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Hit Refresh: The Quest to Rediscover Microsoft's Soul and Imagine a Better Future for Everyone (English Edition) Kindle版

英語版 Satya Nadella (著), Greg Shaw (著), Jill Tracie Nichols (著), 形式: Kindle版
4.4 5つ星のうち4.4 4,650個の評価
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“At the core, Hit Refresh, is about us humans and the unique quality we call empathy, which will become ever more valuable in a world where the torrent of technology will disrupt the status quo like never before.” – Satya Nadella from Hit Refresh

“Satya has charted a course for making the most of the opportunities created by technology while also facing up to the hard questions.” – Bill Gates from the Foreword of Hit Refresh

The New York Times bestseller Hit Refresh is about individual change, about the transformation happening inside of Microsoft and the technology that will soon impact all of our lives—the arrival of the most exciting and disruptive wave of technology humankind has experienced: artificial intelligence, mixed reality, and quantum computing. It’s about how people, organizations, and societies can and must transform and “hit refresh” in their persistent quest for new energy, new ideas, and continued relevance and renewal. 

Microsoft’s CEO tells the inside story of the company’s continuing transformation, tracing his own personal journey from a childhood in India to leading some of the most significant technological changes in the digital era. Satya Nadella explores a fascinating childhood before immigrating to the U.S. and how he learned to lead along the way. He then shares his meditations as a sitting CEO—one who is mostly unknown following the brainy Bill Gates and energetic Steve Ballmer. He tells the inside story of how a company rediscovered its soul—transforming everything from culture to their fiercely competitive landscape and industry partnerships. As much a humanist as engineer and executive, Nadella concludes with his vision for the coming wave of technology and by exploring the potential impact to society and delivering call to action for world leaders.

“Ideas excite me,” Nadella explains. “Empathy grounds and centers me.” Hit Refresh is a set of reflections, meditations, and recommendations presented as algorithms from a principled, deliberative leader searching for improvement—for himself, for a storied company, and for society.

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‘Satya has charted a course for making the most of the opportunities created by technology while also facing up to the hard questions. He offers his own fascinating personal story, more literary quotations than you might expect, and even a few lessons from his beloved game of cricket’ Bill Gates

著者について

Satya Nadella is a husband, a father, and the chief executive officer of Microsoft – only the third in the company’s forty-year history. On his twenty-first birthday, Nadella emigrated from Hyderabad, India, to the United States to pursue a master’s degree in computer science. He joined Microsoft in 1992. As much a humanist as a technologist, Nadella defines his mission and that of the company he leads as empowering every person and every organisation on the planet to achieve more.

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  • ASIN ‏ : ‎ B01HOT5SQA
  • 出版社 ‏ : ‎ Harper Business; Updated版 (2017/9/26)
  • 発売日 ‏ : ‎ 2017/9/26
  • 言語 ‏ : ‎ 英語
  • ファイルサイズ ‏ : ‎ 2331 KB
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  • 本の長さ ‏ : ‎ 289ページ
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著者はマイクロソフトの現CEO。
言うまでもなく同社の創業者はビル・ゲイツ。パソコン用のOSであるWindowsでコンピュータの標準を占めて、ビジネス用アプリであるOfficeで事務の革新を進めてきた同社も、アマゾンやグーグルの台頭の前に足踏みをしているように見えた。
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Laxminarayan
5つ星のうち5.0 Hit Refresh: A Refreshing Take on Leadership
2024年1月17日にインドでレビュー済み
Amazonで購入
If you're looking for a book that blends insightful leadership lessons with an insider's view of corporate reinvention, then Satya Nadella's "Hit Refresh" is a must-read. As someone inspired by Nadella's approach, here's what I found particularly compelling:

1. Empathy at the core: The book dives into Nadella's core belief in empathy as a driving force for leadership. It's not just about understanding customers, but fostering it within teams and creating a culture of collaboration. This resonated with me, especially seeing how it contributed to Microsoft's shift towards a more open and customer-centric company.

2. Growth mindset & learning: Nadella's emphasis on "growth mindset" resonated deeply. He encourages embracing challenges, continuous learning, and a willingness to adapt. This resonated with Microsoft's transformation, where they moved beyond their comfort zone and embraced new technologies and markets.

