If you don't have a real stake in the new, then just surviving on the old - even if it is about efficiency - I don't think is a long-term game.
Satya NadellaRead
Ultimately, what any company does when it is successful is merely a lagging indicator of its existing culture.
Interpretation
A company's success reflects its internal culture and values.
This quote by Satya Nadella emphasizes that the success of a company is not solely attributed to its strategies or actions but is instead a reflection of its prevailing culture. A positive, strong culture drives performance and results, making success a natural outcome rather than a mere goal.
In practice
This quote can be used in a corporate training session to highlight the importance of company culture.
If you don't have a real stake in the new, then just surviving on the old - even if it is about efficiency - I don't think is a long-term game.
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.
What matters is 'Have you done a better job of making our experiences feel like home on Windows?' That's our real goal, and that's what we're going to stay focused on.
If you don't jump on the new, you don't survive.
I want everyone inside of Microsoft to take that responsibility. This is not about top-line growth. This is not about bottom-line growth. This is about us individually having a growth mindset.
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.
In the long run managements stressing accounting appearance over economic substance usually achieve little of either.
Of all the things that your company owns, brands are far and away the most important and the toughest. Founders die. Factories burn down. Machinery wears out. Inventories get depleted. Technology becomes obsolete. Brand loyalty is the only sound foundation on which business leaders can build enduring, profitable growth.
Investors are always biased to invest in things they themselves understand. So venture capitalists like Uber because they like driving in black town cars. They don't like Airbnb because they like staying in five-star hotels, not sleeping on people's couches.
There's a fundamental distinction between strategy and operational effectiveness.
When I read about young designers selling 51 percent of their company to someone else, I cringe. I want to say, 'Don't do it - call me first.'
Cutting prices or putting things on sale is not sustainable business strategy.
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