Description
Review the case study Satya Nadella at Microsoft: Instilling a Growth Mindset, which is linked in the Harvard Business Publishing module, and then complete the following actions:
State what actually occurred in the case regarding Kotter’s steps 3 and 4 of developing a vision and strategy and communicating the change vision (2–3 paragraphs).
Reflect on what you think should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 3 and 4. Use scholarly research and industry-specific language to defend your responses and support your explanations. Industry-specific language refers to the specialized terminology and language used within a particular field or industry. It includes technical terms, acronyms, and other jargon that is unique to that industry.
Overview
Review the case study Satya Nadella at Microsoft: Instilling a Growth Mindset, and then complete the following actions: (a) State what actually occurred in the case regarding Kotter’s steps 3 and 4 of developing a vision and strategy and communicating the change vision (2–3 paragraphs), and (b) reflect on what you think should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 3 and 4. Be sure to use scholarly research and industry-specific language to defend your responses and support your explanations. Industry-specific language refers to the specialized terminology and language used within a particular field or industry. It includes technical terms, acronyms, and other jargon that is unique to that industry.
Directions
This milestone will help you build Section II parts C and D of your final project. Your assignment must include the following critical elements.
Form a Strategic Vision
Determine the values that are essential to this change and defend why these values are essential.
Establish the vision for this organizational change effort and describe how this vision will be effective in promoting the change effort.
Identify your intended targeted outcomes and defend each choice.
Determine what must occur for the organizational change effort to be considered a success and defend each response.
Communicate the Change
Establish what is required for the change to be communicated effectively within the organization and explain your response.
Determine actions you will take to encourage two-way communication and explain why these actions will be effective.
Establish how direct supervisors within the organization will be supported in their efforts to communicate with employees regarding the change effort.
Describe how you will address any concerns or anxieties regarding this change.
Determine who will need to be involved in a change effort and describe the capacity in which they will be involved.
What to Submit
Your paper must be submitted as a 3- to 6-page (not including the title page and references) Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and at least three sources cited in APA format. Use the following rubric to review your assignment before submitting it.
Unformatted Attachment Preview
Herminia Ibarra
Aneeta Rattan
Anna Johnston
LBS Ref: CS-18-008
HBP: LBS128
June 2018
Satya Nadella at Microsoft:
Instilling a growth mindset
In early 2018, Satya Nadella celebrated his fourth anniversary as the CEO of Microsoft. Under his
stewardship, Microsoft has gone from a company perceived as a Windows-centric lumbering giant to
a $700 billion market cap tech player whose strategic bets on artificial intelligence (AI) and cloud
computing were paying off (see Exhibit 1). After a decade of flat growth under Nadella’s predecessor,
the company’s share price soared to an all-time high in June 2018.
Nadella remembered February 4, 2014 vividly in his book Hit Refresh: The Quest to Rediscover
Microsoft’s Soul and Imagine a Better Future for Everyone. It was the day he took charge of a company
widely portrayed by its own employees as plagued by internal knife fights, bickering and inertia. In his
mind, the company’s ability to make great technology was never lost. However, a culture of internal
competition and “not invented here” mentality had focused employees on a narrow vision of
performance over customers and increasingly expansive market opportunities.
An engineer, Nadella thus set out to change the human system at Microsoft. Four years later, he
prided himself on the company again becoming a magnet for top engineering talent, a world-class
competitor among the heavyweights of the tech industry, and valued partner to companies undergoing
their own digital transformation (see Exhibit 2).
“People often ask how it’s going,” said Nadella. “My response is very eastern: We’re making great
progress, but we should never be done.” 1
The “lost decade”
Just 17 days after founder and technical whizz Bill Gates handed over the reins to Steve Ballmer in
2000, the stock market crashed. In the decade that followed, a culture that crippled innovation
flourished at Microsoft.
Professor Herminia Ibarra, Professor Aneeta Rattan and Anna Johnston prepared this case based on public sources and interviews
with Jill Tracie Nichols and Joe Whittinghill.
