May 15, 2012. You can call Steve Ballmer many things, but you cannot call him the “the worst CEO of a large publicly traded American company today,” as Forbes’ Adam Hartung did in a recent article. It’s easy to see Microsoft as a bumbling fool of the tech world, but when you look closely at its business, the company’s core competencies, and Ballmer’s decisions, a coherent picture begins to form. It’s a picture of a company being run from a very rational and respectable set of philosophies.
While Microsoft is no disruptive force in tech today, the truth is that it has never been. The company’s core competency is a process it uses for entering and consuming existing industries. After it enters a market, it rides off the innovations of its competitors, uses its existing brand power and sheer size to tackle a large surface area at the bottom of the market, and then, finally, it develops a