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Microsoft Surface: inside the three-year secret project to build the first great Windows tablet
The scene: two dozen journalists file into a small auditorium on Microsoft's Redmond campus. Steven Sinofsky, head of the Windows division, and Panos Panay, general manager of Surface, make their way on stage, each with a tablet in hand. In every audience seat, an elementary-school-style desk with a wrapped parcel placed on top. Inside: a Wonka bar, along with a golden ticket. It's the day before Surface for Windows RT goes up for pre-order, and in addition to sharing some key pricing and availability details, the company is about to give these lucky reporters a tour of the proverbial chocolate factory, the halls where Surface was conceived and tested. It's an apt analogy, when you think about it: the company's testing chambers and design studios are generally forbidden to people without corporate badges. Even then, relatively few Microsoft employees were aware of the Surface before it was announced to the public. On this day, we're told we'll be turned into giant blueberries -- or, at least, escorted from the premises -- if we wander off or take photographs around the building. There won't be any first-hand recordings today, and no fresh hands-on material. There are more than 200 custom-made parts inside the Surface, say Microsoft reps, and nothing is there by accident. We're here to learn more about the specs, as always, but also to get some insight into how Surface came to be: what compromises were made, and what design ideas were abandoned along the way. If gadget porn is what you're after, you can revisit our first look from June. But if things like display technology and hinge design float your boat (and why wouldn't they?) you'll want to meet us after the break for a more detailed explanation of what Microsoft was trying to achieve.
Microsoft closes the book on MS Reader app
We're wishing a heartfelt farewell to Microsoft Reader today, because the folks at Redmond have decided to pull the plug on their e-book application, more than a decade after it first launched. Pre-dating the rise of the e-ink medium, the forward-looking MS Reader was originally designed to display digitzed books on an LCD screen, using the company's ClearType font display. Over the past few years, however, the app has slowly faded into obscurity, with the latest desktop version dated from 2007 and its last update rendering it compatible with Windows Mobile 6.1. The concept was clearly ahead of its time, but it ultimately fell behind what would become a swelling trend, ushered in by the Kindle, Nook and other e-reading hardware. No word yet on whether Microsoft plans to introduce a similar tool for Windows 8, though the timing of Reader's demise certainly leaves ample room for speculation.
Entelligence: Another view of Microsoft's creative destruction
Entelligence is a column by technology strategist and author Michael Gartenberg, a man whose desire for a delicious cup of coffee and a quality New York bagel is dwarfed only by his passion for tech. In these articles, he'll explore where our industry is and where it's going -- on both micro and macro levels -- with the unique wit and insight only he can provide. Last week, the New York Times ran an op-ed piece by former Microsoft executive Dick Brass, in which he took the company to task on many issues. Brass was a VP at Microsoft who left in 2004, and prior to his departure he worked on various projects from e-books and ClearType to the Tablet PC. I've met Dick through the years and he's a super smart guy, but I'm not sure I agree with everything he wrote in his op-ed. Dick argues that internal politics and unwillingness to do "risky" hardware have led Microsoft away from innovation. Clearly, Dick has a much better view regarding Microsoft's internal politics than I do, but some of the examples that he uses to bolster his argument are a little off base, at least in my opinion. Dick cites Clear Type, Tablet and Mobile as examples of innovative products that Microsoft managed to somehow bungle due to internal politics, and says that Xbox is at "at best an equal contender in the game console business." Let's examine those claims.
Former Microsoft VP Dick Brass weighs in on why Microsoft 'no longer brings us the future'
It's a sad tale, if you hear Dick Brass tell it. In a new op-ed for the New York Times, the former Microsoft VP explains how he thinks the Microsoft corporate culture has "never developed a true system for innovation," and that while the company is obviously strong at the moment, he doesn't see the company retaining its dominance if or when the Office and Windows revenues die down. His own anecdotes are a little heartbreaking: his team developed ClearType (first announced in 1998), but due to infighting and jealousy within the company, was kept from shipping as a default until 2007 with Windows Vista. Similarly he argues that the Tablet PC was much restricted by an Office team that didn't believe in the concept, and therefore never developed a version of Office that was stylus-friendly. Dick left the company in 2004, and he says the tablet group at Microsoft has since been eliminated, and that almost all the executives in charge of "music, e-books, phone, online, search and tablet efforts over the past decade" have also left. The man isn't out to get Microsoft: he sees the company as important, and its profits have obviously gone to great philanthropic ends through Bill Gates and others, but if what he says about the anti-innovative corporate culture is true, it sounds like Microsoft has some work to do before it can return to its place of preeminence as an innovator, instead of the fast and effective follower it seems to be becoming in many areas.
