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Microsoft’s Nadella, Google’s Pichai, and now Twitter’s Agrawal: Why Indian-born leaders dominate American tech’s top ranks
微软的纳德拉、谷歌的皮查伊，以及现在的推特的阿格拉瓦尔：为什么印度出生的领导人主宰着美国科技公司的高层
When Satya Nadella took over as CEO of Microsoft in February 2014, he inherited a toxic culture in a company considered a tech dinosaur. Bill Gates, its founder, had been known for berating employees, and Steve Ballmer, who succeeded Gates, continued the hardball business tactics that partners loathed. Microsoft had lost the battle for smartphones, and the technology platform its technologies were built for, the desktop, was giving way to the cloud.
2014年2月，萨蒂亚·纳德拉接管微软首席执行官时，他接手了这家被视为科技界落伍公司的毒文化。其创始人比尔·盖茨一向以斥责员工而闻名，而盖茨的继任者史蒂夫·鲍尔默继续采用了合伙人厌恶的强硬商业策略。微软已经输掉了智能手机的竞争，而其技术构建的技术平台，即台式机，正让位于云计算。
As I explained in my book From Incremental to Exponential, Nadella chose to focus first on changing Microsoft’s culture. Indian by birth, and with Buddhist beliefs, he was determined to transform the company into one that embraced what he called “learn-it-all” curiosity, in contrast to its then “know-it-all” worldview. And he made clear that the old, aggressive behaviors were no longer welcome. Refusing to tolerate anger or yelling in executive meetings, never raising his own voice or showing overt anger toward employees or executives, never writing angry emails, he constantly worked to create a more comfortable environment.
正如我在《从增量到指数：大公司如何着眼未来并重新思考创新》一书中所解释的那样，纳德拉首先把重点放在改变微软的文化上。他出生在印度，有着佛教信仰，他决心将公司转变为一个接受他所说的“无所不学”好奇心的公司，这与当时的“无所不知”的世界观形成了鲜明对比。他明确表示，过去那种咄咄逼人的行为不再受欢迎。他拒绝在高管会议上愤怒或大喊大叫，从不提高自己的音量，不对员工或高管公开表达愤怒，从不写愤怒的电子邮件，不断努力创造一个更舒适的环境。
As a result of the cultural shift and the strategy changes it enabled, Microsoft’s market capitalization increased from roughly $300 billion at Nadella’s ascension to $2.5 trillion today, making it one of the two most valuable companies in the world.
由于文化的转变和战略的改变，微软的市值从纳德拉上任时的约3000亿美元增加到今天的2.5万亿美元，使其成为世界上最有价值的两家公司之一。
