微软(Microsoft)CEO萨蒂亚·纳德拉在这家公司取得了非凡的成功。《财富》杂志和光辉国际(Korn Ferry)对公司CEO所做的调查显示,其他公司的CEO认为微软领导者目前获得的赞誉不足以代表他的成绩。
今年,根据《财富》“最受赞赏的公司”调查,纳德拉连续六年被评为“最被低估的”CEO。纳德拉自2017年以来连续获得这一称号。
这都要得益于他鼓舞人心的领导风格、谦逊的态度和远见卓识。
纳德拉的早期生活和背景
纳德拉出生在印度海得拉巴,在一个印度教家庭里长大。他的母亲是一名梵语老师,父亲在政府工作。
他取得了马尼帕尔理工学院的学士学位,并获得威斯康辛大学密尔沃基分校的计算机科学专业硕士学位。他还获得芝加哥大学布斯商学院的MBA学位。
1992年,25岁的纳德拉加入微软。1999年,他成为微软bCentral部门的总裁,负责小企业网络服务,2014年成为微软第三任CEO。
后来他与妻子阿努帕玛喜结连理,现在有三个孩子。他喜欢诗歌,经常在公开场合引用诗句和其他文学作品。纳德拉是一名板球球迷,也是其他许多团队体育运动的粉丝。他认为这些业余爱好是在社区中激发热情的一种工具,并将体育比赛中的策略应用到商业当中。他甚至因为对团队运动的喜爱,在2019年成为美国职业足球大联盟俱乐部西雅图海湾人队的老板之一。
除了商业以外,纳德拉还热衷于慈善事业:去年,纳德拉全家向西雅图儿童医院捐款1,500万美元,用于推动医学研究、发展年轻人精神健康护理和帮助社区家庭公平享受医疗保健服务。
拒绝安于现状,改变微软的文化
威维克·瓦德瓦、伊斯梅尔·阿姆拉和艾利克斯·萨尔克弗的书《从增量到指数》(From Incremental to Exponential)中提到,纳德拉上任CEO之后,曾要求微软高管阅读马歇尔·罗森伯格的《非暴力沟通》(Nonviolent Communication)一书。这本书建议放弃批评和评价等传统的商业反馈模式,而是就如何鼓舞团队提供了一些指导。
他的前任都支持强硬的经营策略,但纳德拉却采取了截然不同的方式。众所周知,纳德拉为人冷静,并且专注于通过积极反馈强化好的习惯,激励团队士气。他努力营造一个舒适的环境,并向所有人指明公司绝不容许攻击性行为。
虽然微软之前坚持一种“无所不知”的世界观,但纳德拉却并不认同,而是在公司内推行一种“无所不学”的文化。
作为这项倡议的一部分,他在公司内部推广一种新的做法,即鼓励微软的研究人员直接给公司高管打电话介绍他们的创新。这样做的目的是使领导者及时了解公司的技术进展,提醒他们要有未来思维。
虽然纳德拉上任时微软早已实现盈利,但当时有许多人对公司的发展轨迹表示质疑。微软的主要收入来源是软件许可,而公司为主导智能手机市场所做的投资却一败涂地。
为了扭转这种局面,纳德拉在上任CEO之后的首次公开亮相中表示,微软将把手机和云计算作为业务重点。当时微软在这两个领域均处在落后位置。他私下里要求公司高管放下自尊心,与其他大型科技公司合作。
但最重要的是,他努力给外界一种感觉,那就是这家传奇科技业巨头可以做到时尚和创新。
让微软再次变得“很酷”
上世纪90年代是微软的巅峰时期,在那之后,科技界的竞争变得日益激烈。纳德拉选择了直面竞争。
他上任后最先采取的举措之一是与著名的竞争对手苹果合作发布了iPhone版Office Productivity。此前,微软领导层一直拒绝与苹果合作。他还扩大了微软软件和服务的业务范围,支持Linux以及谷歌(Google)和苹果等操作系统。现在微软仍在继续与赛富时(Salesforce)和红帽(Red Hat)等竞争对手合作。
纳德拉脱离了过时的Windows操作系统,将微软云计算平台Azure作为业务重心。这让公司再次获得了创新者的称号。去年,微软还在IT服务提供商资讯平台CRN的能力、盈利能力和定价成熟度排名中排在首位。
他还承认了微软智能手机业务失败的结局,并放弃了收购的诺基亚业务。纳德拉领导公司向着全新的方向发展。在他的领导下,微软于2016年以260亿美元收购LinkedIn,并且由于没有竞争对手,该平台的发展非常顺利。2018年,微软再次大手笔以75亿美元收购GitHub,证明了它对于共享开源软件的承诺。去年,微软以75亿美元完成了对ZeniMax的收购。ZeniMax旗下的视频游戏发行商Bethesda能够吸引用户在Xbox Series S、Series X和个人电脑上玩游戏,与索尼的PlayStation 5展开直接竞争。
