Alex Popescu's Profile

Staying focused is one issue; that's the problem of information overload. The other problem is information underload. Being flooded with information doesn't mean we have the right information or that we're in touch with the right people.

Think Week. In May, I'll go off for a week and read 100 or more papers from Microsoft employees that examine issues related to the company and the future of technology. I've been doing this for over 12 years. It used to be an all-paper process in which I was the only one doing the reading and commenting. Today the whole process is digital and open to the entire company.

when I'm thinking,

I write it down. Then people can see it and say, "No, you're wrong" or "Did you know about this work being done at such-and-such a place?"

The one low-tech piece of equipment still in my office is my whiteboard. I always have nice color pens, and it's great for brainstorming when I'm with other people, and even sometimes by myself.

Once or twice a year, Ozzie tries to find time for what he calls "white space." Rather than be surrounded by the ideas of others, Ozzie prefers to lock himself away with the proverbial blank sheet of paper.

Ozzie returns to the office with a ton of new ideas, sending a variety of "go do" tasks for his team.

Rather than have a ThinkWeek, those who are reading the papers are encouraged to dedicate "ThinkDays" where they reflect and comment on such papers.

ThinkWeek offered a chance for people throughout the company to lay out ideas that may or may not be within their daily business areas

Quests began as an effort to encourage more systematic visionary planning within business groups. People lay out their most inspired vision for where things could be in, say, 10 years' time, beyond the typical product release horizon.

Getting people from across the company to collaborate is key to Ozzie's work. Much of his vision depends on both business leaders and engineers from throughout Microsoft being able to see beyond the organizational chart, and develop products and services that link together what have traditionally been disparate pursuits.

Rajeev and Craig were unendingly generous with their time. They were wonderful people to have as friends. They were superb mentors. They were patient advisors. But they weren't just generous to those people they already knew. Rajeev and Craig made time for everyone. And they managed to do it in a way that made everyone feel special. Rejeev's graduate students all felt that they were getting a disproportionate amount of his time. Craig's clients all felt that they were his priority. Rajeev's portfolio companies all felt they had instant access to his advice. Craig's colleagues all felt that he was their personal confidant. And they were all right. Rajeev and Craig were there for everyone. They always made time for those of us around them. And, in return, we all would do anything for them. All they had to do was ask (which, not surprisingly, they didn't do very often).