Hit Refresh

Hit Refresh Plot Summary

Introduction

In February 2014, a relatively unknown Microsoft executive named Satya Nadella was appointed as the third CEO in the company's history, following tech titans Bill Gates and Steve Ballmer. The announcement surprised many industry observers who had expected a more prominent name to take the helm of the struggling tech giant. Microsoft, once the dominant force in technology, had lost its way in a mobile-first, cloud-first world, watching as competitors like Apple, Google, and Amazon surged ahead with innovative products and services. The company needed not just a new leader, but a complete transformation—it needed to hit refresh. Born in Hyderabad, India, Nadella brought a unique perspective to his leadership role, informed by his cross-cultural background, deep technical expertise, and profound personal experiences. His approach to leadership—centered on empathy, continuous learning, and cultural renewal—would prove transformative not just for Microsoft but for the entire tech industry. Through Nadella's journey, we witness how a balance of technical brilliance and emotional intelligence can reinvigorate a corporate giant, how personal hardship can foster professional wisdom, and how embracing a growth mindset can lead to both individual and organizational renaissance. His story reveals powerful insights about navigating technological disruption, fostering inclusive innovation, and reimagining a company's soul without abandoning its foundational strengths.

Chapter 1: From Hyderabad to Microsoft: Early Life and Career Path

Satya Nadella's journey began in Hyderabad, India, where he was born to a civil servant father with Marxist leanings and a mother who was a Sanskrit scholar. This unique combination of influences shaped his worldview from an early age—his father encouraged intellectual curiosity and a love of history, while his mother emphasized happiness, confidence, and living in the moment without regrets. "While there is much I learned from my father, including intellectual curiosity and a love of history, I was always my mother's son," Nadella reflects. His mother created a home full of joy, becoming the constant, steadying force in his life. Growing up in India during the 1960s and 1970s, young Satya's true passion wasn't technology but cricket. He was obsessed with the sport, playing for his school team at Hyderabad Public School. Cricket taught him valuable lessons that would later inform his leadership style: competing vigorously despite uncertainty, putting the team first over personal recognition, and the importance of empathetic leadership. One particularly influential match showed him how a good captain builds confidence in team members—a lesson he would carry into his corporate leadership decades later. While Nadella was a cricket enthusiast, his academic path didn't follow the stereotypical trajectory of an Indian tech prodigy. He wasn't a top student and failed to gain admission to the prestigious Indian Institutes of Technology. Instead, he attended the Manipal Institute of Technology to study electrical engineering, which ultimately put him on a pathway to computing. His father, seeing his son's provincial ambitions, pushed him to look beyond Hyderabad. This guidance eventually led Nadella to the United States in 1988, where he pursued a master's degree in computer science at the University of Wisconsin-Milwaukee. The transition to America was transformative for the 21-year-old Nadella. "What I remember was the quiet. Everything was quiet," he recalls about his first impression of Milwaukee. The American education system allowed him to prove himself based on his abilities rather than his academic pedigree. After completing his master's, focusing on complex problems in computational theory, Nadella joined Sun Microsystems in 1990, then a powerhouse in workstation computing. However, he observed that Sun struggled with long-term software strategy, which would inform his later thinking at Microsoft. In 1992, Nadella joined Microsoft as a young Windows NT evangelist, tasked with helping customers move their applications to this new platform. He continued his education, secretly flying to Chicago on weekends to earn his MBA from the University of Chicago. Over the years, he rose through Microsoft's ranks, leading the company's server business, online services, and eventually the cloud computing division. Each role built upon his technical knowledge while developing his business acumen. His breakthrough leadership moment came when he transformed Microsoft's struggling cloud business into a formidable competitor to Amazon's AWS, showing his ability to envision and execute long-term strategic shifts while navigating complex organizational dynamics. Throughout these career transitions, Nadella's personal life was equally transformative. He married his wife Anu in 1992, navigating complex immigration challenges to bring her to the United States. In 1996, their first child Zain was born with severe cerebral palsy, an event that would profoundly shape Nadella's perspective on empathy and purpose. "Being a husband and a father has taken me on an emotional journey," he acknowledges. "It has helped me develop a deeper understanding of people of all abilities and of what love and human ingenuity can accomplish."

