微軟CEO無奈企業文化不變 復興無望

Microsoft must change.

微軟(Microsoft)必須改變。

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

微軟應該專注於它的核心——Xbox不是它的核心競爭力。

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

微軟必須在市場彰顯自身的不同之處，而它的獨到之處在於生產力。

Microsoft could really do a better job marketing itself.

微軟的確可以改善營銷工作。

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

微軟應該找到一種方法，使Windows在可穿戴技術領域成爲像它在個人電腦技術領域一樣具有辨識度的產品。

Microsoft needs to be mobile.

微軟需要挺進移動領域。

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.

薩蒂亞o納德拉，微軟這家總部位於華盛頓州雷德蒙德的公司的首席執行官在《財富》科技頭腦風暴大會(Fortune Brainstorm Tech)的舞臺上重申了他在上週發給公司127,104名員工的一份備忘錄中概述的戰略，同時通過其他方式展示，他已經掌控了這家一直被批評爲笨拙不堪、迷失方向的公司。

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).

在跟阿斯本研究所(Aspen Institute)總裁沃爾特o艾薩克森猶如連珠炮似的對話中，和藹可親的納德拉始終恪守他打算傳遞的訊息。他的目標：表明他正在聆聽（種種批評聲音），他正在尋找（一條前進道路），他正在認識到（投資者和開發商都在尋找對公司的信心）。

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.”

微軟應該擁有什麼名聲？“生產力，”納德拉毫不猶豫地回答道。“微軟能夠增加的獨特價值都是圍繞着生產力和平臺，”他說。“就廣義而言，生產力是我們能夠做出獨特貢獻的領域。”

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.

他說，生產力不只涉及工作場所。請從個人的角度來考慮這個問題，生產力可延伸到家庭和外出旅途中。他反問：“我可以從人生的每一刻獲取更多價值嗎？我是否需要工具和服務來幫助我？”

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.

比如，當你在家做飯，使用手機在一本書中拍了一張菜譜照片，軟件隨即會採用光學字符識別技術將菜譜內容翻譯出來。納德拉說：“這就是面向生活、而不是工作的生產力。”

On being a ‘platform company’

關於做一家“平臺公司”

“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.”

“我們所做的一切都必須成爲其他人依靠的平臺，我認爲這種理念是我們公司的核心所在，”納德拉告訴艾薩克森，同時援引了Exchange識別系統和Windows Shell的例子。“但我認爲大家暴露在Office等工具內部的個人數據可以作爲一種管理工具提供給IT服務開發商。”

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.

納德拉表示，人們需要用更開闊的思路來看待Office，而不是僅僅把它看成是一個應用程序集合。就以該公司的智能個人助理Cortana爲例：“在我看來，這是對生產力的重新定義，”他說，因爲它觸及大家所有的個人信息，既包括工作信息，還包括私人信息。

“Making more sense out of my data, my needs, my tasks—to me, that’s the future of Office,” Nadella said.

納德拉說：“從我的數據、我的需求、我的任務中發掘更有意義的訊息——在我看來，這就是Office的未來。”

Nadella acknowledged the disparity between Microsoft’s market share in the declining PC business—90%—and its market share in a computing business that has quickly been dominated by mobile devices. (Microsoft enjoys just 14% share across all devices, he conceded.)

納德拉承認，微軟在不斷下滑的個人電腦業務和迅速被移動設備佔據的計算業務佔據的市場份額存在顯著差異，前者爲90%。（他承認，微軟在橫跨所有設備的市場份額僅有14%。）

“We have a lot of work to do still as we navigate this mobile-first world,” he said.

他說：“要在這樣一個移動優先的世界自由穿行，我們還需要做大量工作。”

Which is why the company is so focused on the cloud, the fabric that connects all Internet-connected devices. “Our goal with the cloud is to make sure that our cloud and our cloud applications are available on every device in the world,” Nadella said, adding that the company measures its success by looking at the home screen of a device.

這就是爲什麼這家公司這麼專注於雲計算這種連接所有互聯網連接設備的構架。納德拉說：“我們在雲計算方面的目標是，確保我們的雲計算和雲應用程序出現在全球每臺設備之上。”他隨後補充說，微軟衡量成功的方式是查看一臺設備的主屏幕。

The cloud doesn’t solve people’s problems, but it enables other services and tools to do so. That’s why Microsoft is focused on it. “It’s a cloud-orchestrated world,” he said.

