businessperson, chief executive officer, computer scientist, engineer, manager, electrotechnician
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Be passionate and bold. Always keep learning. You stop doing useful things if you don't learn. So the last part to me is the key, especially if you have had some initial success. It becomes even more critical that you have the learning 'bit' always switched on.
You look at marketing: everything that's happening in marketing is digitized. Everything that's happening in finance is digitized. So pretty much every industry, every function in every industry, has a huge element that's driven by information technology. It's no longer discrete.
Longevity in this business is about being able to reinvent yourself or invent the future.
One thing we've talked a lot about, even in the first leadership meeting, was, what's the purpose of our leadership team? The framework we came up with is the notion that our purpose is to bring clarity, alignment and intensity.
It's not about the failure, it's about learning from the failures. Failure itself cannot be celebrated.
In our business, things look like a failure until they're not. It's pretty binary transitions.
Human language is the new UI layer, bots are like new applications, and digital assistants are meta apps. Intelligence is infused into all of your interactions.
We are the only ones who can harness the power of software and deliver it through devices and services that truly empower every individual and every organization. We are the only company with history and continued focus in building platforms and ecosystems that create broad opportunity.
We have a lot of work to do. We have 90% of PC [market] share and 14% of total device share. We get that,
When I think about my career, my successes are built on learning from failures.
We will continue to be in the phone market not as defined by today's market leaders, but by what it is that we can uniquely do in what is the most ultimate mobile device.
We need to ask ourselves not only what computers can do, but what computers should do.
What I think needs to be done in 2018 is more dialogue around the ethics, the principles that we can use for the engineers and companies that are building AI [artificial intelligence], so that the choices we make do not cause us to create systems with bias.
AI is going to be one of the trends that is going to be the next big shift in technology. It's going to be AI at the edge, AI in the cloud, AI as part of SaaS applications, AI as part of in fact even infrastructure. And to me, to be the leader in it, it's not enough just to sort of have AI capability that we can exercise—you also need the ability to democratize it so that every business can truly benefit from it. That to me is our identity around AI.
Microsoft has a long history of taking a principled approach to how we live up to our mission of empowering every person and every organization on the planet to achieve more with technology platforms and tools, while also standing up for our enduring values and ethics.
At Microsoft, we're aspiring to have a living, learning culture with a growth mindset that allows us to learn from ourselves and our customers. These are the key attributes of the new culture at Microsoft, and I feel great about how it seems to be resonating and how it's seen as empowering.
You look at marketing: everything that's happening in marketing is digitized. Everything that's happening in finance is digitized. So pretty much every industry, every function in every industry, has a huge element that's driven by information technology. It's no longer discrete.
In our business, things look like a failure until they're not. It's pretty binary transitions.
It's not about the failure, it's about learning from the failures. Failure itself cannot be celebrated.
Longevity in this business is about being able to reinvent yourself or invent the future.