The David Rubenstein Show: Satya Nadella

Summary

萨蒂亚·纳德拉通过分享其成长经历和领导微软的点滴,展现了他对员工的关怀和对公司发展的远见,以及不断学习和完善自我的决心。他提到要用理解和同理心来领导一个公司,并努力确保公司内部实现性别和种族多样性。纳德拉认为技术的发展需要公司文化的变革才能实现。他非常享受目前的工作,并期待能继续领导微软走向更美好的未来。

Takeaways

• 😊 沙特利作为微软CEO,成功领导微软转型,应对移动互联网时代的挑战。
• 💡 沙特利强调企业需要不断创新,关注客户需求,才能取得长期成功。
• 👨‍💻 沙特利推动微软文化变革,加强同行业合作,为用户提供更好的体验。
• 👪 沙特利认为经历孩子残疾给他带来同理心,这对他的领导能力有帮助。
• 👩‍💼 沙特利支持提高微软女性员工比例,并将其与高管薪酬挂钩。
• 😊 沙特利表现出热情和谦逊,认为能在微软工作是一种荣幸。

Q & A

沙特利上任初期面临什么挑战?

移动互联网时代来临,微软主营业务Windows和Office面临转型压力。

沙特利如何看待与同行业竞争对手的关系?

他主张合作共赢,让用户获得更好的体验,而不是零和博弈。

沙特利如何看待女性员工待遇的问题?

他支持提高女性员工比例,并将其与高管薪酬挂钩,以体现重视程度。

沙特利认为企业创新和客户体验之间有什么关系?

企业要不断创新,关注客户需求,才能长期取得成功。

沙特利如何评价自己担任微软CEO的表现?

他谦逊地说这需要时间检验,目前还在不断学习与进步。

Outlines

00:00

萨蒂亚作为CEO的职业成长经历 👨‍💼

萨蒂亚谈到他是如何成长为微软CEO的,从加入微软,到接替比尔盖茨和史蒂夫鲍尔默成为CEO。他提到两位前任给他的建议是不要模仿他们,要做自己。他谈到自己在微软25年的成长历程。

05:02

萨蒂亚描述了他儿子出生患有脑瘫如何影响他的人生哲学 👪

萨蒂亚谈到他的大儿子出生时患上脑瘫,这极大地影响了他的人生观。他最初难以接受,但后来意识到要用儿子的视角看问题。这培养了他的同理心,这对他成为一个更好的CEO也有帮助。

10:03

萨蒂亚认为同理心对一个CEO来说至关重要 🤝

萨蒂亚认为同理心不仅对个人和家庭生活重要,对企业领袖也极为关键。因为真正理解客户需求,做出创新只有通过深入洞察和同理心才能实现。他通过生活经历培养的同理心塑造了他的领导风格。

15:05

萨蒂亚谈到在云计算领域追赶亚马逊的经历 💻

萨蒂亚分析了为什么微软没有及时抓住云计算机会的原因。他认为微软当时服务器业务增长强劲,利润丰厚,很难放弃当前利益去开拓新事业。这是许多成功企业面临的困境。关键是要提前洞察趋势并改变商业模式。

20:06

萨蒂亚谈及改变微软的专有文化 🏢

萨蒂亚谈到他上任后如何改变微软的专有文化,让微软产品与竞争对手的产品兼容互通。他认为不应把事情看成非此即彼的零和游戏,而应考虑如何互利共生,实现利益的共享。

Keywords

💡领导力

萨蒂亚在视频中提到,作为CEO,他需要定义什么是领导力,什么让一个人成为领导者。他认为领导力源自于同情心,需要站在他人的角度思考,才能更好地满足客户的需求。他通过照顾患有大脑性麻痹的儿子,以及女儿的学习障碍,培养出了同情心,这也让他成为一个更好的CEO。