Chapter 2: Finding Purpose: The Personal Journey of Empathy

The birth of Satya and Anu Nadella's son Zain in 1996 became a watershed moment that fundamentally changed their lives. During the thirty-sixth week of pregnancy, doctors performed an emergency cesarean section after noticing the baby wasn't moving as expected. Weighing just three pounds, Zain was born with severe cerebral palsy caused by in-utero asphyxia, a condition that would make him reliant on a wheelchair and dependent on his parents. For Nadella, the initial reaction was devastation, primarily focused on how this would impact his and Anu's lives. It was his wife who helped redirect his perspective: "Anu helped me understand that it was not about what happened to me. It was about deeply understanding what had happened to Zain, and developing empathy for his pain and his circumstances." This profound personal challenge pushed Nadella toward a deeper exploration of empathy. He began studying Buddhist philosophy, not for religious reasons, but to understand suffering and impermanence. "I discovered Buddha did not set out to found a world religion. He set out to understand why one suffers," Nadella explains. Through this journey, he developed a crucial insight: only by experiencing life's ups and downs can one develop true empathy. He came to understand that accepting impermanence leads to equanimity, which in turn opens the door to deeper compassion for everything and everyone around you. Zain's condition led the Nadellas to become intimately familiar with Seattle Children's Hospital, which became a second home as their son's medical file grew to over a foot high. During one intensive care unit visit after becoming CEO, Nadella noticed something striking: many of the medical devices surrounding his son ran on Windows and were increasingly connected to the cloud. This observation crystallized for him how Microsoft's work transcended business—it literally made life possible for vulnerable people like his son. Technology wasn't just abstract code; it was a lifeline that could enhance human capability and connection. The experience of raising a child with special needs transformed Nadella's understanding of technology's purpose. When Microsoft engineers worked with high school students to create a Windows app allowing Zain to control his own music through a sensor on his wheelchair, Nadella witnessed firsthand how technology could provide independence and joy. This wasn't just a touching family moment—it represented the very soul of what technology should aspire to achieve: empowering every person on the planet to accomplish more, regardless of ability. Empathy became the foundation of Nadella's leadership philosophy and Microsoft's renewed mission. He began to see that true innovation springs from deeply understanding others' experiences and unmet needs. "I've often said that the best lines of computer code are like poetry," Nadella reflects. "The writer struggles to compress so much thought and feeling into the fewest lines possible while still communicating the fullness of expression." This perspective fundamentally changed how he approached product development and corporate strategy, encouraging Microsoft to focus on creating technology that serves genuine human needs rather than just chasing competitors. This personal journey of empathy also informed Nadella's approach to Microsoft's culture. He recognized that to transform the company, he needed to transform how its people related to each other and to customers. The technically brilliant but often rigid culture needed to embrace what he called a "growth mindset"—the willingness to learn from failure, to prioritize learning over knowing, and to approach problems with curiosity rather than defensiveness. Empathy wasn't just a personal virtue; it became a business imperative that would guide Microsoft's renewal under his leadership.

