Satya Nadella, Microsoft’s new CEO, has come into the top leadership position at a challenging but potentially exciting time for the company. After fourteen years with Steve Ballmer occupying the role, during which time Microsoft went from being arguably the most powerful player in tech to being “merely” a highly profitable cash machine, Nadella is faced with the opportunity to make the company relevant again, to help it grow and profit in major new categories and thus to reinvigorate the company’s power and valuation, which has languished since 2000. How is he doing? And what are we learning about the importance of the right leadership philosophy, style, and future impact, from Nadella’s initial moves?
Philip Lay spent two decades as an account executive, general manager and entrepreneur, before becoming a strategy advisor and managing director with The Chasm Group in 1995.
Today Philip is visiting professor at IESE business school in Barcelona and serves on a public-company board alongside his advisory activities with boards, CEOs and management teams.
Major clients include Autodesk, Compuware, HP, NetApp, Rackspace, SAP, and Salesforce.com.