Paul Allen Six Takeaways

Paul Allen six takeaways: Friends since childhood, the Microsoft founder Bill Gates and Paul Allen has long been regarded as an "icon" of partnership with American industry. Allen left the company in early 1980, but the founders thought the relationship was typically very friendly ... up. His next memoir idea man: Memoir is a co-founder of Microsoft, Allen provides what is called "revisionist history", "bitterness" and the "unvarnished truth" of the early Microsoft days. Allen's account of an extract from Wednesday, Vanity Fair, has shocked the world of technology. This six takeaways:

1. Gates has always been ambitious

Allen Gates recalls meeting at the end of 1960. It was a "grader lanky, freckled eighth in the old Teletype machine. It was clearly a "very intelligent", "very competitive" and "very, very persistent." Young Gates Read the Fortune magazine religiously and Allen, once asked: "What do you think seems to run a Fortune 500 company?" Already a budding entrepreneur at 13, Gates said, maybe they have their business together one day.

2. Allen has been cheated of their fair share

When it came time to come up with the Partnership, Allen considered 50-50. Gates during 1960-1940, saying it had taken several hours. Allen agreed, but later, Gates said he thought 64-36 was a fair one. Perhaps the difference is the son of a lawyer, like Bill, and son of a librarian, as Allen. "I was taught that it was very much," Allen writes, "and your word is your bond." Wah, wah, "said Frederick E. Allen Forbes. Today, both Allen and Gates are" one of the richest men who ever lived. "

3. Gates was a tough boss

"Some say that the leadership of Bill has been a key ingredient in the success of Microsoft," Allen wrote. "But it made no sense to me." Gates was able to resolve conflicts rationally and can be a very demanding boss. Once, Gates seemed very confused at the request of a programmer to take a day off after working 81 hours over four days. He insulted people put down as "this is the dumbest fucking thing I've ever heard" and "I could code in a weekend." It may have been simply that Gates has been more focused and dedicated to the company that Allen says Nick Wingfield and Robert A. Guth in the Wall Street Journal. "As Microsoft grew, it attracted more people like Mr. Gates, who was single-mindedly focused on building Microsoft" and "ready to work day and night, sleeping in the office, and fight among themselves strategy and technical decisions. "

4. Gates conspired against Allen when Allen had cancer

In September 1982, Allen was diagnosed with Hodgkin's lymphoma. He went through several weeks of radiotherapy and was left feeling very ill. Back in the office that December, he general Gates and Steve Ballmer, a Harvard friend of Gates, who was raised as a leader (and now CEO of Microsoft), complaints from Allen missing contributions, and plan cheat him of his fair share of the company. Current and former bigwigs Microsoft Issues Allen interpretation of the main events, "said Wingfield and Guth. M. Allen, for example, participate in meetings, people familiar with the meetings said that he had ever attended. "

5. Allen left because Gates

In 1983, Allen decided to leave Microsoft because, he says, after his illness, he realized "life is too short to spend, unfortunately." He painted his decision in large part due to dissatisfaction with Gates contradicts previous ideas, which was more related to health. Gates said it was unfair for him to keep his hand in the business and made a "lowball offers" to buy their shares. Allen denied, it maintained its population, and thus became one of the richest men in the world. "No need to feel sorry for Allen or barriers," said Frederick E. Allen Forbes.

6. Allen comes off as bitter

No wonder Gates has tried to put Allen, said Frederick E. Allen. "Any person who built great empires is clever, cunning, greedy, and sometimes stubbornly inflexible." The new surprise is that Allen has seen the public. It has long seemed that the two were at least cordial, and there is a real sequence of "bitterness" throughout the book, says Wingfield and Guth. Yes, but it is the story of "a number of successful technology start-ups," says Jennifer Valentino DeVries in the Wall Street Journal. "A tightly knit group of founders to develop an idea, but ultimately, a person who appears to be the head and drives the company forward. Even in the best case, may be bitter."