Chapter 3: The Cloud Vision: Leading Microsoft's Transformation

When Satya Nadella took over Microsoft's cloud business in 2011, the situation was precarious. Amazon Web Services had already established a commanding lead in cloud infrastructure, while Microsoft's nascent cloud efforts were generating millions, not billions, in revenue. The division was deeply split over the importance of the cloud, with many leaders still focused on the company's lucrative but declining server business. "The organization was deeply divided over the importance of the cloud business," Nadella observed. "There was constant tension between diverging forces." Nadella's approach to this challenge revealed his distinctive leadership philosophy. Rather than imposing his vision through force or fiat, he set out to build shared context and trust with his team. He chose not to bring his previous team from Bing with him, understanding that true transformation needed to come from within. "I was determined not to make the same mistake," he writes, referencing a story about a firefighter who couldn't get his team to follow a lifesaving strategy because he hadn't built the necessary trust. Instead, Nadella met individually with each leader in the server and tools business, listening carefully to understand their perspectives and concerns. The strategic shift Nadella implemented was both clear and challenging: Microsoft needed to be "cloud-first" in its approach to technology. This meant optimizing their products for the cloud rather than just for private servers. To make this work, Nadella assembled a world-class team, bringing in Scott Guthrie to lead engineering for Azure, Microsoft's cloud platform. He recruited top talent like Jason Zander to lead core infrastructure, Big Data researcher Raghu Ramakrishnan from Yahoo, and Joseph Sirosh from Amazon to develop machine learning capabilities. This injection of fresh perspectives helped accelerate Microsoft's cloud transformation. One of Nadella's boldest decisions was embracing Linux, an open-source operating system long considered the enemy within Microsoft's culture. After meeting with startups in the Bay Area, Nadella and his team realized they needed to provide first-class support for Linux in Azure. "We had to meet the customers where they were," he explains, "and, more importantly, we needed to ensure that we viewed our opportunity not through a rearview mirror, but with a more future-oriented perspective." This decision led to renaming Windows Azure to Microsoft Azure, signaling that Microsoft's cloud was about more than just Windows. Under Nadella's leadership, the team also developed a "live site first" culture, focusing on operational excellence and reliability. This meant engineers across the organization would swarm together on a single call to coordinate and fix any problem, with each incident leading to rigorous root-cause analysis for continuous improvement. Rather than creating fear, these incident responses became opportunities for learning and growth. This operational discipline helped Microsoft build trust with enterprise customers who needed cloud reliability for mission-critical applications. The results of this transformation were remarkable. Microsoft Azure grew from a struggling also-ran to a legitimate competitor to AWS, setting the company on course to build a $20 billion cloud business. Perhaps more importantly, the cloud transformation became a model for how Microsoft could reinvent itself in other areas, demonstrating that even a large, successful company could adapt to dramatic market changes when it combined clear strategic vision with cultural renewal and customer-focused innovation. Nadella summarizes the key lesson from this period: "A leader must see the external opportunities and the internal capability and culture—and all of the connections among them—and respond to them before they become obvious parts of the conventional wisdom." This insight would prove invaluable when he faced an even bigger challenge as CEO: transforming Microsoft as a whole.

Chapter 4: Cultural Renaissance: Growth Mindset and Inclusive Leadership

When Satya Nadella became CEO in February 2014, Microsoft's culture had grown rigid and hierarchical. Employees had to prove they were the smartest person in the room, accountability trumped creativity, and meetings were formal affairs where everything had to be planned in perfect detail. The company's annual employee poll revealed most staff didn't believe Microsoft was headed in the right direction and questioned its ability to innovate. Nadella recognized that to transform Microsoft, he needed to transform its culture first: "I like to think that the C in CEO stands for culture. The CEO is the curator of an organization's culture." The cornerstone of Nadella's cultural transformation was introducing the concept of a "growth mindset," inspired by psychologist Carol Dweck's research. This philosophy emphasizes learning over knowing, viewing failures as opportunities for growth rather than evidence of fixed limitations. "Anything is possible for a company when its culture is about listening, learning, and harnessing individual passions and talents to the company's mission," Nadella told employees at a global sales conference in Orlando. He wanted to shift Microsoft from being an organization of "know-it-alls" to one of "learn-it-alls." To make this cultural shift tangible, Nadella articulated three specific principles. First, Microsoft needed to obsess about customers, developing deeper insight and empathy for their unarticulated and unmet needs. Second, the company needed to actively seek diversity and inclusion, reflecting the planet it aimed to serve. And third, Microsoft needed to operate as "One Microsoft" rather than a confederation of fiefdoms, with teams collaborating across organizational boundaries to deliver what customers needed. Nadella created concrete initiatives to bring this cultural vision to life. The most visible was the annual "hackathon" during Microsoft's OneWeek celebration, which brought employees together to collaborate on innovative projects. In the first year, over 12,000 employees from 83 countries submitted more than 3,000 project ideas. One team created tools to help students with dyslexia, which eventually became integrated into Microsoft products like Word, Outlook, and the Edge browser. This initiative demonstrated how empowering employees to pursue their passions could lead to meaningful innovation that served both business goals and human needs. The cultural transformation wasn't without missteps. At the Grace Hopper celebration of women in computing in 2014, Nadella made a significant blunder when asked about advice for women seeking pay raises. Instead of encouraging women to advocate for themselves, he suggested they should trust in the system and good karma. The backlash was swift and severe. Rather than becoming defensive, Nadella used this as an opportunity to demonstrate the growth mindset in action. He acknowledged his mistake, apologized sincerely, and took concrete steps to address gender pay equity at Microsoft. "I'm glad I messed up in such a public forum because it helped me confront an unconscious bias I didn't know I had," he reflected. To further embed cultural change, Nadella redefined leadership expectations at Microsoft. He established three leadership principles: bringing clarity by synthesizing complex situations; generating energy across the company, not just within one's team; and delivering success by finding ways to make things happen. He challenged middle managers to embody these principles, telling them, "To be a leader in this company, your job is to find the rose petals in a field of shit." While colorfully expressed, the message was clear: leaders needed to focus on possibilities rather than obstacles. As the transformation progressed, Microsoft began seeing results both culturally and financially. Employee surveys showed staff increasingly believed the company was heading in the right direction. The stock price, which had stagnated for years, began a steady climb. Most importantly, Microsoft began producing innovative products again, from the HoloLens mixed reality headset to significant advances in artificial intelligence and cloud computing. Nadella's cultural renaissance had unleashed the creative potential of Microsoft's talented workforce, proving that culture isn't just a soft concept but a crucial foundation for business success.

