April 25, 2024

State of the Art: 2 Ways to Subscribe to Microsoft’s Office, Eternally

But how do you do that? Microsoft Word is already a word processor, a Web design program, a database and a floor wax. What on earth is left to add?

For the last few versions, Microsoft has mostly just shuffled around the existing features. Reorganizing them into a Ribbon toolbar to make them easier to find, for example, or brightening the background for a cleaner look.

This year, the biggest news isn’t the software, but how you pay for it.

Way 1: buy the Office suite as you always have, for $140 (Word, Excel, PowerPoint, OneNote) to $400 (those programs plus Outlook, Access and Publisher).

Way 2: buy an annual subscription to these programs for $100 a year. That plan is called Office 365. (That’s right: the programs known for a year as Office 15 are sold as Office 2013, and available through Office 365. Nobody ever accused Microsoft of clarity in naming.)

Microsoft argues that this subscription offers all kinds of benefits. First, you can download and run the Office programs on up to five computers, including Macs and PCs. You can change which five they are at any time. (Windows PCs get Office 2013, with settings magically synced across computers. Macs get the older, less refined Office 2011 for Mac.)

If your home or office has a bunch of computers, you could save money; buying five copies outright would set you back $700. That’s more economical only if you plan to use that increasingly ancient version for at least seven years.

With a subscription, you’ll always get the latest version — Office 2015, Office 2031, Office 2119 — but, of course, you have to pay $100 a year forever. (If your subscription lapses, you can open or print your documents, but you can’t edit them or create new ones.)

You might be appalled at the notion of paying Microsoft an annual fee forever to get something you used to own outright. Or might like the idea of a fixed, knowable fee that keeps you up to date.

Either way, an Office 365 subscription gets you more than just five copies of the software. It also includes Office on Demand, which is the ability to download Office programs onto any Windows 7 or Windows 8 computer — at a branch office or a friend’s house, say. Touch up your slides, write up that proposal; when you log out, the downloaded Office software vanishes.

The SkyDrive is a free 7-gigabyte online storage disk for files that you want to access from anywhere, from any computer, tablet or smartphone with an Internet connection. In Office 13, it’s more important; in fact, the factory setting is to save new documents onto your SkyDrive. And if you subscribe to Office 365, you get another 20 gigabytes. That’s a lot of slides and spreadsheets.

Even that isn’t the end of the pot-sweetening. The same $100 fee also buys you one hour a month of free Skype-to-phone calls. (Microsoft bought Skype last year.) That is, from a computer, tablet or phone that has Skype installed, you can call to regular landline or cellphone numbers — something that usually costs a few cents a minute. (Calls to computers and smartphones, using Skype addresses, like Skibunny20304, are still free.)

So far, it must sound as if the only thing new in Office 2013 is how you pay for it. But there are also plenty of nips and tucks to the software itself.

The programs have a new design that matches the clean, rectangular lines of Windows 8’s Start screen. No drop shadows, shaded toolbars or rounded corners on buttons or boxes.

Speaking of touch screens — and Microsoft has been speaking of them incessantly lately — a new Touch Mode is supposed to spread out Office’s buttons and menu items, so that you can more easily hit them with a finger. It’s not much spreading, though. You’ll still wish you had a mouse.

E-mail: pogue@nytimes.com

Article source: http://www.nytimes.com/2013/03/07/technology/personaltech/pogue-microsoft-office-365.html?partner=rss&emc=rss

Corner Office | Jeff Weiner: Jeff Weiner of LinkedIn, on the ‘Next Play’ Philosophy

Q. Leadership is one of those words that everybody has a slightly different take on. How do you define it?

A. Simply put, it’s the ability to inspire others to achieve shared objectives, and I think the most important word there by far is “inspire.” I think that’s the difference between leading and managing. Managers will tell people what to do, whereas leaders will inspire them to do it, and there are a few things that go into the ability to inspire. It starts with vision, and the clarity of vision that the leader has, and the ability to think about where they ultimately want to take the business, take the company, take the team, take a particular product.

It’s also very important to have the courage of your convictions, because things are going to get challenging. There are going to be doubters, because if the vision truly is unique, there are going to be a lot of people who will say it can’t be done. In order to inspire people, that’s going to have to come from somewhere deep inside of you. The last component is the ability to communicate that vision and the ability to communicate that conviction in an effective way.

Q. What do you consider some of the most important leadership lessons you’ve learned?

A. There have been a lot, really too many to count. But one in particular occurred while I was with Yahoo, and Jerry Yang was installed as the C.E.O. Jerry got a lot of calls from the Silicon Valley community asking if there was anything they could do to help. Everyone was rooting for Jerry and rooting for Yahoo, and one of those people was Steve Jobs. He came and addressed several hundred of the leaders of Yahoo, and I’ll never forget it. He said after he had left Apple, and then came back, there was too much going on — too many products, too many lines — and he said he started to focus the team on prioritization.

Prioritization sounds like such a simple thing, but true prioritization starts with a very difficult question to answer, especially at a company with a portfolio approach: If you could only do one thing, what would it be? And you can’t rationalize the answer, and you can’t attach the one thing to some other things. It’s just the one thing. And I was struck by the clarity and the courage of his conviction. He felt it so deeply, and there wasn’t a person in the audience that day who did not take that with them as a lasting memory.

Q. What about mentors who had a big effect on the way you lead and manage today?

A. One is Ray Chambers. He essentially created the modern-day leveraged buyout, and he was on top of Wall Street with his firm, Wesray, and did that for several years and then basically gave it all up because he wanted to make a positive, lasting impact on the world and pursue a life of philanthropic activities.

