Satya Nadella: Leading Microsoft’s Growth

Abstract

The case discusses the initiatives undertaken by Satya Nadella, CEO of Microsoft Corporation (Microsoft) since 2014, to improve the market-based performance of the company. Unlike his predecessor, Steve Ballmer, Nadella followed a collaborative approach to competition. He also did away with the myopic management of Windows, an approach used by Ballmer during his tenure as CEO (2000–2013). In addition, Nadella pushed for growth in areas such as cloud computing and Artificial Intelligence (AI). Nadella also invested in inclusive design innovation by introducing technology products that were useful for differently-abled users. Industry experts believed that if Nadella continues with the pace of organic and inorganic growth (i.e., expanding through developing competencies internally and acquisitions respectively), it would be difficult for competitors to outpace him. However, Microsoft lacked inclusivity within the organization, with poor representation of minorities and women in the workforce. In November 2019, Nadella was trying to make Microsoft more innovative. What areas should Nadella explore for inclusive innovation? What growth strategies can he opt for? Is infusing inclusivity at Microsoft vital towards delivering inclusive innovative products and services?