Come on Microsoft. Learn the lesson. ALL OF YOUR PROBLEMS STEM FROM A COMMON SHORTCOMING THAT IS EASY TO FIX: think of your fans (like those in the Insider program) as your advocates and work with them and listen to them. When you remove products they love, you alienate them and hurt the brand (Windows Phone, Duo, Kinect, etc.). When you proceed to market without their input, you risk failure (Windows Recall, Kinect, etc.).
Even if you only think about these things in terms of IRR (internal rate of return), recognize that keeping a fan and customer to do more business with that person or entity is much cheaper than winning a new customer or fan, especially if that party is already in another ecosystem. As such, a greater focus on your fans as your loudest supporters and best word-of-mouth marketing tool you have, is the most cost-effective way to grow your market share and increase the profitability of your existing customer base.
What I don't understand is how MS continuously gets this wrong. This is basic tech marketing. There are hundreds of books written on this subject and they all make some version of these points. It's like MS' financial success (which does indeed demonstrate some excellent strengths on their part) blinds them to their weaknesses. In general, I would say leveraging your strengths is far more important than fixing weaknesses, but in MS' case, they are pissing on one of their strengths (their large market share and fans) as if they don't understand how market share is only a strength if reflects loyalty over inertia (think of AOL living on its inertia as market leader straight into nonexistence). If they could just address that one core weakness, it could immediately flip to a potent strength, making MS an amazing company, far more valuable than Apple or its other competitors.