London Business School cases are developed solely as the basis for class discussion and are not intended to serve as endorsements,
sources of primary data, or illustrations of effective or ineffective management.
Copyright © 2018 London Business School. All rights reserved. No part of this case study may be reproduced, stored in a retrieval
system, or transmitted in any form or by any means electronic, photocopying, recording or otherwise without written permission of
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Microsoft’s infamous “stack ranking” performance management system pitted employees against each
other every six months. Like a stack of LEGO bricks, employees were essentially slotted into top, good,
average, below average and poor positions. The forced distribution meant that one in 10 people would
always receive a poor rating, regardless how much they contributed. As one product manager
remembered: “If you don’t play the politics, it’s management by character assassination.”
Management practices like the stacking system killed collaboration: developers feared that giving
away their best ideas could damage their position. Employees prioritised what would help them get
the highest ratings over the quality of their work. “I was told in almost every review that the political
game was always important for my career development,” reflected one former Microsoft engineer.
Ultimately, “staffers were rewarded not just for doing well but for making sure their colleagues failed.”
(See Exhibit 3.)
A wave of external competition crashed down on the firm, causing talent to jump ship. By 2004, thanks
to the rapid growth of upstart firms such as Google, some of Microsoft’s most talented employees were
leaving faster than they could be replaced. “Instead of a culture that said, ‘Let’s experiment and see
which ideas work,’ the culture is one of, ‘Let’s kiss enough ass so maybe they’ll approve of our product’,”
said one Microsoft executive who eventually quit in 2009 to work for Google 2. A former engineer said
it was like “designing software by committee.” 3
Microsoft’s product development process lagged: Bing failed to extinguish Google search, and Zune
couldn’t compete with Apple’s iPod. In 1998, for example, a group of executives passionate about
bringing an e-book to market were waved away by Gates and told to report into an Office-run division.
“Potential market-busting businesses, such as e-book and smart phone technology, were killed or
delayed amid bickering and power plays.” 4
Ballmer aggressively opposed open-source innovation, calling Linux a “cancer that attaches itself in
an intellectual property sense to everything it touches.” The industry labelled him “shortsighted”.
Morale plummeted. By 2011, Ballmer’s Glassdoor rating among his own employees was just
29%. Despite climbing to 46% the following year, it still lagged behind others at that time: Google CEO
Larry Page’s approval rating was 94% and Mark Zuckerberg’s was 99%.
After the tech bubble burst and with the stock price flat, “People realised they weren’t going to get
wealthy,” one former senior executive said. “They turned into people trying to move up the ladder,
rather than people trying to make a big contribution to the firm.” Meanwhile, companies like Google
were paying employees up to 23% above the industry average. 5
By 2014, the Microsoft that Nadella inherited was fading toward irrelevance, heralded the press. The
tech industry had shifted from desktop computers to smartphones – from Microsoft’s Windows to
Apple’s iPhone and Google’s Android. Apple and Google had soared to record market valuations;
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Microsoft’s stock price had stalled, despite the fact that revenue had tripled and profits had doubled
during Ballmer’s reign as CEO from 2000 to 2014. 6
As industry analyst Jan Dawson summarised: “It was an enormously profitable company. They were
in no danger of going out of business soon – it was just a question of whether they’d go into permanent
decline.” 7
Satya Nadella
The consummate insider, Nadella grew up professionally in the Microsoft that Gates and Ballmer
created. The India-born cricket enthusiast started working at Microsoft in 1992 when products were
saved on disks and the world was powered by Windows 3.0. A computer scientist by training, Nadella
moved through a range of leadership roles, including heading up R&D for Online Services, and
ultimately becoming executive vice president of the Cloud and Enterprise group. He recalled taking
risks along the way:
I distinctly remember Steve saying, ‘Hey, look, you know if you go to Bing and you
don’t do a good job or succeed, it might just be your last job.’ But at the same time,
his own intellectual honesty and how he talked about that job made it, you know, very
enticing. It was tough to refuse to go there to learn. And it’s clear that if I had not gone