3. Putting people first: The book highlights Nadella's focus on empowering employees and fostering a diverse and inclusive environment. This shift in culture is palpable within Microsoft today, creating a more engaged and productive workforce.

4. Embracing the future: Nadella's vision for the future of technology is both inspiring and thought-provoking. He explores artificial intelligence, mixed reality, and quantum computing, offering a glimpse into a world full of possibilities.

Overall, "Hit Refresh" is a refreshing and insightful read. It's not just a leadership book for corporate executives; it's a story of transformation that holds valuable lessons for anyone navigating change and innovation in any field.
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massimiliano de angelis
5つ星のうち5.0 happy of spend my time reads this book
2023年6月5日にイタリアでレビュー済み
Amazonで購入
great man ,reads your story is a must
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Vintage Kerry
5つ星のうち5.0 Interesting read
2021年2月19日にカナダでレビュー済み
Amazonで購入
One can surmise from the content of this book why Microsoft has experienced a renaissance. Thoughtful and articulate with a viewpoint that shifts from microscope to telescope and back rather seamlessly.
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Peter de Toma sen.
5つ星のうち5.0 Satya Nadella – Hit Refresh-Rediscover Microsoft’s Soul – reflections on IBM
2020年10月16日にドイツでレビュー済み
Amazonで購入
James Cortada in his new book “IBM The Rise and Fall and reinvention of a Global Icon” published in 2019, writes correctly the following without elaborating this phase of IBM’s history in details – original quotes:
Pg. 379: Over time, it became clear that the disappointing story of IBM’s PC mirrored the declining performance of the entire company.
Pg. 398: Known to few outside of IBM and Microsoft, in mid-1986 Gates had offered to sell IBM a portion of his company. He needed cash to fund development of new operating systems. … Bill Lowe (IBM) declined the offer, making what was perhaps the second-biggest mistake in IBM’s history up to that time, following his first one, not insisting on proprietary rights to Microsoft’s DOS operating system or similarly for the Intel chip used in the PC. … In fairness to Lowe, he remained nervous that such an acquisition might reactivate the U.S. Department of Justice’s antitrust concerns.
Pg. 407: Sam Palmisano (IBM chairman and CEO 2002-2011), commenting on the performance of IBM’s rivals, admitted, “They really outexecuted us.”
My comments (MC in the following review):
First, Microsoft’s offer became known to the public in 1993: “Big Blues - The Unmaking of IBM” Pg. 118/119/131.
Second, Microsoft was a company of fewer than a dozen employees in 1978; in 1980, when IBM approached Microsoft to produce or provide software for the forthcoming IBM PC, Microsoft at that point had only 31 employees!
Third, Palmisano was wrong: Microsoft & Co did not outexecute IBM, they, especially Bill Gates, outsmarted the whole IBM executive team working with Microsoft!

