Breaking Windows: How Bill Gates Fumbled the Future of Microsoft »

David Bank, a staff reporter for The Wall Street Journal, has covered Microsoft since 1996. Previously, he was a technology and telecommunications writer for the San Jose Mercury News. His articles have appeared in Wired, Newsweek, and Out. A 1996 Nieman Fellow at Harvard University, he is a graduate of the Columbia University School of Journalism and the University of California at Santa Cruz. He and his partner live in Berkeley, California. This is his first book. Additional information can be found at www.breakingwindows.net.

The year is 1997, and despite the machinations of its rivals, Microsoft is master of the digital universe and the darling of corporate America. Windows and Office generate staggering profits, the company's share price is stratospheric, and Bill Gates is the preeminent icon of the information age. No outsider could guess what Gates knew -- that the most powerful threat to Microsoft's prized Windows platform came not from Sun or Netscape or AOL or even from the U.S. Department of Justice, but from within the company's own ranks.

Breaking Windows tells the story of the battle for the soul of Microsoft that raged inside the company from 1997 to 2000 and continues to reverberate today. Drawing on hundreds of e-mails among Microsoft executives, trial testimony, and exclusive interviews with Gates and his chief lieutenants, Wall Street Journal reporter David Bank reveals the bitter maneuvering between what he calls Microsoft's "Windows hawks" and its "Internet doves." On one side were the fierce defenders of the hegemony of Windows, on the other those who championed a new way of doing business based on the Internet's "open standards." The reformers wanted to break free from the legacy of Windows and dare to compete on the merits of their software. At the center of this pitched battle stood Gates, the tactical genius who had created the company in his own image and who now accepts full responsibility for his fateful choices. "Every mistake you can lay at my feet," he told Bank, who takes him at his word -- offering the first critique of Gates's leadership not from the perspective of government prosecutors or envious software rivals but from inside the company itself.

Ambitious in scope and surprising in its conclusions, Breaking Windows contains sharply drawn portraits of key past and present executives, including Steve Ballmer, Jim Allchin, Brad Silverberg, Adam Bosworth, and Paul Maritz. Bank argues persuasively that the rifts within Microsoft underlie many of its recent troubles -- from the antitrust courtroom debacle to the exodus of many of the company's most talented employees to Gates's own fall from grace as a corporate leader and technology visionary. Yet even now, Bank contends, Gates could embrace the new rules of competition and restore Microsoft to leadership, perhaps ushering in a new era of openness and innovation.

Breaking Windows breaks new ground in its analysis of Microsoft's past and future business strategies. As Microsoft faces the waning importance of Windows, rallies behind XML, and confronts the open-source insurgency, the past Bank reveals is vital to understanding the future of this company and the still unfinished digital revolution it helped unleash.

Library Journal

Wall Street Journal business writer Banks believes that the major story of Microsoft is not the public trial but rather the internal struggles between senior staff for the future of the software giant. Banks states that everyone in the industry has already bought into Gates's one great business idea: to provide high-volume, low-priced software, separate from hardware. Since introducing Windows, though, he hasn't had many successes. For much of the last decade, Gates has been trying to protect his Windows environment, while the net has changed software rules. Based on interviews with the participants, Wall Street Journal articles, and internal Microsoft documents released in the lengthy government antitrust trial, this is not just another biography of Gates. Rather, it is an exposure of how business strategy is developed and the consequences of the choices in the rapidly changing wired world. Clearly one of the better books on Gates and Microsoft, this is very strongly recommended for libraries serving undergraduate and graduate business, computer, and MIS programs and for public libraries where business strategy or company histories are popular. Patrick J. Brunet, Western Wisconsin Technical Coll., La Crosse Copyright 2001 Cahners Business Information.