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Hard Drive: Bill Gates and the Making of the Microsoft Empire Paperback – June 1, 1993
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Hard Drive charts Gates's missteps as well as his successes: the failure of OS/2 and the embarrassing delays in bringing Windows to the marketplace; the highly publicized split with IBM, which then forged an alliance with Apple to battle Microsoft; the public relations fallout over various exploits of Gates; and the investigations by the Federal Trade Commission. Wallace and Erickson also examine the combative, often abrasive side of Gates's personality that has alienated many of Microsoft's rivals and even employees, and led to his being labeled "The Silicon Bully" by Business Month Magazine. They report:
In the early 80's, Microsoft's Multiplan lost out to Lotus 1-2-3 in the marketplace. According to one Microsoft programmer, a few of the key people working on DOS 2.0 had a saying at the time that "DOS isn't done until Lotus won't run." They managed to code a few hidden bugs into DOS 2.0 that caused Lotus 1-2-3 to breakdown when it was loaded. "There were as few as three or four people who knew this was being done," the employee said. He felt the highly competitive Gates was the ringleader.
The first two female executives hired at Microsoft in 1985 were recruited to meet federal affirmative action guidelines so that the company could qualify for a lucrative Air Force contract. One source says,"They would say, 'Well, let's hire two women because we can pay them half as much as we will have to pay a man, and we can give them all this other crap work to do because they are women.' That's directly out of Bill's mouth...." Gates treated one of these executives so badly that she asked to be transferred away from him.
Microsoft managers used the company's e-mail system to secretly spy on employee work habits. Only those employees who worked weekends could collect bonuses. In time word got out and some employees logged into their e-mail on weekends with a modem from home so it would appear they had come in.
From Publishers Weekly
In a biting biography and computer-industry expose, two Seattle Post-Intelligencer journalists here relate in dramatic detail how a moody, computer-dazzled prep-school whiz kid, a Harvard dropout at age 19, formed his own company, now Microsoft Inc., with a few friends. They developed and marketed in aggressive style a series of personal-computer software applications and operating systems, the phenomenal sales of which by some accounts have made 37-year-old William H. Gates Jr. the richest person in America. Alternately cooperating and competing with industry giants Apple, Xerox and IBM, "Chairman Bill" worked 20-hour days in Levis and loafers and relaxed by driving his Mercedes at speeds up to 150 mph, as Microsoft set industry standards in desktop-computer languages and programs. Driven and hard-driving, Gates has engendered admiration, envy, imitation, complaints of unfairness and an FTC investigation. $60,000 ad/promo; author tour.
Copyright 1992 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
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Top Customer Reviews
The book gives some insight into the shenanigans of Gates to keep the lead in the PC Software market place. This goes from rewriting DOS to cripple other vendors' products, to not documenting APIs to provide an edge to MicroSofts products over computetors. Have you heard of Vaporware? Dirty tricks? This book tells a good history of the many moves of Gates in keeping the lead!
PS: The book describes OS/2 as a failed product! This is not true. It was a beautiful operating system, years ahead of MicroSoft Windows. Its problems: 1. MicroSoft kept changing APIs to cripple OS/2 so that MicroSoft software would fail on OS/2. OS/2 was designed to be cross compatible with Windows and DOS products. 2. IBM lost interest in keeping OS/2 up-to-date. Otherwise, if IBM kept interest in the OS/2, and was willing to spend the money in constant development of OS/2, the product might now be considered the premiere operating system compared to Windows!
PS: However, there is Linux! IBM supports Linux! Cross pollination would have been beneficial with some of the jewels of OS/2. These jewels may have made the landscape of Linux more verdant!
It's almost discouraging to hear that he worked this hard because you know that you'll never be able to match it and you're not nearly as smart as him, but nevertheless it's amazing.
While a student at Harvard in December, 1974, Bill Gates III and Paul Allen informed Ed Roberts by telephone that they had invented a BASIC computer language for the MITS Altair 8080, which was the first "personal computer" kit for hobbyists. Could they license it along with each Altair kit, Gates asked, to customers for a royalty fee? It was an audacious proposal, because not only had Gates and Allen invented no such thing, but they neither owned an Altair kit nor did they even know the technical specifications for the Intel 8080 chip. Skeptical of their claim, Roberts replied that whoever demonstrated a working BASIC would win the account: Gates and Allen were in competition, he told them, with 50 other "geeks" who already had made the same claim. Gates and Allen then hunkered down for 8 weeks to write the first BASIC for a microcomputer. The resulting "software", which immediately won over Roberts, was the first application of what would become Microsoft BASIC. Gates was 19.
As the company founders, Gates and Allen shared a vision that virtually every home and every office desk would eventually have a PC on them, all operating with their software. To run Microsoft full time, Gates dropped out of Harvard in January, 1977. Their business quickly expanded beyond the Altair as competing brands of personal computers emerged, including the Tandy from Radio Shack and the Apple II computer; they were also called upon to program BASIC into a number of other electronic devices. All along, Gates' goal was to gain market share, in effect setting the software standard for most, if not all, PC users. As a true believer who intimately knew the product, Gates was the principal salesman, while Allen concentrated on technical development.
