????這次采訪或許是史蒂夫?鮑爾默以微軟（Microsoft）CEO身份接受的最后一次媒體采訪（部分采訪內容可在本網站閱讀）。在這次采訪中，他更多的是在反思。他2000年接管這家公司以來，它的收入增加了兩倍半，利潤也翻了一番，但他同時也承認公司在此期間犯過一些錯誤。

????鮑爾默說：“我們賺了很多錢，這一點讓我非常自豪。但我們是否也曾不時地浪費了我們的錢？當然。我們有過浪費，或者說有過失策的時候。但我們努力在做的是著眼長遠利益，而不是賺快錢。”

????鮑爾默的辦公室在微軟雷德蒙德總部的34號樓，這里也曾是他的前任比爾?蓋茨的辦公室。我與他面對面坐在他的辦公室里，他非常放松。他穿著標志性的藍色紐扣領襯衫，下身穿一條卡其褲，腳上蹬一雙棕色鞋子，松散地系著鞋帶。我們交談的時候，他的腳不時地從鞋子里滑進滑出。

????盡管多年以來，鮑爾默一直熱衷于在微軟的大會上灌輸熱愛公司這樣的思想，但這次談話的過程中，并沒有出現“我愛這家公司”這樣熱烈的表達。談話期間也沒有出現熱淚盈眶的情形。他只是非常認真地回答者我的問題。交流過程中，他一直慵懶地坐在扶手椅上，喝著星巴克（Starbucks）的超大號杯冰茶。

????我問他在管理微軟的13年里，學到了哪些管理經驗——鑒于鮑爾默動蕩的任期，許多人或許認為這個問題很有諷刺意味。（過去十年，微軟公司的股價一直在25美元至30美元之間徘徊，期間僅出現過一次例外。）對于這個問題，他給出了下面的答案。

????1. 大局觀

????鮑爾默說：“如果連公司CEO都不能看清全局，那么其他人肯定也看不清?；蛟S管理團隊也需要有大局觀，但公司CEO必須能夠看清整個競爭環境。”

????因為競爭環境始終在不斷變化。他問道：“十年以后的設備是否會像今天的設備一樣，還是會完全不同？我們的收入來源主要是設備的毛利潤，還是全靠谷歌（Google）和亞馬遜（Amazon）等公司的廣告和商務收入？事實是，不論誰坐上CEO的位子，都必須有足夠廣闊的視角，才能有高明的見解。”

????而這是做出重要決定的必要條件。他說：“必須對全局有足夠的了解，才有資格說：‘我們要做這個，我們要賺錢，我們要進行偉大的創新?！?/p>

????In what is likely his final press interview as Microsoft CEO (part of which you can read, here, on this very website), Steve Ballmer was reflective. Sure, the company tripled revenues and doubled profits since he took the reins in 2000 -- but it also made mistakes, he acknowledged.

????"I pride myself on the fact that we do make a lot of money," Ballmer said. "And do we waste it every now and then? Sure, of course, we waste it or we take a false step. But what you're trying to do is make money for the long run, not the short run."

????When I sat down with Ballmer in his office -- the same one that his predecessor Bill Gates previously occupied in Building 34 on the company's Redmond campus -- he was relaxed. He wore his trademark blue button-down dress shirt, khaki pants, and loosely tied brown shoes, which he slipped on and off repeatedly as we talked.

????In conversation, there were no rousing renditions of "I love this company," as Ballmer has so willingly indulged in at Microsoft (MSFT) conferences over the years. There were no moments where he was near tears. He was thoughtful in answering my questions, slouching in an arm chair and draining an extra-large iced tea from Starbucks as we talked.

????I asked Ballmer what management lessons he learned during his 13 years atop the company -- a question many may find ironic, given his turbulent tenure. (The company's stock price has hovered between $25 and $30 per share for much of the last decade, with only a single split along the way.) Here's what he said.

????1. See the big picture.

????"If the CEO doesn't see the playing field, nobody else can," Ballmer said. "The team may need to see it too, but the CEO really needs to be able to see the entire competitive space."

????That's because the playing field is always changing. "Ten years from now, will devices look the same as they look today or quite different? And will they be funded primarily by gross margin on the device or will it all be just ads and commerce from guys like Google (GOOG) and Amazon (AMZN)?" he asked. "The truth is, whoever sits in the CEO seat needs to have enough perspective to have an intelligent opinion."

????Which is required for making important decisions. "You'd better see enough of the landscape to say, 'We're going to take this, and we're going to make money, and we're going to have great innovation for that,' " he said.