💡创新

萨蒂亚认为,如果一个公司要持续创新满足客户需求,就必须培养同情心。只有设身处地地听取客户的心声,而不仅仅是言语,才能深入理解客户的真正需求,从而带来创新。

💡云计算

萨蒂亚上任后,微软错过了云计算的发展机遇,被亚马逊超越。他分析了公司成功后面临的困境,即原有的概念和能力趋于陈旧,需要及时调整业务模式、技术和产品,才能抓住新的变革机遇。

💡平台

萨蒂亚提出不要将事物看成零和游戏,而是要考虑如何与竞争对手合作,提供更好的平台,满足客户需求。比如与Salesforce合作,整合各自优势,为用户提供更好的产品与服务。

💡移动优先

上任后,萨蒂亚提出微软需要向“移动优先、云优先”的方向转型,与公司过去靠Windows和Office获利的模式有很大不同。这需要改变微软的业务模式、技术和产品。

💡企业文化

萨蒂亚通过使微软的企业文化变得更开放、更合作,来帮助微软转型。比如不再 closesource,与竞争对手合作提供更好的平台。他认为这对满足客户需求至关重要。

💡多元化

萨蒂亚认识到自己在女性薪酬问题上的失言,从中获得了教训。他表示CEO的责任就是营造一个多元化的环境,让员工都能发挥自己的能力,为公司创造价值。

💡商业模式

针对公司的客户是专业人士这一特点,萨蒂亚把LinkedIn并购进来,与微软的专业产品形成synergy。这是调整商业模式的一个例子。

💡使命感

当被问到还想当CEO多久时,萨蒂亚说这取决于董事会,但他每天仍觉得这是一份有意义的工作,给他很大的能量。他从中获得了使命感。

💡userdata

萨蒂亚提到可以在Outlook邮件中直接查看LinkedIn资料,由此可见其对将专业网络与专业内容结合的重视,从中挖掘用户数据的价值。

Highlights

比尔盖茨和史蒂夫巴尔默都是传奇人物,他们给我很好的建议,就是不要试图模仿他们,要做自己。

我最大的追求就是每年对周围的人都有更强的同情心。

我认为同理心是创新的基石,如果我们不倾听客户的需求,我们就无法创新。

我的儿子患有脑瘫,但这教会了我如何成为一个更好的父亲和 CEO。

我的小女儿也有严重的学习障碍,但我们已经学会了如何给残疾人士提供最好的帮助。

阿玛逊成为云计算巨头而微软没有,是因为我们忽视了这一新趋势。

我上任以来改变了微软专有的文化,现在我们更多地与其他公司合作。

LinkedIn的专业网络和专业内容将与我们的专业云和设备相结合,这将极大提高生产力。

我在女性薪酬问题上给出了非常荒谬的回答,这让我意识到CEO的责任。

我们正在努力提高女性在微软的代表性,但这需要长期的努力。

我将高管的薪酬与提高女性代表性挂钩,这发出了一个清晰的信号。

每天带着意义感来工作是我的动力,我将尽可能长时间地担任CEO。

创新需要理解客户隐性的需求,这需要同理心。

成功让我们变得自满,我们需要及时发现新的机会而不是沉浸在过去的成就中。

领导一个公司需要勇气放弃过去的成功模式,拥抱新的增长机会。

Transcripts

[Music]