Chapter 5: Beyond Technology: Partnerships, AI, and Quantum Computing

When Satya Nadella appeared at Salesforce's annual marketing event and pulled an iPhone from his jacket pocket, the audience gasped. No one could remember a Microsoft CEO showing off an Apple product, especially at a competitor's conference. "This is a pretty unique iPhone," Nadella told the stunned crowd. "I like to call it the iPhone Pro because it's got all the Microsoft software and applications on it." This moment symbolized Nadella's revolutionary approach to partnerships in the tech industry, moving beyond the us-versus-them mentality that had dominated Microsoft's history. Nadella recognized that in a mobile-first, cloud-first world, Microsoft needed to ensure its software was available on all platforms, not just Windows. This led to strategic partnerships with former rivals like Apple, Google, and even Linux. When Apple reached out about optimizing Office 365 for their new iPad Pro, there was internal resistance at Microsoft. But Nadella embraced the opportunity, understanding that partnering would grow the pie for everyone. Similarly, Microsoft began working with Google to make Office function on Android devices, with Facebook to integrate Windows products with their social platform, and with Red Hat to bring Azure cloud capabilities to Linux environments. Beyond these tactical partnerships, Nadella set his sights on three transformative technologies that would shape Microsoft's future: mixed reality, artificial intelligence, and quantum computing. Each represented not just an incremental improvement but a fundamental shift in how humans would interact with technology. "In the previous chapter I wrote about the importance of building the right culture," Nadella explained. "Healthy partnerships—often difficult but always mutually beneficial—are the natural and much-needed product of the culture we're building." Microsoft's mixed reality headset, HoloLens, represented a new computing paradigm that blended the physical and digital worlds. When Nadella first experienced HoloLens, he was transported to the surface of Mars through a feed from NASA's Curiosity rover. The experience was so compelling that one member of his leadership team was moved to tears. Nadella immediately saw applications beyond gaming—in classrooms, hospitals, and space exploration. Under his leadership, Microsoft invested heavily in making mixed reality accessible to developers and enterprises, envisioning a future where computing would be an immersive, multi-sensory experience. Artificial intelligence became another cornerstone of Microsoft's transformation. Nadella articulated a vision for AI that augmented human capabilities rather than replacing them. "Rather than thinking in terms of human vs. machine," he explained, "we want to focus on how human gifts such as creativity, empathy, emotion, physicality, and insight can be mixed with powerful AI computation." This philosophy guided Microsoft's development of AI assistants like Cortana, translation services that could facilitate real-time communication across languages, and cloud-based machine learning services that democratized access to AI capabilities. Perhaps most ambitious was Microsoft's investment in quantum computing, a technology that could utterly transform the physics of computing itself. At Station Q, located at the University of California at Santa Barbara, Microsoft assembled world-class mathematicians and physicists to develop a quantum computer that could solve problems classical computers would take centuries to crack. Nadella saw quantum computing as the key to tackling humanity's most challenging problems, from developing effective vaccines for HIV to creating more energy-efficient fertilizer production. This forward-looking technology strategy was balanced with a pragmatic approach to Microsoft's core businesses. Nadella understood that the company needed to maintain its strengths in Windows, Office, and traditional enterprise software while investing in these future technologies. This balanced approach helped Microsoft avoid the "innovator's dilemma" that has trapped many successful companies—the inability to disrupt themselves before competitors do it for them. Through strategic partnerships and bold bets on transformative technologies, Nadella positioned Microsoft to lead the next wave of technological revolution. His vision extended beyond quarterly results to consider how technology could empower every person and organization on the planet—a mission that reconnected Microsoft with its founding purpose while propelling it into a new era of innovation.