在纳德拉的领导下,微软的市值从约3,000亿美元增长到超过2万亿美元。今天,微软股价高于谷歌母公司Alphabet、苹果或Meta。
未来,微软计划以687亿美元收购动视暴雪(Activision Blizzard),这一重大举措将使微软成为第三大游戏公司,并且可以帮助它在元宇宙领域站稳脚跟。此外,微软将继续投资国际一流的内容、社区和云技术,因为纳德拉预测数据和人工智能将联结数字世界和物理世界。
其他公司的高管对于纳德拉的赞赏源自他令人耳目一新的沟通方式,以及他愿意与其他人甚至竞争对手合作的态度。(财富中文网)
欢迎阅读《财富》杂志的“全球最受赞赏的公司”榜单,了解与纳德拉以及其他令人鼓舞的企业和领导者有关的更多故事。
译者:刘进龙
审校:汪皓
微软(Microsoft)CEO萨蒂亚·纳德拉在这家公司取得了非凡的成功。《财富》杂志和光辉国际(Korn Ferry)对公司CEO所做的调查显示,其他公司的CEO认为微软领导者目前获得的赞誉不足以代表他的成绩。
今年,根据《财富》“最受赞赏的公司”调查,纳德拉连续六年被评为“最被低估的”CEO。纳德拉自2017年以来连续获得这一称号。
这都要得益于他鼓舞人心的领导风格、谦逊的态度和远见卓识。
纳德拉的早期生活和背景
纳德拉出生在印度海得拉巴,在一个印度教家庭里长大。他的母亲是一名梵语老师,父亲在政府工作。
他取得了马尼帕尔理工学院的学士学位,并获得威斯康辛大学密尔沃基分校的计算机科学专业硕士学位。他还获得芝加哥大学布斯商学院的MBA学位。
1992年,25岁的纳德拉加入微软。1999年,他成为微软bCentral部门的总裁,负责小企业网络服务,2014年成为微软第三任CEO。
后来他与妻子阿努帕玛喜结连理,现在有三个孩子。他喜欢诗歌,经常在公开场合引用诗句和其他文学作品。纳德拉是一名板球球迷,也是其他许多团队体育运动的粉丝。他认为这些业余爱好是在社区中激发热情的一种工具,并将体育比赛中的策略应用到商业当中。他甚至因为对团队运动的喜爱,在2019年成为美国职业足球大联盟俱乐部西雅图海湾人队的老板之一。
除了商业以外,纳德拉还热衷于慈善事业:去年,纳德拉全家向西雅图儿童医院捐款1,500万美元,用于推动医学研究、发展年轻人精神健康护理和帮助社区家庭公平享受医疗保健服务。
拒绝安于现状,改变微软的文化
威维克·瓦德瓦、伊斯梅尔·阿姆拉和艾利克斯·萨尔克弗的书《从增量到指数》(From Incremental to Exponential)中提到,纳德拉上任CEO之后,曾要求微软高管阅读马歇尔·罗森伯格的《非暴力沟通》(Nonviolent Communication)一书。这本书建议放弃批评和评价等传统的商业反馈模式,而是就如何鼓舞团队提供了一些指导。
他的前任都支持强硬的经营策略,但纳德拉却采取了截然不同的方式。众所周知,纳德拉为人冷静,并且专注于通过积极反馈强化好的习惯,激励团队士气。他努力营造一个舒适的环境,并向所有人指明公司绝不容许攻击性行为。
虽然微软之前坚持一种“无所不知”的世界观,但纳德拉却并不认同,而是在公司内推行一种“无所不学”的文化。
作为这项倡议的一部分,他在公司内部推广一种新的做法,即鼓励微软的研究人员直接给公司高管打电话介绍他们的创新。这样做的目的是使领导者及时了解公司的技术进展,提醒他们要有未来思维。
虽然纳德拉上任时微软早已实现盈利,但当时有许多人对公司的发展轨迹表示质疑。微软的主要收入来源是软件许可,而公司为主导智能手机市场所做的投资却一败涂地。
为了扭转这种局面,纳德拉在上任CEO之后的首次公开亮相中表示,微软将把手机和云计算作为业务重点。当时微软在这两个领域均处在落后位置。他私下里要求公司高管放下自尊心,与其他大型科技公司合作。
但最重要的是,他努力给外界一种感觉,那就是这家传奇科技业巨头可以做到时尚和创新。
让微软再次变得“很酷”
上世纪90年代是微软的巅峰时期,在那之后,科技界的竞争变得日益激烈。纳德拉选择了直面竞争。
