Surface Book to the Surface Pro 4.
 To all the other ecosystem partners innovating around Windows 10.
 That entirety in your life and at work is what I think is going to re-engage the Windows users in a massive way.
 So you've been the CEO of Microsoft for about a year and a half.
 What's been the hardest thing that you've had to struggle to accomplish in that time?
 I would say one of the things that I have learned is as a CEO, what is your job?
 I mean, you sort of feel like, oh yeah, you know what it is and you get the intellectual side of it.
 But there is something that only a CEO uniquely can do, which is set that tone
 that then can capture the soul of the collective.
 And it's culture.
 That's why I like to even use that expression that at least I've come to realize.
 And I'm still discovering all the aspects of it, which is the job of the CEO is curating the culture that makes excellence happen.
 What is going to be your hardest challenge in the next year and a half?
 The hardest challenge I think is that cultural renewal, the cultural expression of excellence.
 One of the things that we think about, I was talking to you even earlier, is a change in Microsoft
 where we no longer talk about the lagging indicators of success, which is revenue, profit.
 What are the leading indicators of success?
 Customer love. There's actually a way to measure it.
 It's called NPS or Net Promoter Score.
 So getting people, getting an entire organization to fall in love with these leading indicators of success
 and staying true to them is perhaps the biggest challenge, but it's also what I know to be the biggest driver of our success.