| Creativity is what spurred the growth of the | | | | The dependency on its old successes, Windows and |
| computer industry and technology. Challenges were | | | | Office, lingers and any innovations are snuffed out as |
| met and new frontiers conquered through | | | | they germinate if they are perceived as threats to |
| sharp-edged innovations and competition. Sadly, over | | | | the old monoliths. |
| the years small companies like Microsoft grew into | | | | When examined closely one finds that it is not lack |
| giants and then lost their thirst for adventure. They | | | | of imagination or effort but the corporate culture and |
| deliberately hid their proprietary source code and this | | | | business practices that drag innovation to the ground. |
| stunted innovation. Like a drug peddlers they have | | | | However a glimmer of hope emerges from the |
| created a "Microsoft" addiction among computer | | | | statement made by Bill Gates, that Microsoft plans to |
| users. And, then used the dependency to charge | | | | open source both Windows and Office in keeping |
| exorbitant prices. | | | | with present day trends. |
| Since Microsoft does not believe in promoting open | | | | Also on the net are what are perceived to be "pr |
| source technology even with intellectual property | | | | stunts" memos by senior Microsoft leaders |
| protection it hampers the faster development of | | | | expressing concern over loss of technological |
| technology and discourages others from even | | | | advancements and market leadership and that the |
| attempting improvements or changes. In blunt terms | | | | company sucks at innovation. Being a monopoly with |
| , Microsoft functions like the Chicago thugs did early | | | | insatiable hunger for money the company has had a |
| this century. It maintains a strangle hold on PC users | | | | narrow vision over the years. Its dealings have |
| and sellers and creates strategies that prevent | | | | created great mistrust among users as well as |
| hardware manufacturers from using systems like | | | | business partners. There is no admiration or trust |
| Netscape. | | | | amongst techies and, Microsoft has become its own |
| Time and again the company has held other | | | | enemy. |
| businesses and computer users at ransom with it | | | | While Skype introduced phone calls over the web, |
| monopoly on Widows and the Intel platform. In fact | | | | Apple moved with the pace of the cyber world and |
| a court ruled that Microsoft illegally stunted innovation | | | | created downloadable digital content, and Google |
| and did injustice to consumers. The company | | | | improvised internet search and developed a new |
| however always maintains that its practices are just | | | | online advertising model. Microsoft stagnated bogged |
| competitive behavior. | | | | in its own success. And, the truth is that Live |
| In fact a few years ago, the EC found Microsoft | | | | Software cannot be termed as innovation, it is a |
| guilty of harming the market and consumer by | | | | revamp at best. |
| producing less choice and higher prices. For abusing its | | | | Microsoft needs to take a closer look at itself, shed |
| monopoly Microsoft was fined 497.2 million pounds. | | | | its inhibitions and shackles to innovate, to lead, to |
| Trapped in its early ways of thinking, Microsoft is still | | | | embrace the future. |
| to understand and embrace the new world order. | | | | |