雲無法解決人們的問題，但它能夠讓其他服務和工具完成這件事情。這就是微軟專注於雲的原因所在。他說：“這是一個由雲協調的世界。”

Which is how the company is approaching the nascent wearables market. Instead of trying to invent something new, Nadella said, Microsoft can stretch and adapt its best-known product: Windows.

微軟正是通過這種方式進入新生的可穿戴市場。不是嘗試着發明新的東西，納德拉說，微軟可以拉伸、調整它最知名的產品：Windows。

“When we think about Windows, we want to think of it as a broad platform, from wearables to industrial IoT platforms to PCs and tablets,” he said, using the acronym for Internet of Things. Still, “Windows for us will always be the device experience,” and Microsoft can experiment firsthand thanks to its acquisition of Nokia’s devices business.

他說：“至於Windows，我們希望把它看作是一個廣闊的平臺，從可穿戴設備到工業IoT平臺，再到個人電腦和平板電腦。”所謂IoT是物聯網(Internet of Things)的首字母縮寫。儘管如此，“對我們來說，Windows永遠是一種設備體驗，”由於微軟收購了諾基亞公司(Nokia)的設備業務，它現在可以從事第一手實驗。

“Our hope is to bring these experiences around productivity from the small screen to the large screen,” he said. At its peak, one of the things Microsoft did best was when it brought developers and IT professionals together. “We don’t over-index on just one constituent,” Nadella said. “That’s our magic.”

他說：“我們希望把這些圍繞生產力的體驗從小屏幕帶到大屏幕。”在最輝煌的時期，微軟幹得最漂亮的事情之一就是它把開發商和IT專業人士拉到了一起。“我們不會過分看重某一個受衆羣體，”納德拉說。“這是我們的法寶。”

But Microsoft can’t rely on history to move forward. “Windows as we know of it has to change,” he said. Windows is already on the gaming console and the mobile phone. “But is it the Windows that we booted up on our PCs at home five, 10 years ago?” Nadella asked. “No.”

但微軟不能依靠歷史經驗向前推進。“我們所熟知的Windows必須做出改變，”他說。Windows已經成爲遊戲機和手機的操作系統。“但它是5年或10年前，我們在家裏的個人電腦上啓動的那個Windows嗎？”納德拉問道。“不是。”

On strategy and culture

關於戰略和文化

Microsoft needs to focus on its productivity core. Does the Xbox group fit into Nadella’s vision? The chief executive hedged a bit.

微軟需要把重點放在它的生產力核心。那麼，Xbox遊戲機是否契合納德拉的願景？這位首席執行官的回答有點閃爍其詞。

“Xbox isn’t that far from [the core],” Naella said. “We can do a few more things than the core. But the point is, you’ve got to have a culture to do it.”

“Xbox距離（這個核心）沒有那麼遠，”納德拉說。“我們可以做比這個核心更多一些的事情。但問題是，你必須得擁有一種能夠這樣做的文化。”

In other words, you can’t treat the Xbox division like an operating systems group, he said.

換句話說，你不能把Xbox部門當作一個操作系統部門，他說。

“I want us to be comfortable to be proud of Xbox, to give it the air cover of Microsoft,” Nadella said, “but at the same time not confuse it with our core.”

“我希望我們能夠以Xbox爲傲，無拘無束地給予它以微軟的空中掩護，”納德拉說。“但與此同時，不能把它跟我們的核心相混淆。”

Though “you need to have places you can incubate things,” you also need to “innovate from the core,” he said. It’s how Microsoft will be renewed again.

“我們需要一些能夠孵化新東西的部門，”但也需要“從核心出發來創新，”他說。這將成爲微軟的再次革新之道。

“We are good at productivity and platforms—but rethink it,” he said. “That’s not a side project, that is the very company itself.”

“我們擅長生產力和平臺，但需要重新思考，”他說。“它不是一個附帶項目，而是微軟這家公司的立身之本。”

He peered out over the audience. “Until we really change culturally, no renewal happens.”

他凝視着臺下的觀衆。“直到我們真正改變文化，微軟纔有希望迎來複興。”