you've now had to follow Bill Gates and

Steve Ballmer to legendary figures hey

clear message boards dude try to be like

us Steve say if you do this well we'll

be happy look if you do a good job maybe

you'll have an another job if not you

want the result of having empathy made

you a better CEO my pursuit is is there

growing sense of empathy for people

around you get a standing ovation for

what you've done you know I get a lot of

people to ask you me hey look go come

home and fix my computer would you fix

your time please well people wouldn't

recognize me if my tie was fixable just

leave it this way all right I don't

consider myself a journalist and nobody

else would consider myself a journalist

I began to take on the life of being an

interviewer even though I have a day job

of running a private equity firm

how do you define leadership what is it

that makes somebody tick you've now had

to follow Bill Gates and Steve Ballmer

to legendary figures did you feel at

that time that you're really ready for

the job following those legends or were

you saying I can't do a better job than

they did the best advice I got from both

bill and Steve I think helped me a lot

because that clear message was don't try

to be like us don't even bother to sort

of say oh I'm succeeding these people

just be your own in fact I remember very

distinctly even during the interview

process this is true for the board was

conducting they asked me hey do you want

to be the CEO and I said only if you

want me to be the CEO and the feedback I

got was well but people who want to be

CEOs are like I want to be CEO

I said look that's not me and I

remembered went on going and talking to

Steve and he says yeah just be yourself

it's too late to change since you've

been the CEO three and a half years the

stock is up about I guess it's about a

hundred and twenty percent when you go

to the your annual shareholder meetings

I'd you get a standing ovation for what

you've done there's no I get a lot of

people to asking me hey look come home

and fix my computer okay you are a

native of India

what part of India I was born in

Hyderabad which is in the central part

of India and so growing up your parents

doted on you I assume yeah they did and

they told you you were gonna be prime

minister or something important in the

country what did they want you to be

they just wanted me to stop playing

cricket and take my studies a little

more seriously now you were an avid

cricket player yes that is correct I was

in love with it yeah and when did you

realize you weren't going to be a

professional cricket well it's pretty

soon quickly I realized that at best I

would pay you know you know what is

considered perhaps first-class cricket

in India but I was not going to go much

further than that but you know then I

that's where my dad in fact I remember

one of the big decisions the

changed my life was you know my entire

outlook was so provincial when I look

back at it Richard hey I want to stay in

Hyderabad maybe study economics and

political science and work for a bank

that was about the extent of my ambition

and he looks at me he says what are you

doing you got to get out of this place

and so he pushed me out to get to an

engineering school and that pretty much

of course you know defined the

trajectory after his father was a member

of the the senior civil service which

was an important position I guess in D&D

is that right yeah my dad was a very

different guy than me in terms of let me

say his academic promise so it is always

humerus which is you look at my report

cards and he says oh I couldn't I don't

understand how anybody can have these

kind of marks and but the nice thing

about it was he would say it in such

endearing ways that he never made me

feel bad I mean the marks weren't high

enough or weren't not high enough they

weren't high enough yeah the guy had

never met an exam he didn't ace as he

would say and so he was a he father it

was astounding to me that he would have

a son who couldn't a is an exam now your

father's still alive yes he must be very

proud of what you've achieved not enough

so you went to college in India and then

you decided to get a graduate school in

the United States yeah where did you go

I went to university Wisconsin in

Milwaukee for my computer that's when I

switched from electrical engineering to

computer science but when you're in

India and University of

wisconsin-milwaukee can't be that well

not in India so how did you happen to

wind up there

I've never been to Western Bombay quite

frankly and then I showed up in

Milwaukee did you have a winter coat or

what that was my first very valued

possession in life I've been to code

which is very important unfortunately

I'd picked up this bad habit of smoking

in India in college and the one nice

thing about going to school in Milwaukee

is you as you're a smoker you have to go

out in the winter and smoke and that one

winter in Milwaukee cured me of my

smoking habit so you've got a job after

you graduated at Sun Microsystems and

what was your job there I was a software

developer okay and then you got

recruited to go to another company

called

Microsoft and that was in 1992 that's

right so but you also had applied to go

the University of Chicago School of

Business so how did you decide to do one

or the other you know frankly David I I