Chapter 6: Building Trust: Values in the Digital Age

In November 2014, North Korean hackers targeted Sony Pictures Entertainment in retaliation for its satirical film "The Interview," which depicted an assassination plot against the country's leader. As Sony searched for partners willing to stream the film online after canceling its theatrical release, Microsoft faced a critical decision. Distributing the film could make Microsoft the next target of these sophisticated hackers, potentially endangering the billion customers who relied on its online services. Yet the alternative meant backing down in the face of threats to free expression. Ultimately, Nadella chose principle over expediency: "Free speech, privacy, security, and sovereignty are timeless, nonnegotiable values." This decision exemplified Nadella's approach to building trust in the digital age. He recognized that trust is the foundation that enables technology to advance and societies to flourish. "Trust in today's digital world means everything," Nadella explains. He developed a formula for trust: Empathy + Shared values + Safety and Reliability = Trust over time. Each component plays a crucial role in establishing and maintaining the confidence of customers, partners, and governments in an increasingly complex technological landscape. The Sony incident was just one of several high-profile cases that tested Microsoft's commitment to these values. In 2013, Edward Snowden's revelations about the NSA's surveillance programs created a crisis of trust for the entire tech industry. Initial reports falsely suggested that companies like Microsoft had given the government direct access to customer data. Under Nadella's leadership, Microsoft took a principled stand, filing lawsuits to increase transparency about government requests and re-engineering its data centers to enhance security. "Business leaders and policymakers need to ask: What is the unique sensibility that we as a company have?" Nadella reflected. Another test came when the FBI sought to force Apple to unlock an iPhone used by one of the San Bernardino terrorists. Despite public pressure, Microsoft joined other tech companies in supporting Apple's resistance, arguing that creating security backdoors would ultimately harm user trust and safety. At the same time, Nadella recognized the legitimate needs of law enforcement and called for a multi-constituent approach to developing policies that protect both security and privacy: "It's easier to be a zealot for one value or the other, but that doesn't make it right." Nadella's approach to these challenges was informed by a deep appreciation for the historical development of civil liberties. He drew parallels between the Fourth Amendment's protection against unreasonable search and seizure—a response to British colonial overreach—and the need for digital privacy protections in the modern era. Just as technological advances from the postal service to the telegraph had required new legal frameworks, Nadella argued that cloud computing, artificial intelligence, and other emerging technologies demanded thoughtful policy evolution. To advance this vision, Nadella advocated for six key principles to shape policy in the digital age: creating efficient systems for appropriate law enforcement access to data; strengthening privacy protections; developing frameworks that respect international borders while recognizing technology's global nature; designing for transparency; modernizing laws to reflect technological evolution; and promoting security without compromising trust. "We need a regulatory environment that promotes innovative and confident use of technology," he insisted. Throughout these challenges, Nadella demonstrated that trust isn't just an abstract concept but a practical business imperative. By standing firmly for values like privacy, security, and free expression—even when doing so carried risks—Microsoft began rebuilding trust with customers and partners that had eroded during previous eras. This principled approach also distinguished Microsoft from competitors who might prioritize short-term gains over long-term trust. The ultimate measure of success in building trust is whether customers feel comfortable entrusting their most sensitive data and critical operations to a company's technology. Under Nadella's leadership, Microsoft's cloud business grew dramatically, a testament to the trust the company had earned through its consistent defense of core values in the digital age.

