MS simply pushed in way too many directions at the same time. That was their main flaw.
With Nintendo this past few gens it's been about changing the gameplay, making new content, and selling peripherals.
That's a pretty traditional approach. How can we sell more? How can we introduce new ideas that will help to sell more product? When you look at it that way, it's no different an approach than a laundry detergent company might question.
Sony, did the same, as all companies do. Except last gen they added Blu-ray into the mix. It's called ripple effect. The more ps3s you sell, the faster blu-ray adoption occurs, which helps other segments of the company. They also moved more towards digital and online, to help their media segment, and did some peripheral stuff like with 3d gaming about halfway through the gen. The same happened with dvd on ps2, and cd on ps1.
So here we have:
Nintendo: traditional approach
Sony: traditional approach backed by 1-2 cross-marketed products.
Microsoft on the other hand decided "hey, we want to have more online dominance. We want to build 300k servers, but that's going to cost us, so let's push it with the xboxOne". That's good business at that point. Then they said, "We also want to control the cloud-space, so let's make sure huge businesses start using it. We'll make Windows Azure mandatory for reselling at a business. That way Best Buy, Gamestop, and all other retailers will already be in our system".
Then they said, "we want to control the information space. Let's use the new kinect as a data-mining system that we can use to create customized ads. That's a huge market right now, and google is fucking us. This will be our way in".
Then they said, "let's help our phone and windows area, so let's make developing on xboxone for indies mandatory that they make it on the windows development system, rather than the xbox dev system, that way we can put all the xb1 apps on the phone, and vice-versa."
Then they said "hey, let's control the digital market. By using windows ids tied to the purchased software, we can put a leash on where the consumers go. By simply transferring ownerships to various platforms, we can influence what they buy next".
Then they said, "hey let's have cable boxes input directly into our system. That way we can track what people are watching. This will give us a leg up on statistics sytems like nielsen and we can firmly place ourselves in the stat trend market. Another 50m consoles blows anything nielsen has out of the water."
Then they said, "let's further this kinect technology. It has so many applications that it would be good if we could get the price down, by skyrocketing production we can bring that cost down, and market it to more things outside of the gaming environment, like medical, home security, physical training, etc"
Xboxone policies were the direct result of an insane amount of groupthink. Not one person stepped back from the picture and said, "yaknow...maybe this is too much". They took each idea, gave themselves a big pat on the back and prepared to make lots of money. Only problem is they forgot they actually need to sell them first.
MS took the traditional approach and tied it to virtually every other sector they could without considering the number one most important factor. The gamers.
Seriously, think about what the gamers wanted. They want the games...right? So why all the unnecessary shit? Some people right now (including myself) think that the xboxone lineup is fantastic. It is. But what's standing in the way? Well, firstly, a 559$ entry fee (with online play). And for what? I don't need or want kinect. I don't need the cloud of a level they're shooting for. I don't need or want tv anything, and I definitely don't need 3 OS's.
There's probably 200$+ worth of stuff I don't need or want in there. Imagine if MS had announced the console barebones, with simple upgrades, and designed the console to be more modular at 299 or 349$? We would not be having any of these problems.