Maybe you can have too much of a good thing - or maybe if the love of money is the root of all evil, it doesn't count.  There is a curse to having too much money, however - it will take your eye off the ball. Too much money will either channel your energies away from continued customer success and into managing and defending yourself, or it will overfeed poor practices and cloud your tank so you can't see clearly. My direct experience relates to telcos where high core margins have lifted hurdle rates beyond the reach of new corporate ventures - so stifling innovation and blocking the much needed diversification of an industry under stress. The same applies for on-premise software companies who struggle to replicate their fat profits in a SaaS world. And then there are the perils of size: business units in bureaucracies get wrapped around their own axles trying to outdo each other rather than work together for customers, while outsiders act harder to take them down. Microsoft is a classic. It is now too large and divisionalised to deliver coherent innovation and stands as a lumbering duck in the cross hairs of hunters who want to cut it down to size; and £680m is quite a cut.