Paul Thurrott: I often argue that Microsoft’s biggest strength, its ability to create enduring platforms, can also be its biggest weakness: It seems that every time the software giant tackles a problem, it hides in a hole until it can emerge months or even years later with a fully-fleshed-out, be-all, end-all platform of some kind. That kind of strategy works well when the platform in question is quickly adopted by a wide range of partners and customers–and the rest of the industry doesn’t race to fill the gap. But sometimes a platform’s slow ramp-up can harm the chances that the underlying solution–the reason they created that platform in the first place–is ultimately successful.

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