Actually we had no concept of how to sell to corporate America because none of us had come from there. It was like another planet to us. Unfortunately I had to learn all that stuff.

If I only knew [then] what I know now we could have done a lot better. Our attempts to sell to corporate America were just bungled and we ended up just selling to people who just [were] sort of buying a product for its merit not because of the company it came from. I mean everybody was very hooked on Big Blue back then and they bought IBM. There was that famous phrase "You never get fired for buying IBM." We fortunately were able to change a lot of that. And Apple, as you know, I believe, is a bigger supplier of personal computers than IBM.

That's complicated. We basically wanted to keep doing what we were doing at Apple, to keep innovating. But we made a mistake, which was to try to follow the same formula we did at Apple, to make the whole widget. But the market was changing. The industry was changing. The scale was changing.

And in the end we knew we would be either the last company to make it or the first to not make it. We were right on the edge. We thought we would be the last one that made it, but we were wrong. We were the first one that didn't. We put an end to the companies that tried to do that.