was very committed to saying oh I want

to go to the business school maybe who

knows maybe even go to Wall Street

aha that's what sort of my the highest

calling of mankind says David Rubenstein

and I thought wow maybe that's what I

should do and then somewhere along the

lines I started talking to people and I

said hey why would you do that you were

in tech and you should really come back

it was it's an amazing time because

Windows NT which eventually became a

server business and what have you I was

just starting out and and I subsequently

went and did some combination of

part-time and other courses and I

actually finished my MBA which I find

stunning in mother you were commuting in

other words you were working and then on

weekends you're commuting universe

Chicago and that must have taken a lot

of energy to do both it was crazy

so you're beginning your ascent up but

you're dealing with some personal issues

your first child was born with cerebral

palsy he is now 21 years old so how did

you realize that was going to change her

life and how have you dealt with that

issue even I was I was 29 years old when

Zane son was born and if you had even

asked me maybe even an hour before he

was born what was going through my head

it was all about always the nurse are

you going to be ready what's gonna

happen to our weekends now we have a son

and when will our new my wife get back

to a job and so on but obviously

everything changed that night he was

born because of an undetected in utero

distress as fixation with severe brain

damage and that led to cerebral palsy in

he's quadriplegic now the first I would

say David maybe even two years or more

even I was more about like why did this

happen to me why what happened to us and

all of these plans that I had are now

all been thrown up in the air and

changed whereas on who my wife what came

naturally to her as a mother was she

said okay I'm not going back to my job

I'm gonna really care for my son drive

him around for the you know therapy

after therapy and I watched that without

schooling me

I got schooled that nothing happened to

me what happened was to my son and that

it was time for me to understand that

realize that see life through his eyes

and then do my duty as a father that to

me perhaps you know didn't come in one

moment it's something that I think took

time but as I figured it out it changed

me both his obviously apparent but also

Who I am today and how I approach

everything now your wife was trained as

an architect that's right and she's

given up doing that for a while that's

right now you have two daughters one of

your daughters has severe learning

disabilities as well and how did that

affect you and your wife in fact one of

the things that happen because of our

son was we built up in a tremendous

community of people whether it was the

therapists or other parents which you

know of children with disabilities and

so we were involved in that community by

the time our youngest daughter came into

our lives I must say we had the the

richness of this community to support us

and it talked when we recognized very

early on an unknown eye and on who in

particular was very quick to realize

that she will need additional help and

so we found this school actually in

Vancouver BC which was all around

neuroplasticity the idea was to you can

train your brain to learn so instead of

compensating and so we decided that you

know what we're gonna move the family to

Vancouver Zayn was gonna stay with me in

Seattle my daughters and my wife would

want to live in Vancouver we were going

to

mute again no way weekends but the thing

that that all quite honestly that is

where it came all naturally to us

because in some sense Zayn had taught us

what it takes to give you know you know

people with disabilities the best shot

and so it you know it's something that

we took on and your son lives with you

now yes and one of the qualities that

you say you got from all this was

empathy and that the result of having

empathy made you a better CEO and a

better person is that fair yeah in fact

when I look at empathy and most people

think empathy is just something that you

reserved you know for your life and your

family and your friends or what have you

but the reality is I think it's an

existential priority for a business

because if you look at it like what is

our business our business is to meet

unmet unarticulated needs of customers

there is no way our innovation to meet

unmet unarticulated needs is gonna come

about if we don't listen not just listen

to the words but God go and go deep to

understand what the needs are behind it

so I think empathise quarter innovation

and life's experience if you listen and

you learn from teaches you I mean I

wouldn't claim as I've sort of even

talked about it with any innate

capability of empathy that I was born

with if anything its life that has

taught me and if anything my pursuit is

every year is there growing sense of

empathy for people around me

Steve say if you do this well we'll be

happy if you don't do it well you might

not get another job one of the things

that it's amazing a both bill and Steve

is their candor ha ha ha it's not like

this sugarcoat anything they're very

very honest about most things in life or

everything in life and there was a baby

look if you do a good job maybe you will