and learned… and if I had not run the cloud infrastructure business, I’m sure the
board would have not seen me as a candidate even for CEO. 8
Reflecting on important influences in his life, Nadella cites his formative experiences: “It’s the language,
routines and mindset of my parents back in India and my immediate family in Seattle that helped form
me and still guide me today.” 9
In particular, he traces the roots of his ideas about leadership to the birth of his first child, Zain, who
was premature, weighed just three pounds, and had cerebral palsy. “Empathy, we learned, was
invisible and was a universal value,” said Nadella. “And we learned that empathy is essential to deal
with problems everywhere, whether at Microsoft or at home; here in the United States or globally. That
is also a mindset, a culture.” 10
Taking charge
As Microsoft’s new CEO on February 4, 2014, Nadella scripted a letter to all employees (see
Exhibit 4):
Today is a very humbling day for me. It reminds me of my very first day at Microsoft,
22 years ago. Like you, I had a choice about where to come to work. I came here
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because I believed Microsoft was the best company in the world. I saw then how
clearly we empower people to do magical things with our creations and ultimately
make the world a better place. I knew there was no better company to join if I wanted
to make a difference. This is the very same inspiration that continues to drive me
today.
He spoke of focusing the company on its core values, but through a new lens. “We need to prioritise
innovation that is centred on our core value of empowering users and organisations to ‘do more’.”
As Nadella reflected on what needed to shift, he set his sights on what he himself called “a vague and
amorphous term”:
Microsoft’s culture had been rigid. Each employee had to prove to everyone that he
or she was the smartest person in the room. Accountability – delivering on time and
hitting numbers – trumped everything. Meetings were formal. If a senior leader
wanted to tap the energy and creativity of someone lower down in the organisation,
she or he needed to invite that person’s boss, and so on. Hierarchy and pecking order
had taken control, and spontaneity and creativity had suffered. 11
“We all knew something was going to be different when he assigned the Leadership Team to read
[Marshall Rosenberg’s] Nonviolent Communication: A Language of Life: Life Changing Tools for
Healthy Relationships,” recalled Phil Spencer, Head of Xbox. 12 Microsoft president and chief legal
officer Brad Smith, a 24-year company veteran, agreed this was a clear indication that Nadella was
going to transform “not just the business strategy, but the culture as well.” 13
Nadella devoted much of his first year to listening and learning from others:
I heard from hundreds of employees at every level and in every part of the company.
We held focus groups to allow people to share their opinions anonymously as well.
Listening was the most important thing I accomplished each day, because it would
build the foundation of my leadership for years to come. To my first question, why
does Microsoft exist, the message was loud and clear. We exist to build products that
empower others. That is the meaning we’re all looking to infuse into our work. I heard
other things as well. Employees wanted a CEO who would make crucial changes,
but one who also respected the original ideals of Microsoft, which had always been
to change the world. They wanted a clear, tangible and inspiring vision. They wanted
to hear more frequently about progress in transparent and simple ways. Engineers
wanted to lead again, not follow. They wanted to up the coolness. We had technology
the press would fawn over in Silicon Valley, such as leading-edge artificial intelligence,
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but we weren’t showing it off. What they really demanded was a road map to remove
paralysis. 14
Nadella’s to-do list for the first year included preparing Microsoft for a mobile- and cloud-first world,
building “new and surprising partnerships” and working to ensure they could truly empower every
person on the planet as their new mission stated.
In the spring of 2014, despite a contentious historical rivalry with Apple and lack of traction with their
own Windows phones, Microsoft made Office available on all iOS devices, including the iPhone and
iPad. The next year, the global launch of Windows 10 originated in a tiny village in Kenya.
“Articulating our core raison d’etre and business was a good first step. But I also needed to get the
right people on the bus to join me in leading these changes,” Nadella said. He wanted a senior
leadership team (SLT) that would “lean into each other’s problems, promote dialogue, and be effective”.
