Part 3/15:
It was around 2012–2014 that Michael realized managing multiple ventures simultaneously risked dropping balls, a metaphor for overextension. His focus sharpened back on MicroStrategy’s core business. Over the next several years, he aimed to grow his business 20% annually, aligning with the expectations of the tech industry, where steady double-digit growth is valued. Yet, despite efforts—massive marketing spending, stock buybacks—the company faced a plateau.