have an another job if not you want

you're rising up in Microsoft you're

running the Business Solutions division

one point but then they say to you we'd

like you to run the search business

called Bing and did you say you can't

compete against Google I don't want to

do that or did you say no I'll happy to

do that you know it is I had just been

promoted to lead our business solutions

team and I mean I was I was loving that

job and something that I'd aspired to do

and and Steve comes around and he says

hey you know what I have an idea for you

I think you should go run this group

that's got high attrition and we have a

very tough task I had and I don't know

whether it's a good career move but I

need help and you know think wisely and

choose and I was like wow this is an

interesting choice in front of me and I

remember very distinctly you know going

that night to the building in which the

Bing team in our search team was housed

and it was what maybe nine o'clock or so

and the parking lot was for people who

are in I said wow what's what's the deal

here I mean these people are like

working ah and inspired and her and so I

said well I gotta join this team I got

it like the fight that they showed cause

me did not take the easy path and get in

okay well the Steve's say if you do this

well we'll be happy if you don't do it

well you might not get another job

that's correct

you know Steve was one of the things

that it's amazing a both bill and Steve

is their candor ah ha ha it's not like

they sugarcoat anything they're very

very honest about most things in life or

everything in life and there was a

really look if you do a good job maybe

you will have an another job if not you

won't so you did a pretty good job and

then they came along and asked you to

run another business which was not that

competitive at the time and that was

your cloud computing business how did it

happen that Amazon which was not a

computer company more or less

became a giant in cloud and Microsoft

right nearby wasn't a giant there the

interesting thing is what happens when a

company becomes successful is this

beautiful were Chua cycle that gets

created between your concept or product

your capability and your culture right

you really have all these three things

fall into gear and they're working super

well but then what happens is the

concept that made you successful runs

are a gas it's not growing anymore you

now need new capability and in order to

have that new capability you need a

culture that allows you to grow that new

capability right we our server business

was growing strong double digits it was

a high margin business and you look

around you know on the other side of the

lake here is a very low margin business

called the cloud and people were looking

at and say why would we do that

when we have such an amazing

fast-growing high margin business and

that I think is the challenge and so to

be able to see these secular trends long

before they become conventional wisdom

change your business model change your

technology and change the product is the

challenge of business you know in tech

it's unforgiving but quite frankly now

that tech is part of every business I

think all of us have to deal with it so

you get to be the CEO of this company

you're following two legendary figures

how do you go to them and say by the way

a lot of things you did I don't want to

do anymore I'm gonna change things I was

a consummate insider right I spent 25

years 22 years or so and became CEO

growing up in the company that bill and

Steve built I understood like the back

of my palm all the things we got right

and all the things we got wrong and I

had a point of view on what I wanted to

do if I was going to become CEO we now

need to make Microsoft thrive in a

mobile first in a cloud first world it

was not about trying to criticize our

past or praise the past it was about

what do we do in the future

one of the things you

try to do and change the culture was to

change what was known as a very

proprietary culture at Microsoft

Microsoft said this is the way we do

things we don't want to cooperate with

other firms necessarily competitors or

other kinds of firms how did you change

that culture I said look let me not view

things as zero-sum if anything let me

approach even who are our traditional

competitors and say well customers are

heterogeneous they use some of what we

do and some of what you do let's figure

out a way to combine forces where its

market expansive and it satisfies

customers so at least that's how I've

approached it and it's a lesson I

learned in my early days of Microsoft

historically Windows and Office were

your two cash cows they are still the

biggest source of profit absolutely so

after those two and you suspect there

will be major source of profit for a

long time absolutely but after that you

have other things you spent 26 billion

dollars biggest acquisition ever from

Microsoft to buy LinkedIn what does

LinkedIn have to do with Microsoft if

you look at it we have a billion users

of Windows and Office or Microsoft 365

and what is the common thread they're

they're all professionals they're all

people who are trying to get things done

so we have the professional cloud and

the professional devices in the world

and the vision was to combine that with

the professional network of LinkedIn in