“I don’t mean yes-men and yes-women,” he explained. “Debate and argument are essential. Improving
upon each other’s ideas is crucial. I wanted people to speak up. ‘Oh, here’s a customer segmentation
study I’ve done’. ‘Here’s a pricing approach that contradicts this idea’. It’s great to have a good, oldfashioned college debate. But there also has to be high quality agreement.” 15
To her surprise, Nadella selected Jill Tracie Nichols, Ballmer’s communications lead 2009–2014, as
his chief of staff in 2014. When she questioned why, Nadella told her: “I’ve seen you work with others
and you treat them well. You show respect. I want my office to be about the culture we are trying to
create and not about power.” 16
Peggy Johnson, a seasoned Qualcomm executive, became head of business development. Her job
would be to forge ties with former Silicon Valley rivals, such as Dropbox. “Satya was already on a
regular cadence of visiting the Valley, which was new for the CEO of Microsoft,” said Johnson. “And
he said to me, ‘I want you to be outside of Redmond as much as you are inside of Redmond’.”
Kathleen Hogan, who had experience at McKinsey and Oracle, would transition from leading
Microsoft’s global consulting and support business to partnering with Nadella on leading the cultural
transformation as chief people officer. Kurt DelBene, who “was handpicked by President Obama to fix
Healthcare.org” and once upon a time led the Office division, returned as chief strategy officer. Chris
Capossela headed up marketing and Scott Guthrie, an engineer who had worked with Nadella in
building the cloud business, would lead Cloud and Enterprise, Microsoft’s “fastest growing business”.
“Over time, these changes meant that some executives left,” recalled Nadella. “They were all talented
people, but the senior leadership team needed to become a cohesive team that shared a common
world view… We needed everyone to view SLT as his or her first team, not just another meeting they
attended. We needed to be aligned on mission, strategy and culture.” 17
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The 2015 annual executive retreat offered another opportunity to convey that things were changing.
“One aspect of the off-site really bugged me,” admitted Nadella. “Here we were with all this talent, all
this bandwidth, and all this IQ in one place just talking at each other in the deep woods. And frankly,
it seems like most of the talking was about poking holes in each other’s ideas. Enough.”
Nadella broke tradition by inviting the founders of companies Microsoft had recently acquired in the
year prior, such as Mojang, the maker of Minecraft. As Nadella said:
These new Microsoft leaders were mission-orientated, innovative, born in the mobilefirst and cloud-first world. I knew we could learn from their fresh, outside perspective.
The only problem was that most of these leaders did not officially “qualify” to go to
executive retreats given the person’s level in the organisation. To make matters
worse, neither did the manager, or even their manager’s manager… Inviting them
was not one of my more popular decisions. But they showed up bright-eyed,
completely ignorant of the history they were breaking. They asked questions. They
shared their own journeys. They pushed us to better. 18
Another change “not universally loved” was scheduling customer visits during the retreat. Despite
some “eye-rolling and groaning,” executives from different business lines were shuttled off together to
visit customers. The invigorated executives ended up talking for days about what they had learned
and what that meant for the future of Microsoft. “The transformation was under way,” concluded
Nadella.
From know-it-alls to learn-it-alls
At Microsoft’s July 2015 global sales conference in Orlando, Nadella revealed a fresh company
mission: “To empower every person and every organisation on the planet to achieve more.” The
original mission enshrined by Gates was “a computer on every desk and in every home.”