Chapter 7: Creating Economic Opportunity: A Mission for Everyone

When Satya Nadella attended President Obama's final State of the Union address in 2016, the president posed a question that resonated deeply with him: "How do we make technology work for us, and not against us—especially when it comes to solving urgent challenges?" This question encapsulated one of the most pressing concerns of our time: how to ensure that technological advancement creates economic opportunity for everyone, not just a privileged few. For Nadella, this challenge was both personal and professional—as the son of an economist and a business leader, he was "hardwired to obsess about these problems." The tension between technological progress and inclusive economic growth is real. Despite massive investments in technology infrastructure, worldwide productivity growth has been disappointing at around 1 percent per year. Meanwhile, economic inequality continues to rise, with the Gini coefficient (a measure of income distribution) increasing in countries like the United States. "Are we growing economically? No. Are we growing equality? No," Nadella observes. "Finding the answer to how we can solve for more inclusive growth is perhaps the most pressing need of our times." Nadella's approach to this challenge begins with understanding how technology diffuses through economies. Drawing on research by economist Diego Comin, he emphasizes that economic outcomes depend not just on when countries adopt new technologies, but on the intensity with which they use them. Even when countries eventually gain access to innovations, it's the depth of implementation and workforce training that determines whether technology creates broad-based prosperity. This insight led Nadella to formulate a simple equation for economic growth: Education + Innovation × Intensity of Tech Use = Economic Growth. This framework informed Nadella's recommendations for how governments and businesses can promote inclusive growth. First, countries need to provide broad access to internet connectivity and cloud computing services for all citizens. Without this foundation, digital transformation cannot take root. Second, nations must invest in human capital and skills development, ensuring workers can adapt to rapidly changing technological environments. The German system of vocational training through apprenticeship offers one successful model, creating pathways for workers to master cutting-edge technologies. Nadella also advocates for regulatory environments that balance data privacy and security with the need for innovation. Countries that modernize their digital policies will be better positioned to attract investment and foster entrepreneurship. He encourages governments to lead by example in adopting technology for public services, improving productivity in the public sector while showcasing the benefits of digital transformation. Rather than focusing narrowly on attracting Silicon Valley companies, Nadella urges developing regions to nurture their own technology ecosystems based on their unique comparative advantages. He cites examples like Egypt's flourishing health-tech sector, India's digital identification system (Aadhaar), and Rwanda's initiatives to expand mobile connectivity. "Each region must grow industries in which they have comparative economic advantage with use of new technology inputs," he explains. Nadella is particularly passionate about Microsoft's acquisition of LinkedIn, which aligned with his vision of creating more equitable economic opportunity. Together, the companies aimed to build networks that would provide intelligence on opportunities, training resources, and pathways for career advancement. This ambition reflects Nadella's belief that technology should ultimately serve human flourishing rather than narrow commercial interests. While acknowledging the disruption caused by automation and artificial intelligence, Nadella rejects the notion that technological progress inevitably leads to job losses. Citing research by economist Daron Acemoglu, he argues that as machines replace labor in some tasks, companies are incentivized to create new, more complex roles where humans have a comparative advantage. The key is ensuring that technology augments human capabilities rather than simply replacing them. Ultimately, Nadella calls for a new social contract for the age of AI and automation—one that balances the returns to capital with the dignity and purpose that meaningful work provides. "We need to invent a new social contract for this age of AI and automation that fosters the equilibrium between individual labor—one's agency, wages, sense of purpose, and fulfillment—and the return on capital," he urges. By keeping humanity at the center of technological development, Nadella believes we can create a future where innovation drives prosperity for all.

Summary

Satya Nadella's transformation of Microsoft represents one of the most remarkable corporate renewals in modern business history. His leadership philosophy—centered on empathy, a growth mindset, and inclusive innovation—offers a powerful blueprint for navigating technological disruption while staying true to timeless human values. By reconnecting Microsoft with its foundational mission of empowering every person and organization on the planet, Nadella revitalized not just a company but an entire approach to technology. Under his guidance, Microsoft evolved from a defensive, Windows-centric organization to a collaborative, cloud-first enterprise that partners even with former rivals to deliver value to customers across all platforms. The lasting lesson of Nadella's journey is that technological innovation must always serve human flourishing. Whether developing mixed reality experiences that transcend physical limitations, artificial intelligence that augments human capabilities, or economic policies that ensure technology creates broad-based prosperity, Nadella consistently places human needs at the center of technological advancement. His personal experience raising a son with cerebral palsy deepened his understanding that empathy isn't just a virtue but a business imperative—one that leads to better products, stronger partnerships, and more sustainable growth. For leaders navigating today's complex technological landscape, Nadella offers a compelling vision: embrace change without abandoning core values, pursue innovation while prioritizing trust, and recognize that technology's greatest promise lies not in replacing humans but in amplifying our uniquely human qualities of creativity, connection, and compassion.

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Satya Nadella

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