Software: Features

Judging from initial accounts, the next version of the Mac OS X, named Snow Leopard, will be aimed squarely at business and enterprise users, signaling a formal push by Apple to take Windows head on outside the consumer and education markets. "Apple is taking the Mac OS one step closer to the enterprise," says Michael Gartenberg, an analyst at Jupiter Research.

It may look like Windows Vista. It shares the same code base as Vista. It even rolls in Vista's first Service Pack. But in terms of customer adoption plans, Windows Server 2008 is no Vista.

Don't say you weren't warned. Your 32-bit Windows applications are going the way of analog television: Unless they're upgraded, in the next few years they'll go dark.

Ten years ago, Bill Gates was the new John D. Rockefeller. And from the US government's perspective at the start of its antitrust trial against Microsoft in 1998, Gates was every bit as powerful as the legendary oil baron was -- if not more so. The desktop operating system was seen as important to the new, tech-focused economy as oil had been to the industrial economy of the early 20th century.

As Bill prepares to hand over the reins of Microsoft at the end of the month, here are some of his more notable comments, assembled from the Microsoft press site and the IDG News Service which, every day for almost two decades, has covered the man who revolutionised IT.

As the dynamic duo steering Microsoft together for the past 28 years, Bill Gates and Steve Ballmer have been a near-unstoppable team, combining Gates's technical vision and will to power with Ballmer's salesmanship and rousing, if polarizing, personality.

With the impending retirement of Bill Gates from Microsoft comes an obvious question: How will history view him? As a founder of the world's most influential software vendor and one of the biggest creators of wealth ever? Or as a monopolist and digital robber baron?

For most people, Bill Gates and Microsoft are one and the same. Gates has led Microsoft to global dominance in the 33 years since its founding, combining a strong opportunism -- getting the code for DOS to sell to IBM for the first PC and aping Apple's visual interface for the first Windows are the two best examples of Gates' moving where the wind was soon to blow -- with a steady vision of desktop computers being as powerful as the mainframes that captured techies' imaginations in the 1970s.

Bill Gates retired from Microsoft a decade ago, yet his ghost still loomed large, in the form of a persistent effort to continually extend the reach of Microsoft into every nook and cranny possible. And that ghost inhabited a company increasingly focused inward on its own view of what users should want and do. Like Windows Vista and Windows 7 before it, Windows UT (Unlimited Technology) captured a smaller share of upgrades than its predecessor. Ditto with Office UT. Even though Microsoft paid attention to hardware resource requirements in UT and didn't wield the new software as a way to force users to buy new hardware as its last several versions had done, feature fatigue had set in. For most people, Office 2000 and Windows XP did the job they needed, and learning a new UI every few years was simply not in the cards for a user base that had long thought of technology not as a shiny toy to play with but instead as a tool that needed to get the job done and stay out of the way.

Bill Gates didn't see much of Steve Ballmer anymore, now that Bill was skipping most of the board meetings. But when they met they'd share a good laugh. After all, although things went pretty much according to plan, they never imagined the company would reach such a peak. Good ol' MSFT was now bigger, in terms of market cap, than any company in the US. If it weren't for the Chinese banks, they'd be kings of the world.

Microsoft's a dinosaur that didn't know its dead yet. The cloud computing meteor was speeding its way, and when pervasive computing in the cloud became a reality in about 2015, Microsoft was all but dead. Why? Because the Windows and Office revenues collapsed as users finally stop buying upgrades they don't need, and cloud offerings via the browser took their place. Poof! Gone was 80 percent of Microsoft's profits. And gone was the money to invest in technologies that took multiple versions to get right -- if they ever got it right -- such as the Xbox, Zune, Microsoft Dynamics, and MSN.