During this formative period, Microsoft's corporate culture was established. Perhaps as a result of hiring many of his programmers straight out of university, Microsoft's offices (and later the campus in Redmond, Washington) took on the look and feel of a college campus, that is, an informal and a freewheeling intellectual atmosphere with "late hours, loud music, walls full of junk, anything goes dress, Coke, adrenaline, unbuttoned behavior." Employees tended to be very young with a programmer or engineering mentality; they designed their products for tech-savvy customers - male in their early 20s - like themselves, a kind of fellowship for computer adepts. Like Gates, they loved to play with and program electronic gadgets.
Microsoft hired the brightest programmers with demonstrated practical abilities. Employees were also expected to work extremely long hours as a team toward a common goal, not as strident individualists. Gates encouraged them to develop their entrepreneurial passions, forcefully advancing their own ideas of useful products for new markets. Overseeing it all was Gates, who gained the reputation of a harsh and challenging critic with a relentless drive for excellence, whether to beat the competition or out of fear of falling behind in such a fast-changing industry. As the sole remaining founder after Allen's departure in 1983, Gates remained deeply involved in both technical and business details as well as the general direction of company strategy. Nonetheless, as the principal revenue generators, Microsoft's product groups increasingly became the seats of decision-making power, in spite of Gates' active engagement.
At the end of 1979, Microsoft had $US 4 million in sales. Most of these revenues came from BASIC, which enabled programmers to create applications, such as word processing and accounting spread sheets. The level below BASIC and the other languages under development at Microsoft was the computer operating system, which performed the most elementary tasks required to run computers. With the prospect of providing software to IBM for the basic PC it was planning to market for a reasonable price, Gates and Allen began to acquire the rights to, and then develop, software for a computer operating system. Known later as DOS, it again set an industry standard that would enable Microsoft to efficiently develop languages and software applications in a single engineering environment rather than painstakingly customize them for a variety of incompatible operating systems. This would immensely simplify Microsoft's programming process as well as enhance its efficiency.
As Gates foresaw, this was a near-ideal position to occupy at the moment that the PC market was poised to grow explosively with the introduction of the inexpensive IBM PC, which was made of off-the-shelf components and hence easy to copy, or "clone". With the dual ownership of DOS and several major programming languages, Microsoft became one of the fastest growing companies in the world. By 1985, just prior to its IPO, on revenues of $US 140 million, Microsoft had a pre-tax profit margin of approximately 34%, no long-term debt, and cash reserves of $US 38 million. By 1987, the company surpassed Lotus to become the world's largest software vendor for PCs. Gates was on his way to become the richest man in the world, at least for a time.
However, the ownership of DOS and the programming languages would also, critics later claimed, confer an "unfair advantage" on the company. First, the Microsoft applications groups were accused to obtaining "inside information" from the operating systems group, which enabled them to design their products to function more quickly and smoothly than competitors could. Second, because each change in DOS required competitors to supply their latest products to Microsoft programmers to ensure compatibility, critics charged that this amounted to an inside peek into their strategy at the cutting edge of their capabilities. It was a symbiotic relationship that made many outside vendors - independent companies developing applications to run on Microsoft operating systems -uneasy and resentful. Third, DOS programmers were accused by rivals of inserting "hidden bugs" into the operating system in order to hinder the function of competing products, such as the Lotus spread sheet, damaging their competitive position and brand. The resulting negative publicity did a great deal of damage to the Microsoft brand, which began to be seen as the industry bully.
While Gates insisted that he had erected a "Chinese Wall" between Microsoft's applications division and its Operating System's Group, it was not enough to deter the Federal Trade Commission (FTC) from opening a probe into the company for anti-competitive practices that purportedly hurt consumers. By 1991, when the FTC probe became widely known, Microsoft controlled one-quarter of the applications market and dominated the operating systems market with Windows. There was speculation about the imminent breakup of Microsoft into separate companies for these markets, similar to the dismantlement of AT&T. For their part, defenders of Microsoft argued that it was winning because it was better and smarter, presenting its customers with superior products at bargain prices.
This a pretty much where the book stops, which badly dates it. Not only is the story of the anti-trust law suits left untold, but subsequent business developments - notably the internet - are not even mentioned. Thus, this is an excellent early history, but the reader must look elsewhere for more detail. Of the shelf of books on MS, in my opinion this is one of the best, and it was most useful to me for a research project. Recommended.
The Microsoft/Gates biography is impeccable in its wealth of interesting details and engaging story-telling.
Bill Gates is a fantastic decision maker. He would be as successful selling water or space suits, he just happened to be at the right time in the right booming industry and pushed with his business-business mentality to the limit. Right decision after right decision, the Microsoft journey is a story that any entrepreneur should nitpick and absorb as much as possible.
Of course, his terrible capitalistic drive is a perfect subject for a discussion on morals, social responsibility and related matters, but without a doubt when it comes to maximizing outcome while playing by our economic rules, Hard Drive tells a tale of epic proportions featuring a superhero / villain that rivals the best of science fiction.