Breaking Windows: How Bill Gates Fumbled the Future of Microsoft

David Bank used to cover Microsoft for the Wall Street Journal. In this book he describes the period 1997-2000 at Microsoft as it coped with the success of Windows and Office and the threat of the Internet to the continuation of Microsoft's dominance. From e-mail snippets and interviews with many current and former Microsoft employees, he presents the "protect Windows" perspective of Bill Gates and Jim Allchin and contrasts that with the "do the new internet thing" perspective of people like Brad Silverberg and myself and others. Obviously Bill Gates prevailed and so a lot of people left. Overall I think a very balanced presentation -- you at least understand why Bill did what he did, even if you don't agree with his decision. Several juicy quotes from me. :-)

David Banks does a masterful job of telling the story of the internal battle between Windows and Internet Explorer. It is insightful story over the struggle for strategy. Written in the tradition of the Wall Street Journal Bank's paints colorful vignettes of the key personalities and imbues the struggle between these two groups with drama. However one of the interesting ironies of the business press is that journalists confuse themselves with their subjects. (I know of very few who went from covering a beat to running a company.) Unfortunately the more famous the publication you write for, the less you seem to remember that. This book simply fails when Banks puts on this business analyst hat. Luckily when you hear the scraping of the soapbox those pages are few and can be easily skimmed.If you're interested in an internal history of Microsoft during the browser wars, buy this book.

"Breaking Windows" is a must read for anyone interested in learning how the nut and bolts Microsoft's intellectual assets really function. This book gives great insight in to how Microsoft reacted to it's two most recent crises, the Internet and the DOJ. David Bank does a great job in explaining the many divisions, which exist at Microsoft but don't show up on the company's organizational chart. Themes such as "Windows Hawks" vs. "Internet Doves" and "Bill guys" vs. "Steve Guys" to name a few. Personally, this book has given me a clear vision on how it will deal with it's next big crisis, the Open Source Revolution.

While reading "Breaking Windows", I felt as if I was holding a stick of dynamite, because this gripping book completely blows the lid off of the "official" Microsoft history of the last few years. David Bank has told a story seldom reported in the mainstream media, which is that the real battle for the internet was fought not between Microsoft and Netscape, or even between Microsoft and Sun. Ground zero in the battle for control of the internet was fought between various factions within Microsoft. Senior management, which viewed the internet as a threat to the Windows franchise, tried to contain the "disruptive innovations" advocated by company strategists seeking to wholly embrace the concept of internet computing.The dilemma facing Microsoft in the new millennium is that their blockbuster franchises, Windows and Office, are "feature driven" businesses. Users continually upgrade to the newest version in order to get more power and features. This value proposition was the growth engine of the computing industry until the mid 1990s, when the internet burst onto the scene. In the internet model, power and features matter less than connectivity. What creates value in a network environment is the number of people or applications that connect to the network. The Windows upgrade strategy becomes vulnerable, because with each attempt to upgrade the installed base, the upgrade version starts out initially with zero users. How can Microsoft simultaneously leverage the network effects of the internet, and further the Windows and Office franchises? Should these goals be part of a unified strategy?Anyone who wishes to understand today's current "infection point" in software and computing architecture should read this book. It is a superb account of the internal crisis at Microsoft in 1999-2000, as the company confronted its transformation from insurgent innovator to defender of the status quo. The issues raised in this book continue to confront the company today, as Microsoft attempts to regain leading-edge industry leadership with the .NET platform, while at the same time protecting Windows from becoming a mere hardware abstraction layer. The book sets a "de-facto standard" in framing some of the issues surrounding Microsoft and the Internet.

Books about Microsoft a dime a dozen and often obsolete by the time they hit the bookshelves- especially this year's books looking back at the anti-trust trial. This book is different in focusing on internal conflicts inside Microsoft the past year or two. The main question is how to move past the mature Windows product family into the InterNet world. Here the book depicts battles between window-centric "conservatives" and net-centric "radicals". Also are reasons for the vigorous thrust into the entertainment market that will be important in late 2001.Bank claims Bill Gates was pushed out of power by those who thought he was leading MicroSoft down the wrong business track. Thought the book is not about the anti-trust trial per se, it draws much of its material from the volumous email evidence exposed at the trial.I personally was comforted by the fact that high-and-might Microsoft has the same internal infra-structure battles as the software company I work for. And a few misteps here and there won't necessarily kill a company.