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Please review the types of cookies we use below. These cookies allow you to explore OverDrive services and use our core features. Without these cookies, we can't provide services to you. Welcome to K3Entertainment. Leave your mail id in the comment and book will be sent within 1 working day. You can send mail to [email protected] for book request or get this book directly. Microsoft has always been at its best when it connects personal passion to a broader purpose: Windows, Office, Xbox, Surface, our servers, and the Microsoft Cloud—all of these products have become digital platforms upon which individuals and organizations can build their own dreams.

These were lofty achievements, and I knew that we were capable of still more and that employees were hungry to do more. He joined Microsoft in As much a humanist as a technologist, Nadella defines his mission and that of the company he leads as empowering every person and every organization on the planet to achieve more.

Read this E-book on Amazon Kindle Unlimited. Get skin in the game. With an emphasis on psychoanalytic theory, Business, Ethics and Society: Key Concepts, Current Debates and Contemporary Innovations provides a clear, concise introduction to the field of business ethics, while addressing contemporary issues and debates around the impacts of artificial intelligence, social media, the gig economy and populist politics on business and society. The book features mini-case studies from a variety of contexts and companies, including Gillette, Nike, Dove, British Airways and Microsoft, as well as thought-provoking questions throughout.

Also included are: - Learning objectives - Chapter summaries - Recommended reading Business, Ethics and Society: Key Concepts, Current Debates and Contemporary Innovations serves as an ideal introductory text for students of undergraduate business ethics-related courses. From the creator of the hit TV series The Bold Type comes an empowering and heartfelt novel about a future female president's senior year of high school.

Ava, CJ, Jordan, and Martha listed in alphabetical order out of fairness have been friends since kindergarten. Now they're in their senior year, facing their biggest fears about growing up and growing apart. But there's more than just college on the horizon. One of these girls is destined to become the president of the United States. The mystery, of course, is which girl gets the gig. Is it Ava, the picture-perfect artist who's secretly struggling to figure out where she belongs?

Or could it be CJ, the one who's got everything figured out. Maybe it's Jordan, the group's resident journalist, who knows she's ready for more than their small Ohio suburb can offer. And don't overlook Martha, who will have to overcome all the obstacles that stand in the way of her dreams. This is the story of four best friends who have one another's backs through every new love, breakup, stumble, and success -- proving that great friendships can help young women achieve anything.

Divorced, heartbroken and living in a lonely New York apartment with a tiny kitchen, Rachel Goldman realizes she doesn't even know how to cook the simplest meal for herself.

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Then she launches a blog to vent her misery about life, love and her goal of an unburnt casserole. To her amazement, the blog's a hit. She becomes a minor celebrity. Next, a sexy Spaniard enters her life. Will her souffles stop falling? Click Download or Read Online button to get hit refresh book pdf book now.

This site is like a library, Use search box in the widget to get ebook that you want. Span class news dt span nbsp 32 Microsoft The fiercely competitive software giant is positioning its wares for cloud computing with software and services The company s two cash cows operating Internet companies typically take a hands off approach to offensive content on their networks erring on the side of maintaining.

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A few minutes later, I stood onstage for a photo that would soon go viral. The image I remember even more vividly, however, is looking into the eyes of hundreds of Microsoft employees in the audience waiting for my presentation, their faces reflecting hope, excitement, and energy mingled with anxiety and a touch of frustration. They were being wooed by competitors. Saddest of all, many felt the company was losing its soul. Steve kicked things off with a moving and encouraging speech.

Bill spoke next, his dry sense of humor immediately present. Surveying the room, he feigned surprise at what a large market share Windows Phone enjoyed in this room. Then he got down to business. Bill succinctly captured the challenge and the opportunity that lay ahead. The magic of what we can do for people at work and at home with our software is totally in front of us.

There are a lot of people out there on the cloud doing interesting things. When the applause subsided, I wasted no time in calling my colleagues and teammates to action. What it respects is innovation. We had to answer for ourselves, what is the company about? Why do we exist? I told them it was time for us to rediscover our soul—what makes us unique. In it, Kidder teaches us that technology is nothing more than the collective soul of those who build it.

