{"id":2916,"date":"2018-12-02T09:02:00","date_gmt":"2018-12-02T08:02:00","guid":{"rendered":"http:\/\/silta.es\/juantatay\/2018\/12\/02\/microsoft-is-worth-as-much-as-apple-how-did-that-happen\/"},"modified":"2019-03-31T19:43:01","modified_gmt":"2019-03-31T18:43:01","slug":"microsoft-is-worth-as-much-as-apple-how-did-that-happen","status":"publish","type":"post","link":"https:\/\/silta.es\/juantatay\/microsoft-is-worth-as-much-as-apple-how-did-that-happen\/","title":{"rendered":"Microsoft Is Worth as Much as Apple. How Did That Happen?"},"content":{"rendered":"

via @azeem’s @exponentialview
Microsoft Is Worth as Much as Apple. How Did That Happen? – The New York Times<\/a><\/p>\n

It was big and still quite profitable, but the company had lost its luster, failing or trailing in the markets of the future like mobile, search, online advertising and cloud computing. Its stock price languished, inching up 3 percent in the decade through the end of 2012.<\/p>\n

It\u2019s a very different story today. Microsoft is running neck and neck with Apple for the title of the world\u2019s most valuable company, both worth about $850 billion, thanks to a stock price that has climbed 30 percent over the last 12 months. At the end of trading Friday, Microsoft was just ahead of its longtime rival.
\u2026
When Microsoft acquired Nokia\u2019s mobile phone business in 2013, Mr. Ballmer hailed the move as a \u201cbold step into the future.\u201d Two years later, Mr. Nadella walked away from that future, taking a $7.6 billion charge, nearly the entire value of the purchase, and shedding 7,800 workers.<\/p>\n

Microsoft would not try to compete with the smartphone technology leaders, Apple, Google and Samsung. Instead, Microsoft focused on its developing apps and other software for business customers.<\/p>\n

Microsoft does have a successful consumer franchise in its Xbox video game business. But it is a separate unit, and though it generates revenue of $10 billion, that is still less than 10 percent of the company\u2019s overall sales.<\/p>\n

Microsoft products, in the main, are about utility \u2014 productivity tools, whether people use them at work or at home. And its Azure cloud technology is a service for businesses and a platform for software developers to build applications, a kind of cloud operating system.<\/p>\n

Mr. Nadella\u2019s big acquisitions have been intended to add to its offerings for business users and developers. In 2016, Microsoft bought LinkedIn, the social network for professionals, for $26.2 billion.<\/p>\n

\u201cIt\u2019s really the coming together of the professional cloud and the professional network,\u201d Mr. Nadella explained at the time.
\u2026
Under Mr. Nadella, Microsoft has loosened up. Windows would no longer be its center of gravity \u2014 or its anchor. Microsoft apps would run not only on Apple\u2019s Macintosh software but on other operating systems as well. Open source and free software, once anathema to Microsoft, was embraced as a vital tool of modern software development.<\/p>\n

Mr. Nadella preached an outward-looking mind-set. \u201cWe need to be insatiable in our desire to learn from the outside and bring that learning into Microsoft,\u201d he wrote in his book \u201cHit Refresh,\u201d published last year.<\/p>\n

The company\u2019s financial performance \u2014 and its stock price \u2014 suggest that the Nadella formula is working.<\/p>\n

\u201cThe old, Windows-centric view of the world stifled innovation,\u201d said Michael A. Cusumano, a professor at the Massachusetts Institute of Technology\u2019s Sloan School of Management. \u201cThe company has changed culturally. Microsoft is an exciting place to work again.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

via @azeem’s @exponentialviewMicrosoft Is Worth as Much as Apple. How Did That Happen? – The New York Times It was big and still quite profitable, but the company had lost its luster, failing or trailing in the markets of the future like mobile, search, online advertising and cloud computing. Its stock price languished, inching up […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-2916","post","type-post","status-publish","format-standard","hentry","category-sin-categoria"],"jetpack_featured_media_url":"","jetpack-related-posts":[],"jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/posts\/2916","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/comments?post=2916"}],"version-history":[{"count":1,"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/posts\/2916\/revisions"}],"predecessor-version":[{"id":2954,"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/posts\/2916\/revisions\/2954"}],"wp:attachment":[{"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/media?parent=2916"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/categories?post=2916"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/tags?post=2916"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}