Steve Ballmer

And we have an OEM business. That's called broadcast revenue. It's 100%. It actually is remarkably similar. I mean, just in terms of business modeling. We do have a union. That's very different. What that means in terms of the complexity through the collective bargaining agreement, it also covers things like what's max salary, what trades can you make, all that. Very different.

You actually are kind of, you really are business partners with your competitors. That's different. I mean, you actually get together and talk to them. I never did that when I was at Microsoft. But you get together and you talk to them, but you're trying to compete.

You actually are kind of, you really are business partners with your competitors. That's different. I mean, you actually get together and talk to them. I never did that when I was at Microsoft. But you get together and you talk to them, but you're trying to compete.

If you have somebody who wants to advance through their career, oftentimes the best way for them to advance, they have to go to another team. We have a president of basketball. It's not an open job. And I don't plan for it to be an open job. I don't want to lose anybody. A lot of the career moves people make would be to other organizations.

If you have somebody who wants to advance through their career, oftentimes the best way for them to advance, they have to go to another team. We have a president of basketball. It's not an open job. And I don't plan for it to be an open job. I don't want to lose anybody. A lot of the career moves people make would be to other organizations.

We don't like that, but we want to have the talent everybody loves. Right. At Microsoft, your domain is always growing, and so there's always— The domain is growing, or number of people. You can move people. You're an engineer. You're bored. You've worked on X. We'll move you to work on a different product, for example. It's different, the way you think about people, primarily because of the union.

We don't like that, but we want to have the talent everybody loves. Right. At Microsoft, your domain is always growing, and so there's always— The domain is growing, or number of people. You can move people. You're an engineer. You're bored. You've worked on X. We'll move you to work on a different product, for example. It's different, the way you think about people, primarily because of the union.

But also, there's only 30 head coaching jobs. There just are. So if somebody wants to be a head coach and they're not our head coach, they have to find a job someplace else. Again, not what we want. But the reality is we don't want people held back in their career. It's not like Microsoft where I felt like I could always find a job that somebody should want. So that's different.

But also, there's only 30 head coaching jobs. There just are. So if somebody wants to be a head coach and they're not our head coach, they have to find a job someplace else. Again, not what we want. But the reality is we don't want people held back in their career. It's not like Microsoft where I felt like I could always find a job that somebody should want. So that's different.

I'll give you another one to think about. Business likes to say, oh, we're accountable, we're agile, we're this, we're that. Sports is so much more accountable than business. It's like a joke. I'm being a bit extreme for fun. But every 24 seconds, you get a report card. Basketball, shot clock. Every 48 minutes.

I'll give you another one to think about. Business likes to say, oh, we're accountable, we're agile, we're this, we're that. Sports is so much more accountable than business. It's like a joke. I'm being a bit extreme for fun. But every 24 seconds, you get a report card. Basketball, shot clock. Every 48 minutes.

That game is on. Your loss come for the rest of the season. You cannot dig yourself out of that one game loss hole. You can't. It's gone.

That game is on. Your loss come for the rest of the season. You cannot dig yourself out of that one game loss hole. You can't. It's gone.

Now let me get to that. Your customers know everything you know.

Now let me get to that. Your customers know everything you know.

No. Every statistic we have, our customers have. You want to know how many miles James Harden ran last game? Comes out of the statistical systems. You can find that out. If you want to know how many pick and rolls we ran of a certain type and how they were gardened and how we did scoring against them, don't worry. You can read about it.

No. Every statistic we have, our customers have. You want to know how many miles James Harden ran last game? Comes out of the statistical systems. You can find that out. If you want to know how many pick and rolls we ran of a certain type and how they were gardened and how we did scoring against them, don't worry. You can read about it.

You want to look and see what the dynamics look like on the sidelines? You can just sit there and watch our players and say, oh, I don't know everything. I don't know what they're saying, but I can see their body language. Oh, so-and-so seemed really charged up. Oh, that's great. So-and-so cheers for their teammates. So-and-so seemed down. There's almost nothing. I mean, we get to watch practice.

You want to look and see what the dynamics look like on the sidelines? You can just sit there and watch our players and say, oh, I don't know everything. I don't know what they're saying, but I can see their body language. Oh, so-and-so seemed really charged up. Oh, that's great. So-and-so cheers for their teammates. So-and-so seemed down. There's almost nothing. I mean, we get to watch practice.

Our fans don't. But the level of accountability is so high. The speed is high. Think of teamwork. Teamwork, man. It's all on display. Not only is it on display, but you absolutely know you need teamwork. One star can't bail you out. You may have one star, but then the pieces have to fit around the star. It's just kind of the way it is.