After covering business plans, including building an intelligent cloud platform, with the spotlight on his
face, Nadella talked about his children and what learning each of their special needs had meant for
him and his wife, Anu. Nearing the end of the speech, he turned to talking about the Microsoft culture:
We can have all the bold ambitions. We can have all the bold goals. We can aspire
to our new mission. But it’s only going to happen if we live our culture, if we teach our
culture. And to me, that model of culture is not a static thing. It is about a dynamic
learning culture. In fact, the phrase we use to describe our emerging culture is ‘growth
mindset’, because it’s about every individual, every one of us having that attitude –
that mindset – of being able to overcome any constraint, stand up to any challenge,
making it possible for us to grow and thereby for the company to grow.19
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In early 2015, Anu had given him a best-selling book by Stanford psychologist Carol Dweck entitled
Mindset: The New Psychology of Success. She had found it helpful in thinking about creating
conditions for success for one of their daughters who has learning differences, but suspected it might
also give Nadella some ideas for Microsoft. People who operate with a fixed mindset, the theory says,
are more likely to stick to activities that utilise skills they’ve already mastered, rather than risk
embarrassment by failing at something new. People focused on growth make it their mission to learn
new things, understanding that they won’t succeed at all of them at first. 20
This rang true for Nadella, who seized on the ideas to forge a plan for Microsoft. “Dweck divides the
world between learners and non-learners,” explained Nadella, “demonstrating that a fixed mindset will
limit you and a growth mindset can move you forward.” 21 Microsoft’s culture change, he concluded,
would centre on “the belief that everyone can grow and develop; potential is nurtured, not
predetermined; and anyone can change their mindset”. 22 They would shift from being “know-it-alls” to
“learn-it-alls.”
Nadella told Hogan that the primary things he wanted her to help him on was evolving the culture. At
an offsite with 180 executives divided into 17 teams, they started a dialogue on what kind of culture
they wanted to have. The 17 leaders became Hogan’s “culture cabinet,” charged with defining growth
mindset for Microsoft. 23 After much debate, and consultation with experts like Dweck, the group
articulated three pillars, all in the service of making a difference in the world:
Customer obsession. We need to obsess about our customers. At the core of our
business must be the curiosity and desire to meet a customer’s unarticulated and
unmet needs with great technology. This was not abstract: We all get to practice each
day. When we talk to customers, we need to listen. We need to be insatiable in our
desire to learn from the outside and bring that learning into Microsoft.
Diversity and inclusion. We are at our best when we actively seek diversity and
inclusion. If we are going to serve the planet as our mission states, we need to reflect
the planet. The diversity of our workforce must continue to improve, and we need to
include a wide range of opinions and perspectives in our thinking and decisionmaking. In every meeting, don’t just listen – make it possible for others to speak so
that everyone’s ideas come through. Inclusiveness will help us become open to
learning about our own biases and changing our behaviours so we can tap into the
collective power of everyone in the company. As a result, our ideas will be better, our
products will be better, and our customers will be better served.
One Microsoft. We are one company, one Microsoft – not a confederation of
fiefdoms. Innovation and competition don’t respect our silos, so we have to learn to
transcend those barriers. 24
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Throughout 2015 and 2016, Nadella spoke widely about the importance of mindset. “The CEO sets
the tone for the culture,” explained Nichols. “Gates and Ballmer were super-smart, driven and hardcharging. Their model was ‘precision questioning:’ picking apart ideas in meetings to test their validity
and the presenter’s conviction, and that approach flowed through the organisation. Satya models being
curious, seeking to learn as people bring him new ideas and information. 25
Grounding the pillars
“We made big intentional changes that would grab people’s attention,” said Hogan, “like changing the
performance review system … and small changes like giving people a list of 10 inclusive behaviours
and asking them to pick one and discuss it.” 26 “We never believed that there would be one thing that
would change the company. It would be a lot of things, big and small, reinforcing the change,” echoed
Nichols. 27
Customer obsession required employees to get up from their chairs and into the field. Dorothee Ritz,
Microsoft’s general manager for Austria in July 2015, encouraged her team to speak with customers
on their turf:
One account manager spent a week out on a street with police officers, trying to
understand when and where remote data could help them. Another account manager
spent two days in a hospital to observe first-hand and understand what it would really
mean to become paperless. 28
After a year of experimenting with “immersive experiences”, Ritz selected a set of key customers
(whom she calls partners) across industries ranging from car manufacturing to retailers to hospitals.