fact if you look at some of the

integrations that we have since launched

you can be an Outlook you can get an

email I can get an email from David

Rubenstein I can go look up your

LinkedIn profile which I hope you have

okay one today but yes and and then sort

of look up all of the commutable

connections we may have so than idea

that the professional network and the

professional content can be brought

together I think ultimately it can be a

big driver of productivity so that is

one but what are the other pieces which

has been a real game-changer for us as

LinkedIn is the way people do business

to business sales and if you want to be

able to reach customers and sell this

integration is going to be Game Change

same thing with talent management so I

think we have lots of synergies between

the products that are now coming true

you gave a statement about women's pay I

just gave such a absolute nonsensical

answer when I talk to women who are very

close to me facing your very successful

women that are key to Microsoft and

heard even their own personal

experiences that's what struck me did

you hear from your wife about that

absolutely my mom and my wife

almost everything you've done since

you've been CEO and last three and a

half years has worked perfectly

yeah the stock goes up the market values

up everybody likes you the only thing

that I could find that anybody

criticized you for was you gave a

statement about women's pay at one point

and you Crick correctly I think changed

your position the next day but can you

explain what happened absolutely

I was asked about you know pay equity in

fact I you know I just gave such a

absolute nonsensical answer which Maria

Khloe who was interviewing me was kind

enough to correct me while I was on

stage itself because I was answering a

question literally using some past I

mean my own personal experience without

understanding the broader context the

depth of that question which is what is

a person like me who is a CEO of a

company doing to make sure that one

women can fully participate in our

companies and in our economies there is

equal pay for equal work and more

importantly there is equal opportunity

for equal work that was the real

question there is not about like okay

what worked for you and what career

advice do you have for me it was a great

learning moment for me it's something

that I've obviously taken back in fact

when I talk to women who are very close

to me work you know very senior very

successful women that are key to

Microsoft and heard even their own

personal experiences that's when it

struck me how you know the job of a CEO

in particular is to make sure that

everyone however it's gender diversity

or ethnic diversity can first come into

the company do their best work so that

we can then serve our customers so

that's a realization which I thought I

had quite frankly but I was I'm glad I

messed up so publicly because I think I

internalized the lessons from it did you

hear from your wife about that

absolutely from at that time my mom was

alive for my mom and my wife my wife had

to give up our carrier

of a Sun but in Mike even in my mom's

case she struggled she in fact now I

realized it a lot more than I even did

obviously growing up was the trade-off

she had to make where the the system

that she was working in did not support

her re-entry into the workforce after

you know she had both my myself and into

my system so you have about 125,000

employees something like that so what

percentage are male what percentage are

female and how many senior women do you

have technology's not a place where a

lot of women have risen to the top yet

relatively speaking in fact one of the

things that we have made some good

progress on is on the women's

representation which we have a long way

to go I mean you got remember that in

tech we have a particularly tougher

issue because of Technology disparity in

terms of gender diversity but let's

start with the progress which is in the

last year we made and we've gone from

around you know you improved to twenty

seven point seven percent of women

coming into the organization which is

around two points more than historical

and in the technology side where we've

improved by four points so that's I

would say movement in the right

direction but not enough obviously one

of the other things our board also did

was to change the compensation system

for me as well as my direct reports to

say look numeric progress besides all

the work that we may do programs we may

have and the talk let's even tie

compensation of the senior-most people

including the CEO to real numerical

progress and so we're doing everything

but quite frankly it's going to take

continuous vigilance continuous push and

it's a top-of-mind issue for all of us

you've only been doing this three and a

half years which is relatively short

tenure for Microsoft CEOs how many more

years would you like to do this uh-huh

you know I have been at Microsoft now

for 25 years and I think the thing that

I feel

that gives me that source of energy is

really that sense of purpose of the

company because they're quite honestly

it's not I don't know how I'll market

it's probably not even up to me as to

how many years I will be there and I

think it's gonna be fun

for me to do it each day and it's a real

privilege to do it each day