This week I’m publishing reflections on the Microsoft antitrust case, which was filed ten years ago. Today I want to consider how the case change the public view of the software industry.
Microsoft’s internal emails were a key part of the government’s evidence. The emails painted a vivid picture of how the company made its strategy decisions. Executives discussed frankly how “it will be very hard to increase browser market share on the merits of [Internet Explorer] alone. It will be very important to leverage the OS asset to make people use IE”. Often the tone was one of controlling customers and sabotaging competitors, rather than technical innovation.
Probably the most cringe-inducing metaphor in the whole case was “knifing the baby”. Here’s a trial dispatch from Business Week:
In particularly colorful testimony on Nov. 5 [1998], [Apple VP Avie] Tevanian described an April, 1997, meeting between two Apple and two Microsoft officials. Tevanian, who was not at the meeting, said Microsoft officials suggested that Apple abandon its business of providing “playback” software that enables users to view multimedia content on the computers. Instead, they offered Apple the much smaller portion of the market for the tools that developers use to create the content. In Apple’s mind, though, the playback software was its baby.
According to Tevanian, Apple executive Peter Hoddie asked Microsoft officials, “‘Are you asking us to kill playback? Are you asking us to knife the baby?'” He said Microsoft official Christopher Phillips responded, “‘Yes, we want you to knife the baby.’ It was very clear.”
Stories like this shredded the public perception of software companies as idealistic lab-coated technical innovators. It wasn’t just Microsoft whose reputation took a beating – it was Apple who gave us the baby-knifing metaphor. One shrewd observer told me at the time that the difference between Microsoft and its competitors was not motive but opportunity – the other companies would have done what Microsoft did, if they had the chance.
None of these companies were as crude and brutal as they looked in court – litigation has a way of highlighting the extremes – but there was more than a grain of truth to the idea that software markets are driven by power and dealmaking, along with engineering. Another classic moment in the trial came when a Microsoft lawyer was cross-examining Netscape CEO Jim Barksdale about emails written by Netscape founder and Silicon Valley superhero Jim Clark. The lawyer asked Barksdale whether he regarded Clark as “a truthful man”. Barksdale paused before answering, “I regard him as a salesman.”