Fifteen executives from Microsoft went on-site to talk to their customers about their challenges. 29
“Getting to know each other in the context of solving a partner’s problems was more meaningful than
ropes exercises or off-site discussions,” explained Ritz. 30
The commitment to making Microsoft a safe and inclusive place was less about training than the
behaviour modelled by senior managers. For example, when Xbox sponsored a party at the 2016
Game Developer’s Conference, featuring scantily-clad women dancers 31, Xbox head Spencer made
a swift apology. “What made it easier for me to hold myself accountable was really believing in the
growth mindset piece of our culture.” 32 And, to ensure the numbers reflected the intentions, diversity
targets were set for senior management. 33
The infamous stack-ranking performance system was abolished, replaced by “continual feedback and
coaching” 34 and a compensation process that put more influence in the hands of managers. Instead
of basing rewards such as bonuses on an algorithm driven by employee ratings, managers are given
a budget for compensation that they can hand out as they see fit.
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Microsoft’s annual Hackathon, OneWeek, is an example of the new “one company” ethos. Employees
are invited to step away from their work and concentrate on a hack: a problem that, when solved, could
benefit people, business, society or the environment. People team up, plot a business plan, create a
prototype and then pitch it company-wide; winning hackathon teams are funded to build their projects.
At first, people wondered if OneWeek was worth the effort. But the potential to reach millions of people
around the world held a strong allure.
On September 26, 2017, Nadella’s book, Hit Refresh was released, and every employee received a
copy with a letter inside (see Exhibit 5). “Writing it was more for employees and to advance culture
than anything else,” said co-author Nichols. 35
Nudges and small reminders engage all 125,000 employees with the new culture. For example,
leaders close meetings with a reflection, “Was that a growth-mindset or fixed-mindset meeting? Why?”
Nadella issues monthly videos reviewing his top few learnings, prompting groups across Microsoft to
discuss their own learnings. Visitors to Redmond have been welcomed by elevator doors decorated
with the Chinese symbol for “listen”. Employees in the canteen are reminded to be lifelong learners
when they wipe their face – thanks to the napkin holders.
Role-modelling the change
Eight months into his tenure, Nadella gave the keynote speech at the Grace Hopper Celebration of
Women in Computing, an annual event for women in the tech industry. During the Q&A, Dr Maria
Klawe, a computer scientist and former Microsoft board member, asked Nadella what advice he had
for women seeking a pay raise who are not comfortable asking. He advised patience, and “knowing
and having faith that the system will actually give you the right raises as you go along.”
Nadella’s comments went viral, provoking outrage. He was mocked publicly as ignorant of welldocumented gender pay gaps, and his stated commitment to diversity was questioned. Instead of
waiting for the furore to settle, Nadella said, “I was determined to use the incident to demonstrate what
a growth mindset looks like under pressure.” 36
By email, the CEO told his employees he had “answered that question completely wrong”. Nadella
explored his own biases and asked his executive team to do the same. It made an impression with his
top team, including Hogan, who said: “I became more committed to Satya, not less. He didn’t blame
anybody. He owned it. He came out to the entire company and he said, ‘We’re going to learn, and
we’re going to get a lot smarter’.” 37
There were plenty of other opportunities to learn from public mistakes.
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In March 2016, researchers at Microsoft’s Future Social Experiences (FUSE) Labs unveiled Tay, an
AI-based chatbot. Tay soon became a powerful reminder that “AI can (and often should) behave in
ways human creators might not expect”. 38 Twitter trolls discovered that if they “pummelled Tay’s
account with racism, sexism and other hateful rhetoric – a scenario Microsoft had not accounted for –
she would spew some of it back.” 39 In just 24 hours, the bot tweeted 96,000 times in an “increasingly
vile fashion”. Microsoft’s public AI experiment “failed by its own standards”.
