Grabbing market share through muscle, not innovation, has served Microsoft and other leading enterprise behemoths well: they play in a $250 billion-plus industry that asymmetrically favors a few vendors. But not surprisingly, this model has not been particularly effective in producing technology breakthroughs -- rather, it has stifled innovation within incumbents' organizations, as well as the broader industry by making the barrier to entry impossibly high. And it has certainly hasn't served customers well. For decades, they've dealt with complicated integrations, infrastructure that's too hard to maintain, overwhelmingly expensive technology, and services and support that overpower the price of the original system by a factor of five to ten.
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