他上任后最先采取的举措之一是与著名的竞争对手苹果合作发布了iPhone版Office Productivity。此前,微软领导层一直拒绝与苹果合作。他还扩大了微软软件和服务的业务范围,支持Linux以及谷歌(Google)和苹果等操作系统。现在微软仍在继续与赛富时(Salesforce)和红帽(Red Hat)等竞争对手合作。
纳德拉脱离了过时的Windows操作系统,将微软云计算平台Azure作为业务重心。这让公司再次获得了创新者的称号。去年,微软还在IT服务提供商资讯平台CRN的能力、盈利能力和定价成熟度排名中排在首位。
他还承认了微软智能手机业务失败的结局,并放弃了收购的诺基亚业务。纳德拉领导公司向着全新的方向发展。在他的领导下,微软于2016年以260亿美元收购LinkedIn,并且由于没有竞争对手,该平台的发展非常顺利。2018年,微软再次大手笔以75亿美元收购GitHub,证明了它对于共享开源软件的承诺。去年,微软以75亿美元完成了对ZeniMax的收购。ZeniMax旗下的视频游戏发行商Bethesda能够吸引用户在Xbox Series S、Series X和个人电脑上玩游戏,与索尼的PlayStation 5展开直接竞争。
在纳德拉的领导下,微软的市值从约3,000亿美元增长到超过2万亿美元。今天,微软股价高于谷歌母公司Alphabet、苹果或Meta。
未来,微软计划以687亿美元收购动视暴雪(Activision Blizzard),这一重大举措将使微软成为第三大游戏公司,并且可以帮助它在元宇宙领域站稳脚跟。此外,微软将继续投资国际一流的内容、社区和云技术,因为纳德拉预测数据和人工智能将联结数字世界和物理世界。
其他公司的高管对于纳德拉的赞赏源自他令人耳目一新的沟通方式,以及他愿意与其他人甚至竞争对手合作的态度。(财富中文网)
欢迎阅读《财富》杂志的“全球最受赞赏的公司”榜单,了解与纳德拉以及其他令人鼓舞的企业和领导者有关的更多故事。
译者:刘进龙
审校:汪皓
Microsoft CEO Satya Nadella has had a remarkable run of success at Microsoft. And according to a survey of his peers conducted by Fortune and Korn Ferry, his fellow CEOs believe the Microsoft leader deserves even more credit than he’s currently getting.
This year, Nadella was voted the “most underrated” CEO for the sixth consecutive year, according to the survey behind Fortune’s World’s Most Admired Companies. Nadella has headed that list since 2017.
Nadella achieved this honor through his encouraging leadership style, humility, and vision.
Nadella’s early life and background
Born in Hyderabad, India, Nadella was raised in a Hindu family. His mother was a lecturer in Sanskrit, and his father worked for the government.
He got his bachelor’s degree from Manipal Institute of Technology and earned a master’s in computer science from the University of Wisconsin–Milwaukee. He also earned an MBA from the University of Chicago Booth School of Business.