It was a “humiliation,” the press scorched. Undeterred, Nadella wrote to Tay’s creators, “Keep pushing,
and know that I am with you.” In December 2016, Microsoft launched Zo, a bot similar to Tay, but
designed to be more “troll-resistant.”
Reflecting on what he described as the most difficult lesson he had learned, at the 2016 Game
Developer’s conference Xbox chief Spencer echoed his boss. “When we make mistakes – and we
bump, or collide, into each other – the easy way is to retreat, maybe even to deny there’s a problem.
Instead, I think we have to be humble. I think we have to be active learners – read, educate ourselves,
try to understand other people’s journeys, and read some more. And then, better informed, I think we
commit to leading with deliberate purpose.” 40
Four years on
Today, Microsoft is once again a magnet for top engineering talent, rated as one of five best AI
companies for employees 41, and Nadella has a Glassdoor employee approval rating of 95%.
“Our industry doesn’t respect tradition,” said Nadella, “it respects innovation.” His first four years have
seen a number of bold tech decisions; for example, investments in quantum computing and mixed
reality, and innovations such as HoloLens, a holographic computer that enables people to interact with
holograms.
Today, over 95% of Fortune 500 companies choose Azure, Microsoft’s cloud computing service. Azure
has announced 50 regions globally, with 40 generally available today – more than any other major
cloud vendor. The company has embraced Linux, the open-source Windows rival “rather than clinging
to Windows like a security blanket.” Nadella’s $26 billion deal for LinkedIn, which combines LinkedIn’s
500 million professional users with the 85 million people who use Office 365, “gives Microsoft a
formidable data hoard for its AI operations.” 42
“After years of intensive focus,” Nadella said of the culture change, “we began to see some
encouraging results.”
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Employees told us they felt the company was heading in the right direction. They felt
we were making the right choices for long-term success and they saw different
groups across the company working together more…
But we also saw some trends that were not as encouraging. When asked whether
their vice president, or group leader, was prioritising talent movement and
development, the results were worse than they’d been before our culture-building
project began. Even the most optimistic workers will become discouraged if they are
not being developed. I had set a clear mission and envisioned an empowering culture.
Employees and senior leaders were on board, but we had a missing link-middle
management. 43
Expecting 125,000 people to take a learning-oriented approach to their work is a significant task. Not
everyone gets it right away. “It’s a lot like love, grace, or forgiveness,” said Nichols. “Words don’t
describe it until you experience it.”
At a meeting of 150 Microsoft executives that Nadella convened to discuss developing high potentials,
he shared a story. One of his managers had told him that five of his team members didn’t have a
growth mindset. “The guy was just using growth mindset to find a new way to complain about others,”
Nadella told the group. He declared the whining over. “To be a leader in this company, your job is to
find the rose petals in a field of shit.” 44
“Cultural transformation is hard and demanding work,” agreed Spencer. “Four years into it, it’s still
sometimes incredibly slow and incredibly painful to get everyone on board, much less to admit our
own biases.” 45
The future
In September 2017, at Microsoft Ignite, an annual conference for developers and IT professionals,
Nadella closed with an ambition:
The core soul of our company is to empower every person and every organisation on
the planet to achieve more. That means we want to democratise the access to
technology.
I was reminded of a poem I’ve read by Vijay Seshadri, the Pulitzer Prize-winning poet
from 2014, called Imaginary Number. The last line goes: ‘The soul, like the square
root of minus 1, is an impossibility that has its uses.’ It definitely does.
We all seek to unlock the unimaginable and solve the impossible. That’s the quest
we are on. 46
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Copyright © 2018 London Business School
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Exhibits
Exhibit 1: Evolution of Microsoft’s share price
Source: Macrotrends
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Exhibit 2: Top players by market share and revenue growth in cloud computing, Q2 2017
Source: Synergy Research Group
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Exhibit 3: Organisation-chart cartoon courtesy of Manu Cornet
Source: http://bonkersworld.net/
This file is licensed under the Creative Comm
