If you don't have a real stake in the new, then just surviving on the old - even if it is about efficiency - I don't think is a long-term game.
Satya NadellaRead
Wherever we are seeing something getting used, that to us is an early indicator that there might be something that people want. And then let's figure out how to make that great. And then let's go figure out monetization.
Interpretation
The quote emphasizes the importance of recognizing user needs and iterating on solutions to create value before considering monetization.
Satya Nadella highlights the significance of observing how products or services are utilized as a precursor to understanding market demand. Once a need is identified, the focus shifts to enhancing the quality of the offering, followed by exploring ways to monetize it effectively. This perspective encourages a user-centric approach in innovation and business strategy.
In practice
In a business meeting discussing product strategy, this quote can demonstrate the importance of customer feedback.
If you don't have a real stake in the new, then just surviving on the old - even if it is about efficiency - I don't think is a long-term game.
You look at marketing: everything that's happening in marketing is digitized. Everything that's happening in finance is digitized. So pretty much every industry, every function in every industry, has a huge element that's driven by information technology. It's no longer discrete.
What matters is 'Have you done a better job of making our experiences feel like home on Windows?' That's our real goal, and that's what we're going to stay focused on.
If you don't jump on the new, you don't survive.
I want everyone inside of Microsoft to take that responsibility. This is not about top-line growth. This is not about bottom-line growth. This is about us individually having a growth mindset.
At Microsoft, we're aspiring to have a living, learning culture with a growth mindset that allows us to learn from ourselves and our customers. These are the key attributes of the new culture at Microsoft, and I feel great about how it seems to be resonating and how it's seen as empowering.
The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption.
In the final analysis, finding a way to do clean business and not to pay bribes actually improves your bottom line.
Merchandising, merchandising, where the real money from the movie is made.
If you are a new startup company, try not to arouse the interest or suspicion of your competition; especially if they are a bigger company. They can crush you while you are still in your startup phase. Lie low while still strengthening your bottom line.
Managing a business, small or large, today requires an extremely disciplined, thoughtful approach with regard to the pressure that people are under.
At Patagonia, making a profit is not the goal because the Zen master would say profits happen 'when you do everything else right'.
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