Now you can imagine how interesting it is, to re-read or read Satya Nadella’s very interesting book and reflect on the ways Microsoft versus IBM went along.
Below you will find original quotes taken from Nadella’s book with my comments (MC) in context with IBM’s way of doing business:
Pg. 002: So when I was named Microsoft’s third CEO in February 2014, I told employees that renewing our company’s culture would be my highest priority.
MC: Virginia Rometty became the nineth IBM CEO if you start counting with Thomas Watson Sr., what I am doing here – deviating from James Cortada. The IBM culture was not on her agenda, her first top agenda was the shareholder-value focused Roadmap 2015 – 20$ Earnings per Share (EPS) per year end 2015. This goal – far from any chance to achieve this futile goal - was abandoned in October 2014!
Pg. 045: By 2008, storm clouds were gathering over Microsoft. PC shipments … had leveled off. …
Meanwhile, Amazon had quietly launched Amazon Web Services (AWS), establishing itself for years to come as a leader in the lucrative, rapidly growing cloud services business. … The PC Revolution of the 1980s, led by Microsoft, Intel, Apple, and others, had made computing accessible to homes and offices around the world.
MC: Besides the fact, that Nadella does not mention IBM in the PC business, you would not find cloud computing on IBM CEO Palmisano’s agenda – he retired 2011.
Pg. 046: By June 2008, Amazon already had 180,000 developers building applications and services for their cloud platform. Microsoft did not yet have a commercially viable cloud platform. … Pg. 047: “You (Nadella) should think about it, though,” Steve (Ballmer, Microsoft CEO) added. “This might be your last job at Microsoft, because if you fail there is no parachute. You may just crash with it.”
MC: who told Rometty, IBM CEO 2012-2020, retiring this year, something like that? What is the marching order for Arvind Krishna and Jim Whitehurst starting as IBM CEO and IBM President respectively after the very expensive acquisition of Red Hat in 2019 and the forthcoming split of IBM into two separate companies?
Pg. 053: In late 2010, Ray Ozzie announced in a long internal memo that he was leaving Microsoft. He wrote in his departure e-mail, “The one irrefutable truth is that in any large organization, any transformation that is to ‘stick’ must come from within.” While Red Dog was still in incubation and had booked little revenue, he was correct that the transformation of Microsoft would come from within. … Steve had already proclaimed that the company was all-in on the cloud, having invested $8.7 billion in research and development, much of it focused on cloud technologies. Right around that time, Steve asked that I lead server and tools business (STB), which today has evolved into Microsoft’s cloud and enterprise business. … Pg. 054: When I took over our fledgling cloud business in January 2011, analysts estimated that cloud revenues were already multi-billions of dollars with Amazon in the lead and Microsoft nowhere to be seen.
MC: IBM was in a similar position. Instead of innovation from within IBM under Palmisano and Rometty focused on innovation by acquisition, starting with the acquisition of the privately held company SoftLayer for $2Billion; crowned with the acquisition of Red Hat for 34B$! IBM’s innovation from within despite leading US Patent List for 26 years in a row???
Pg. 055: Shortly after I took over, the company issued this statement: “Nadella and his team are tasked with leading Microsoft’s enterprise transformation into the cloud and providing the technology roadmap and vision for the future of business computing.” Pg. 057: It was important that the transformation come from within, from the core. It’s the only way to make change sustainable.
MC: IBM CEO Rometty did not take over any such responsibility, she focused on the Roadmap 2015, innovation by acquisition and blowing up the balance sheet with “Goodwill”. 2011: Good Will/Total Assets: 26.213M$/116.433M$ - 2019: 58.222M$/152.186M$ - see Red Hat acquisition in 2018/2019.
Pg. 061: We changed the name of the product from Windows Azure to Microsoft Azure to make it clear that our cloud was not just about Windows. … Today Microsoft is on course to have its own $20 billion cloud business.
MC: this was written in 2017; “IBM to acquire Red Hat in a deal valued at $34 billion” was the CNBC headline on CNBC.com October 28th, 2018. Lora Kolodny reported:
IBM announced plans to acquire Red Hat in a deal valued at about $34 billion.
Prior to the acquisition, Red Hat's market capitalization stood at approximately $20.5 billion.
The acquisition is by far IBM's largest deal ever, and the third-biggest in the history of U.S. tech.
According to a joint statement, IBM will pay cash to buy all shares in Red Hat at $190 each.
Shares in Red Hat closed at $116.68 on Friday before the deal was announced. Red Hat earned $259 million on revenue of $2.92 billion.
Pg.062: The cloud business taught me a series of lessons I would carry with me for years to come. Perhaps the most important is this: A leader must see the external opportunities and the internal capability and culture and all of the connections among them – and respond to them before they become obvious parts of the conventional wisdom. It’s an art form, not a science.
MC: with almost countless acquisitions since 2002 the question is, what is the inside IBM staff versus the staff acquired? What is the current business culture applied and lived within IBM?
