31 Jul 2021 4 min read book

Weekly Book Club 038 (Exclusive) - Hit Refresh

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(The English version follows)

近几年微软的变化有目共睹：不仅 Windows 有了极大的变化，它还发布了一系列令人喜爱的硬件产品，而且云业务页蒸蒸日上。而这一切，都要归功于 CEO - Satya Nadella 的领导。要想了解 Satya 的想法，就不得不读他于2017年出版的自传 -- Hit Refresh。他在这本书中阐述了自己关于微软，领导力，变化，公司文化和技术的思考：

CEO 的 C 其实是文化的首字母，ta 是公司文化最坚定的维护者；
改变公司文化非常困难，因为最大的阻力来自改变带来的未知；
领导力意味着作出选择，并让整个团队接受并践行这个选择；
是否拥抱技术变化将决定领袖的差异；
经济增长 = 教育创新 * 技术应用的密度

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The changes at Microsoft in recent years are clear: not only has Windows changed dramatically, but it has also released a series of favorite hardware products, and its cloud business page is booming. And this is all thanks to the leadership of the CEO - Satya Nadella. To understand Satya's thoughts, one has to read his autobiography - Hit Refresh - published in 2017. He sets out his thoughts on Microsoft, leadership, change, company culture and technology:

the C in CEO is actually the initials for culture and is the ultimate defender of the company's culture.
changing the company culture is very difficult because the greatest resistance comes from the unknown that comes with change.
leadership means making a choice and getting the entire team to embrace and practice that choice.
that whether or not one embraces technological change will determine the difference in leadership.
economic growth = educational / innovation * density of technology adoption

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She always believed in doing your thing, and at your pace. Pace comes when you do your thing. So long as you enjoy it, do it mindfully and well, and have an honest purpose behind it, life won’t fail you.
I think that is perhaps the number one thing that leaders have to do: to bolster the confidence of the people you’re leading.
Ultimately, Bing would prove to be a great training ground for building the hyper-scale, cloud-first services that today permeate Microsoft. We weren’t just building Bing, we were building the foundational technologies that would fuel Microsoft’s future.
I wanted to make deals, but I also wanted to learn more about how they engineered their products to stay fresh. I found that the key was agility, agility, agility. We needed to develop speed, nimbleness, and athleticism to get the consumer experience right, not just once but daily.
The one irrefutable truth is that in any large organization, any transformation that is to ‘stick’ must come from within.
Leadership means making choices and then rallying the team around those choices.
But envy is negative and outer-directed, not driven from within, and so I knew that it wouldn’t carry us very far down the path to true renewal.
I like to think that the C in CEO stands for culture. The CEO is the curator of an organization’s culture.
Culture change is hard. It can be painful. The fundamental source of resistance to change is fear of the unknown. Really big questions for which there are no certain answers can be scary.
The first is to bring clarity to those you work with. This is one of the foundational things leaders do every day, every minute.
Second, leaders generate energy, not only on their own teams but across the company.
Third, and finally, they find a way to deliver success, to make things happen.
Employees. Customers. Products. Partners. Each element needs time, attention, and focus if I’m going to create the value for which I am ultimately accountable. All four are important, and without discipline even the best managers can overlook one or more.
Tomorrow always begins with a chance to create new opportunities.
In a 2002 memo Bill Gates sent to Microsoft employees, he expressed the idea that trustworthy computing is more important than any other part of our work.
The most profound difference between leaders is whether they fear or embrace new technology.
∑ (Education + Innovation) × Intensity of Tech Use = Economic Growth
On average, each additional industrial robot reduces employment by about three workers.

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