Steve Ballmer, Microsoft

What it means: In June 2002, Ballmer put his stamp on the company when he issued a now-famous challenge to employees to rethink Microsoft's mission, vision and values. He challenged Microsoft to be more reliable, predictable and trustworthy. In fact, its new mission is to "enable people and businesses throughout the world to realize their full potential." To do that, Microsoft promises to empower people through great software,anytime, anyplace and on any device. To achieve these aims, the company is striving for excellence in all that it does, aiming to dramatically improve the quality of its products and better engage customers. It wants to act like a better corporate citizen and position itself as a true, global company.

VARBusiness' View: Ambitious? Sure. But what do you expect from the most successful software company of all time? Having dropped some weight that he's carried around for the better part of a decade, Ballmer has gone through a bit of a personal transformation in his own right. Clearly, he's sincere that Microsoft do the same. But is he realistic? This is, after all, the same company that's still battling with antitrust issues. And it's also the same one that is waging battle with customers, many of whom do not like the new licensing model. One thing is clear. With a new North American channels boss and a greater emphasis on partners throughout the company,not to mention $500 million in new partner spending,the company is deadly serious about improving ties to channel allies.

Jack Messman, Novell
Scott McNealy, Sun Microsystems
Craig Barrett, Intel
Hector de J. Ruiz, AMD
Carly Fiorina, Hewlett-Packard
Michael Dell, Dell
Paul Curlander, Lexmark
37289>John Chambers, Cisco
Meg Whitman, eBay
Gary Bloom, Veritas Software
Joseph Tucci, EMC
Sanjay Kumar, Computer Associates
John Thompson, Symantec
Alfred Chuang, BEA Systems
Larry Ellison, Oracle