Pg. 072: A few months after I became CEO, the Nokia deal closed, and our teams worked hard to relaunch Windows Phone with new devices and a new operating system that came with new experiences. But it was too late to regain the ground we had lost. We were chasing our competitors’ taillights. Months later, I would have to announce a total write-off of the acquisition as well as plans to eliminate nearly eighteen thousand jobs, the majority of them because of the Nokia devices and services acquisition.
MC: will the already announced split of IBM into two separate companies trigger a careful analysis of the Good Will in the balance sheet and with which consequences?
Pg. 094: I had essentially asked employees to identify their innermost passions and to connect them in some way to our new mission and culture.
MC: The new IBM CEO, the new IBM President and their teams are facing this challenge now, while there is the IBM Corporation on one side and Red Hat owned by IBM on the other side, both companies have different missions and culture – so far. See the book “The Open Organization” by Jim Whitehurst, CEO of Red Hat, published in 2015!
Pg. 126: Every company is becoming a digital company, and that process begins with infusing their products with intelligence. Experts estimate between 20-50 billion “connected thins” will be in use by 2020.
MC: I hope and assume, that IBM is well prepared to be successful in this business.
Pg. 140: Here is one way to think about the convergence of these coming technology shifts. With mixed reality we are building the ultimate computing experience … Artificial Intelligence powers every experience, augmenting human capability. … Finally, quantum computing will allow us to go beyond the bounds of Moore’s Law. Pg. 160: … quantum computing … Among those racing to understand it are Microsoft, Intel, Google, and IBM as well startups … Pg. 161: Today we have an urgent need to solve problems that would tie up classical computers for centuries, but that could be solved by a quantum computer in a few minutes or hours. It would take a classical computer 1 billion years to break today’s RSA-2048 encryption, but a quantum computer could crack it in about a hundred seconds, or less than two minutes. Pg. 166: Don’t imagine that one day a quantum computer will take the form of a new stand-alone, super-fast PC that will sit on your desk at work. Instead, a quantum computer will operate as a co-processor, receiving its instructions and cues from a stack of classical processors. It will be a hybrid device that sits in the cloud and accelerates highly complex calculations beyond our wildest dreams. … Experimental development of qubits has progressed to the point where scalable qubit technology now exists. Looking ahead to the next few years, we can expect so see the development of small quantum computers. Pg. 183: We live in a time of what David Gelernter calls the “mirror worlds”; the physical world is mirrored in an online world where data is accumulating and taking on more and more significance. How big is our data becoming? So called Big Data – information stored and analyzed in the cloud – is on track to reach 400 trillion gigabytes by 2018. Pg. 198: AI will fail if it can’t complement its IQ with EQ.
Pg.204: Cynthia Breazeal at the MIT Media Laboratory said, “After all, how we experience the world is through communications and collaboration. If we are interested in machines that work with us, then we can’t ignore the humanistic approach. Pg. 208: In their first report, Artificial Intelligence and Life in 2030, the study panel noted that AI and robotics will be applied “across the globe in industries struggling to attract younger workers, such as agriculture, food processing, fulfillment centers and factories.” The report found no cause for concern that AI is an imminent threat to humankind. “No machines with self-sustaining long-term goals and intent have been developed, nor are they likely to be developed in the near future.” Pg. 225: … by 2020 just 16 percent of people in the world’s poorest countries and only 53 percent of the total global population will be connected to the Internet. At this rate, universal Internet access in low-income nations won’t be achieved until 2042. And with no Internet access, there is no cloud access. Pg. 237: We’ve invested more than $15 billion in constructing thirty of the world’s most sophisticated regional data centers, positioning them to support local entrepreneurship and public sector services in North America, South America, Asia, Africa, and Europe.
MC: IBM today and again is here in a very tough head-to-head competition with Microsoft; IBM is very well focused and positioned in the areas of Artificial intelligence and Quantum Computing. On 20th August, 2020, IBM announced that it had doubled last year's quantum volume 32 to a quantum volume of 64 using one of its newest 27-qubit Falco processors. Arvind Krishna, 58 years old, with a PhD in electrical engineering and Indian roots – like Satya Nadella – runs IBM since April 6th, 2020. The IBM – Microsoft race is on – again!
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Alexandre González Rodríguez
5つ星のうち5.0 Encuadernación perfecta, contenido espectacular
2020年6月6日にスペインでレビュー済み
Amazonで購入
Es increíble ver la transformación por la que ha pasado Microsoft, en parte gracias a Satya. Sin embargo, lo interesante de este libro es la visión personal de Satya, no solo se centra en el trabajo y de hecho deja claro muchas veces que no es lo más importante.
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