Microsoft CEO Nadella focused on artificial intelligence for three years led Microsoft's share price to rise 80%

"USA Today" published an analysis article on Monday, summarizing the performance of Satya Nadella as CEO of Microsoft for three years. The article pointed out that after Nadella took office, not only did Microsoft's share price rise by 80%, but it also changed Microsoft's corporate culture. The following is a summary of the article:

In March last year, Microsoft launched Tay.ai (hereinafter referred to as "Tay"), a chat robot for the Twitter platform, hoping to introduce users into a new era of dialogue between humans and artificial intelligence.

But in just a few hours, the hackers turned Tay into a gang-like racist, not only insulting users, but also published racist comments and inflammatory political declarations. Microsoft subsequently issued a statement apologizing: "The artificial intelligence chat robot Tay is a machine learning project designed to communicate with humans. During the learning process, some of the responses it made were inappropriate, reflecting some people doing it. The type of language that is interactive. We are making some adjustments to Tay."

In the old days of Microsoft, such an embarrassing situation, the head of the Tay team will of course be dismissed. However, Nadella, who had worked as a Microsoft engineer, did not take the Tay team, but sent an email encouraging them. In the three years since becoming CEO of Microsoft, under the leadership of Nadella, Microsoft's market value has returned to a record high of $500 billion.

"Go ahead, make it clear that I am with you," Nadella wrote in an email. While urging the Tay team to accept criticism with the right attitude, “deeply sympathize with all those who have been hurt by Tay. The key is to continue learning and improving.”

The team's answer was that a new artificial intelligence chat robot, Zo, was launched last December. So far, Zo has not had any problems.

"For the leader, the key is not to scare people, but to provide help to solve real problems," Nadella said in accepting USA Today. “If subordinates are afraid of doing things, it’s hard or impossible to really drive innovation.”

Under the leadership of Nadella, a corporate culture transformation like an earthquake has shaken Microsoft. The transformation of corporate culture is only part of Microsoft's all-round transformation. The company is transforming from a software licensing business that relied heavily on the shrinking of the past to a prosperous, cloud-based business.

In the process, Nadella has been trying to get investors and employees back to Microsoft's once brilliant but decadent brand. As part of this strategy, in order to catch up with the latest technology trends, Microsoft has acquired a number of companies and added fresh blood to existing teams. However, Nadella ultimately believes that success comes from reviving the magic inside Microsoft.

“I know more clearly than ever that my job is to nurture a corporate culture. If you don’t focus on cultivating a culture that allows employees to do their best, then nothing can be done.”

Innovation is the lifeblood of any business, especially for companies that are fighting in the ever-changing world of technology. Whether it's Facebook or Yahoo, it's only a short-lived move to miss out on new trends.

For a giant company like Microsoft, fostering revenue-generating ideas through corporate culture change is the key to the company's enduring success. "Microsoft has seen tremendous growth in one direction from cloud computing," said Jan Dawson, an analyst at market research firm Jackdaw Research. The current annual revenue of Microsoft Cloud Business reached $13 billion, ranking second only to Amazon's AWS in the market.

Since Nadella became CEO of Microsoft, the company's share price has broken through the historical high price set in 1999, with a cumulative increase of nearly 80%. However, in the past year, Nadella has not led Microsoft to let the company's revenue break the limit of the percentage increase of the unit.

"Microsoft has a lot of traditional business, they are a symbol of Microsoft's strength, but it is also a stumbling block on the road to innovation. The growth of new business seems to only offset the impact of the long-term decline of other businesses," Dawson said.

Revive the "permanent mission"

Almost since its inception in 1975, Microsoft has made amazing profits with the rise of the computer wave. Because it almost monopolizes the PC operating system market, let Microsoft give more orders, rather than listen.

But after entering the new millennium, Microsoft is a bit wolf because it is unable to control new trends such as smartphones and social networks and the wave of product development. “When I came to Microsoft in 1992, we often talked about our mission to bring PCs to every family. By the end of the 1990s, at least in developed markets, we have achieved this goal,” said Nadella. . “We confuse the concept of permanent mission and time goals, which often plagues me. Now, whether it's a decision about a new product or a new recruit, I always think about mission and corporate culture.”

Nadella said that his work attitude has benefited from the influence of former Microsoft executives, his former boss, and the current North Dakota governor, Doug Burgum. "He said that it takes more time to work than to spend time on children, so it is better to have a deeper meaning in the work. This is a turning point in my personal work," Nadella said.

Nadella’s enthusiasm extends even to occasionally calling promising college graduates. They are far from being scared, "because there is no fear," Nadella said with a smile. "They will say, 'I have five letters of appointment in my hand, telling me why I want to join Microsoft.'"

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