Nadella joined Microsoft in 1992 when he was only 25 years old. In 1999, he became president of Microsoft bCentral, where he led web services for small businesses, and in 2014 he became the third CEO of Microsoft.
Happily married to his wife, Anupama, with whom he has three children, he is fond of poems and is known to quote from them and other works of literature in public appearances. A fan of cricket and other team sports, he sees these pastimes as a tool for fostering energy in communities and has applied these tactics in business as well. His love of team sports even prompted him in 2019 to become part owner of the Seattle Sounders, a Major League Soccer club.
Beyond business, Nadella also believes in giving back: Last year the Nadella family committed $15 million to Seattle Children’s Hospital to promote advancements in research, youth mental health care, and equitable access to health care for families in the community.
Rejecting the status quo and changing Microsoft’s culture
When Nadella became CEO, according to an account from the book From Incremental to Exponential, by Vivek Wadhwa and Ismail Amla with Alex Salkever, he asked Microsoft’s top executives to read Nonviolent Communication by Marshall Rosenberg. The book discourages traditional business feedback practices like criticism and judgment and provides instruction on how to be more encouraging.
While his predecessors supported hardball business tactics, Nadella took a different approach. He is known for his calm demeanor and his focus on positive feedback to reinforce good habits and motivate his team. He has strived to create a comfortable environment and made it clear that aggressive behavior will not be tolerated.
Even though the company previously operated with a “know-it-all” worldview, Nadella rejected this, instead promoting a “learn-it-all” culture.
As part of this initiative, he implemented a new practice in which Microsoft researchers could phone in to talk about their innovations. The purpose of this was to keep leaders up to date on the company’s advancements, reminding them to think futuristically.
Although Microsoft was profitable when Nadella ascended to the top role, there were many doubts about the company’s trajectory at the time. Its primary revenue stream came from software licenses, and its investment to dominate the smartphone market had fallen flat.
To turn the wheel, in his first public appearance as CEO, Nadella said Microsoft would focus heavily on mobile and cloud computing, areas where the company had been falling behind. Behind the scenes, he asked executives to put their egos aside and collaborate with other major tech firms.
But more than anything, he tried to convey the sense that the legendary tech giant could be cool and innovative.
Making Microsoft ‘cool’ again
Since the firm’s 1990s heyday, the tech scene had grown cluttered with fierce competition. Nadella leaned into it.
One of Nadella’s first acts was to release Office Productivity for iPhone, a collaboration with famous rival Apple that Microsoft leadership had previously blocked. He expanded Microsoft by bringing its software and services to other operating systems such as Linux and to Google, and Apple. Today, the company continues to partner with competitors such as Salesforce and Red Hat.
Nadella also put Azure, Microsoft’s cloud computing platform, at the center of the business, creating distance from the outdated Windows suite. This returned the title of innovator to the company, and last year it was even ranked first in capability, profitability, and maturity of pricing by CRN, a news source for IT providers.
He also recognized that Microsoft’s smartphone efforts were a lost cause and wrote off the Nokia acquisition. Leading the company in a new direction, he oversaw the purchase of LinkedIn in 2016 for $26 billion and with no real competition has let the platform grow. In 2018, the company made another big acquisition with GitHub for $7.5 billion to show its commitment to sharing open-source software. Last year, the company completed the acquisition of ZeniMax, the parent company of Bethesda, a video game publisher, for another $7.5 billion to sway people to play on the Xbox Series S, Series X, and PCs and compete directly with Sony’s PlayStation 5.
As CEO of Microsoft, Nadella has overseen the company’s increase in market cap from around $300 billion to more than $2 trillion. Today, Microsoft’s shares trade higher than Google’s Alphabet, Apple, or Meta.
Looking into the future, the company plans to acquire Activision Blizzard for $68.7 billion, a key move that would render Microsoft the third-largest gaming company and give it a potential foothold in the metaverse. Furthermore, Microsoft will continue investing in world-class content, community, and the cloud as Nadella predicts that data and A.I. will bridge the digital and physical worlds.
Fellow executives’ admiration of Nadella stems from his refreshing approach to communication and his willingness to collaborate with others, even competitors.
To read more about Nadella and other inspiring businesses and leaders, check out Fortune’s list of the World’s Most Admired Companies.