Among many things that Ray has taught me are five rules for happiness. So the first one is living in the moment. The second is that it’s better to be loving than to be right, and if you’re in a relationship, you know how challenging that can be. The third one is to be a spectator to your own thoughts, especially when you become emotional, which is almost impossible to do. The fourth is to be grateful for at least one thing every day, and the last is to help others every chance you get. So I’m incredibly fortunate to have people in my life like that.

Q. What about the influences of your parents?

A. My mother is unusually and highly intuitive, to the point where it gets a little freaky from time to time. She’ll meet someone, and she’ll size them up after about 30 seconds, and she’ll say a few things to the person. Then the person will say, “How in the world did you know that?” But it’s not some sixth sense. A lot of it is pattern recognition, and I think pattern recognition can be an incredibly valuable asset, especially for leaders. What she’s learned to do is see certain patterns, listen to people a certain way, their voice inflection, their body language, and recognize and pattern-match certain kinds of behavior. From my father, I’ve learned about trusting instincts and the importance of values.

Q. Did you aspire early on to be a C.E.O.?

Article source: http://www.nytimes.com/2012/11/11/business/jeff-weiner-of-linkedin-on-the-next-play-philosophy.html?partner=rss&emc=rss

European Bankers Meet to Refine Greek Debt Plan

Even if rating agencies declared Greece to be in default, it might be possible to design a plan where the country would emerge from default within days or even hours, said a senior German official, who could not be identified because of the sensitivity of the matter.

Officials hope such a controlled default might ease Greece’s debt burden while minimizing the risk of unleashing unpredictable market forces. Some bankers have warned that a decision by Greece not to repay the full value of its bonds could touch off a panic that would rival the collapse of Lehman Brothers in 2008. The European Central Bank has said it would oppose any plan that was not completely voluntary.

The official’s comments came as French and German bankers and representatives of central banks met in Paris on Wednesday to discuss ways out of the crisis, which sharpened further late Tuesday after Moody’s Investors Service cut Portugal’s debt rating to junk status.

The European Commission’s president, José Manuel Barroso, said Wednesday that Moody’s decision to lower Portugal by two notches and maintain a negative outlook was fueling speculation in financial markets, Reuters reported. “Yesterday’s decisions by one rating agency do not provide more clarity,” he said in Brussels. “They rather add another speculative element to the situation.”

Finance Minister Wolfgang Schäuble of Germany said Wednesday that he could see no justification for Moody’s downgrade of Portugal’s debt and believed limits should be put on the rating agencies’ “oligopoly,” according to Reuters.

Moody’s action fed anxiety that Greece’s problems could be contagious, threatening other countries like Spain and perhaps even the integrity of the euro area.

Officials in countries like Germany, the Netherlands and Finland are trying to appease citizens angry about having to pay for a Greek bailout. It is unclear, though, whether the plans put forward so far would do much to ease the financial burden on Greece.

According to the most optimistic assessments, banks would contribute about €30 billion, or $43 billion, in debt relief to Greece by agreeing to swap maturing bonds for new ones with longer maturities. That sum would be less than 10 percent of Greece’s outstanding debt.

The €30 billion figure is probably a reach. German commercial banks have only about €2 billion in Greek bonds that would be part of a rollover plan.

Critics in Greece and elsewhere have complained that the long debate about involving bond investors has only exaggerated the country’s plight by creating uncertainty and undermining efforts to find buyers for government assets that are for sale.

Plans to rope banks into a Greece relief package suffered a setback Monday after Standard Poor’s said that a proposal by French banks to help Greece to meet its medium-term financing needs would constitute a de facto default because banks would be required to roll over loans for a longer term at a lower interest rate.

French and German bankers were scheduled to meet Wednesday morning at the headquarters of BNP Paribas in Paris with central bank officials, under the auspices of the Institute of International Finance, an association of the world’s biggest financial companies, to discuss how to proceed, said people briefed on the plan who were not authorized to speak about it publicly.

“We’re continuing to work for a possible solution,” Michel Pébereau, chairman of BNP Paribas, the biggest French bank, said Tuesday at the Paris Europlace conference, a gathering attended by hundreds of international bankers. If the current ideas do not work, Mr. Pébereau said, “we’ll come up with something else.”

The issue will also be discussed by European finance ministers when they hold a regularly scheduled meeting next week, but a decision then is unlikely, the German official said.

Mr. Schäuble, the German finance minister, has been a leading proponent of involving holders of Greek bonds, by encouraging them to swap existing bonds for new ones that would be paid back over a longer time period.

In a letter June 6 to other euro-area finance ministers as well as top officials at the International Monetary Fund and European Central Bank, Mr. Schäuble said that the private sector contribution should be “quantified and substantial.”

“There is a realistic chance to minimize the negative impact on financial markets while at the same time reaching the necessary burden sharing between taxpayers and investors,” Mr. Schäuble said in the letter.

The German government official said Monday that Mr. Schäuble’s statement was still considered a basis for discussion.

Moody’s cut its rating on Portugal’s long-term government bonds Tuesday to Ba2 from Baa1 and said the outlook was negative, suggesting more downgrades might be in store.

Liz Alderman reported from Paris. David Jolly contributed reporting from Paris.

Article source: http://feeds.nytimes.com/click.phdo?i=2ee8da0397809b038d8e9d209233e4a1