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商业 - 科技

微软CEO:文化不变,复兴无望

Andrew Nusca 2014年07月16日

微软新任CEO在《财富》科技头脑风暴大会上说,这家科技巨头需要争夺移动市场份额。它需要把Windows扩展到各种设备。但他同时直言,如果不改变文化,这一切根本就不可能发生。

    微软(Microsoft)必须改变。

    微软应该专注于它的核心——Xbox不是它的核心竞争力。

    微软必须在市场彰显自身的不同之处,而它的独到之处在于生产力。

    微软的确可以改善营销工作。

    微软应该找到一种方法,使Windows在可穿戴技术领域成为像它在个人电脑技术领域一样具有辨识度的产品。

    微软需要挺进移动领域。

    萨蒂亚•纳德拉,微软这家总部位于华盛顿州雷德蒙德的公司的首席执行官在《财富》科技头脑风暴大会(Fortune Brainstorm Tech)的舞台上重申了他在上周发给公司127,104名员工的一份备忘录中概述的战略,同时通过其他方式展示,他已经掌控了这家一直被批评为笨拙不堪、迷失方向的公司。

    在跟阿斯本研究所(Aspen Institute)总裁沃尔特•艾萨克森犹如连珠炮似的对话中,和蔼可亲的纳德拉始终恪守他打算传递的讯息。他的目标:表明他正在聆听(种种批评声音),他正在寻找(一条前进道路),他正在认识到(投资者和开发商都在寻找对公司的信心)。

    微软应该拥有什么名声?“生产力,”纳德拉毫不犹豫地回答道。“微软能够增加的独特价值都是围绕着生产力和平台,”他说。“就广义而言,生产力是我们能够做出独特贡献的领域。”

    他说,生产力不只涉及工作场所。请从个人的角度来考虑这个问题,生产力可延伸到家庭和外出旅途中。他反问:“我可以从人生的每一刻获取更多价值吗?我是否需要工具和服务来帮助我?”

    比如,当你在家做饭,使用手机在一本书中拍了一张菜谱照片,软件随即会采用光学字符识别技术将菜谱内容翻译出来。纳德拉说:“这就是面向生活、而不是工作的生产力。”

    关于做一家“平台公司”

    “我们所做的一切都必须成为其他人依靠的平台,我认为这种理念是我们公司的核心所在,”纳德拉告诉艾萨克森,同时援引了Exchange识别系统和Windows Shell的例子。“但我认为大家暴露在Office等工具内部的个人数据可以作为一种管理工具提供给IT服务开发商。”

    纳德拉表示,人们需要用更开阔的思路来看待Office,而不是仅仅把它看成是一个应用程序集合。就以该公司的智能个人助理Cortana为例:“在我看来,这是对生产力的重新定义,”他说,因为它触及大家所有的个人信息,既包括工作信息,还包括私人信息。

    Microsoft must change.

    Microsoft should focus on its core—and Xbox isn’t it.

    Microsoft has to differentiate itself in the marketplace, and productivity is the way to do it.

    Microsoft could really do a better job marketing itself.

    Microsoft ought to find a way to make Windows as identifiable with wearable technology as it is with the personal computer.

    Microsoft needs to be mobile.

    Satya Nadella, the chief executive of the Redmond, Wash.-based company MSFT 0.12% , took to the stage here at the Fortune Brainstorm Tech conference to reiterate the strategy that he outlined in a memo sent to his 127,104 employees last week and otherwise show that he had control of a company that has been criticized as clumsy and directionless.

    In a rapid-fire chat with Walter Isaacson, president of the Aspen Institute, an affable Nadella stayed strictly on message. His goal: to demonstrate that he’s listening (when it comes to criticism of the company), he’s looking (when it comes to finding a path forward), and he’s learning (that investors and developers alike seek confidence in the company).

    What should Microsoft be known for? “Productivity,” Nadella responded without hesitation. “The unique value that Microsoft can add is around productivity and platforms,” he said. “Productivity is broadly something we can uniquely do.”

    Productivity isn’t just about the workplace, he said. Think of it on an individual basis, extending to the home and on the go. “Can I get more out of every moment of my life and do I need tools and services to help me?” he asked.

    When you’re cooking at home and you snap a photo of a recipe in a book using your phone and software then employs optical character recognition to translate it? “That’s productivity for my life, not at work,” Nadella said.

    On being a ‘platform company’

    “The notion that everything that we do has to be a platform for someone else to build on I would say is the core of our company,” Nadella told Isaacson, citing the identity system in Exchange and the Windows shell. “But I think of your personal data inside of the tools like Office exposed as services to developers provided as administrative tools to IT.”

    People need to start thinking about Office much more broadly, rather than only as a collection of applications, Nadella said. Take the company’s intelligent personal assistant, Cortana: “To me that’s the redefinition of productivity” because it touches all of your personal information, whether work or personal, he said.

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