Hit Refresh

by Satya Nadella

The first principle is to compete vigorously and with passion in the face of uncertainty and intimidation.

Sport and business 1

It showed me that you must always have respect for your competitor, but don’t be in awe. Go and compete. On reflection, a second principle is simply the importance of putting your team first, ahead of your personal statistics and recognition.

Sport and business 2

One brilliant character who does not put team first can destroy the entire team.

One brilliant player who does nit put the team first, can destroy the team

That is what leadership is about. It’s about bringing out the best in everyone.

What leadershop is all about.

set of principles based on the alchemy of purpose, innovation, and empathy.

Microsoft business principles are based upon these.

He thought about business and work not in isolation but as part of a broader societal fabric and a core part of one’s life.

Doug Burgum's view of work/life fabric

I realized that in a successful company it is as important to unlearn some old habits as it is to learn new skills.

The importance of unlearning old habits.

caught up in the local maxima of servicing their existing customer base and were not learning fast enough about the new world of cloud services.

The danger of being caugjt up in only serving current clients

Any institution-building comes from having a clear vision and culture that works to motivate progress both top-down and bottom-up.

The importance of a clear vision and supporting culture

With Azure, Microsoft would democratize machine learning just as it had done with personal computing back in the 1980s.

The democratisation of machine learning using Azure

The key is to not have the top leaders infuse fear or panic but to help foster the actions that fix the issue at hand and the learning from it.

The culture around having top leaders in on day to day operations

A leader must see the external opportunities and the internal capability and culture—and all of the connections among them—and respond to them before they become obvious parts of the conventional wisdom.

Forward looking leadership

We sometimes underestimate what we each can do to make things happen, and overestimate what others need to do for us.