微软以正确的方式点燃并主宰科技的未来

我从微软被称为微软之前就开始关注它了。这是因为在上世纪70年代，我曾受邀去这家公司工作，但我已经换了另一份工作，从未参加过面试。

在我人生的大部分时间里，我都把微软看成是我人生的必经之路。然后在1995年，我成为了负责报道Windows 95发布的操作系统分析师，我的人生从此改变了。在20世纪90年代的大部分时间里，微软试图以错误的方式主导市场。它从受人喜爱到被广泛憎恨，几乎要被解散。比尔·盖茨和史蒂夫·鲍尔默离开了公司。萨蒂亚·纳德拉(Satya Nadella)上任后，现在的微软既更强大，也不再具有威胁性，因为他们以正确的方式占据市场主导地位——不专注于它。

在上周的微软Ignite大会上，微软展示出的广度和专注程度，可以说远远超出了其他任何公司的能力。我认为这个教训是值得记住的，因为微软不像它面临反垄断诉讼的同行，它展示了如何在不成为威胁的情况下变得强大。这样做的结果比公司之前的做法更有力，风险也更小。

让我们这周来谈谈这个问题——我们将以我最喜欢的网状网络pure play——Netgear Orbi AX4200——作为结束。

原文：I've been following Microsoft since before it was called Microsoft. This is because back in the 1970s I was approached to go to work for the company but had already taken another job and never took the interview.

For most of my life, I'd viewed Microsoft as my road not traveled, and then in 1995, I became the operating system analyst covering the Windows 95 launch, and my life changed. Through much of the 1990s Microsoft tried for dominance the wrong way. It went from being beloved to being broadly hated and almost got broken up. Bill Gates and Steve Ballmer left the company. Satya Nadella came in, and now Microsoft is both more powerful and not threatening because they approach market dominance the right way -- by not focusing on it.

At Microsoft Ignite last week, the breadth and focus that Microsoft demonstrated were arguably well beyond what any other company is capable of doing. I think this lesson is worth remembering because Microsoft, unlike its peers facing antitrust action, is showing how to become powerful without becoming a threat. The result is far more powerful and far less risky than the company's prior path.

Let's talk about that this week -- and we'll close with my new favorite Mesh Network pure play, the Netgear Orbi AX4200.