The technology is fascinating, but even more fascinating is the profound obsession of its designers. And so what is soul in this context of a company? It is the thing that comes most naturally. It is the inner voice. What is the unique sensibility that we as a company have? For Microsoft that soul is about empowering people, and not just individuals, but also the institutions they build—enterprises like schools, hospitals, businesses, government agencies, and nonprofits.

Steve Jobs understood what the soul of a company is. Apple will always remain true to its soul as long as its inner voice, its motivation, is about great design for consumer products. The soul of our company is different. I knew that Microsoft needed to regain its soul as the company that makes powerful technology accessible to everyone and every organization—democratizing technology. In the s, Bill and Paul Allen started Microsoft with the goal of helping to put a computer on every desk and in every home.

That was a bold, inspiring, and audacious ambition, one they accomplished. Democratizing and personalizing technology. How many organizations can say they achieved their founding mission? There is no way I would become CEO of a Fortune company if it was not for the democratizing force of Microsoft all over the world. But the world had changed, and it was time for us to change our view of the world.

Worldview is an interesting term, rooted in cognitive philosophy. Simply put, it is how a person comprehensively sees the world—across political, social, and economic borders. What are the common experiences we all share? The question I had been asking before becoming CEO—why do we exist? We no longer lived in a PC-centric world. Computing was becoming more ubiquitous. Intelligence was becoming more ambient, meaning computers could observe, collect data, and turn that feedback into insights.

We were seeing an ever-increasing wave of digitization of our life, business, and our world more broadly. This was made possible by an ever-growing network of connected devices, incredible computing capacity from the cloud, insights from big data, and intelligence from machine learning. We needed to envision a world where the mobility of the human experience across all devices was what mattered, and the cloud made that mobility possible, enabling the new generation of intelligent experiences.

The transformation we would undertake across all parts of our businesses would help Microsoft and our customers thrive in this new world. It might be easy to be motivated to change through envy.

We could envy what Apple had built with its iPhone and its iPad franchise, or what Google had created with its low-cost Android phones and tablets. We could also motivate ourselves through competitive zeal. Microsoft is known for rallying the troops with competitive fire. My approach is to lead with a sense of purpose and pride in what we do, not envy or combativeness.

Our senior leadership team recognized a gap in the competitive landscape that Microsoft was in the unique position to fill. You see, while our competitors defined their products as mobile, we could be about the mobility of human experiences, experiences made possible by our cloud technologies. These two trends together, mobile and cloud, were fundamental to our transformation.

In fact, our marketing chief, Chris Capossela, would produce an ad for the Microsoft Cloud based on a speech I gave on this subject. It is you. Microsoft had led the PC Revolution by enabling the highest-volume, most-affordable computing devices. But Google, with its free Android operating system, found a way to undercut Windows, something we did not react to quickly enough. In , the Linux-based Android smartphone gobbled up market share and today it runs on more than one billion activated devices.

Looking back, the Nokia deal announced in September , five months before I would become CEO, became another painful example of this loss. We were desperate to catch up after missing the rise of mobile technology. Nokia fell from the market-share leader in mobile to number three. Nokia and Microsoft did make progress achieving double-digit market share in some European countries , but we still remained a distant third.

The hope behind the acquisition was that combining the engineering and design teams at Nokia with software development at Microsoft would accelerate our growth with Windows Phone and strengthen our overall device ecosystem.

The merger could be the big, dramatic move Windows needed to catch up with iOS and Android in mobile. The press criticized the idea and the Microsoft board was resistant.

Over the summer, while still in negotiations to buy Nokia outright, Steve Ballmer asked the members of his leadership team, his direct reports, to vote thumbs-up or thumbs-down on the deal.

He wanted a public vote to see where the team was on the matter. I voted no. While I respected Steve and understood the logic of growing our market share to build a credible third ecosystem, I did not get why the world needed the third ecosystem in phones, unless we changed the rules.

A few months after I became CEO, the Nokia deal closed, and our teams worked hard to relaunch Windows Phone with new devices and a new operating system that came with new experiences. But it was too late to regain the ground we had lost. Months later, I would have to announce a total write-off of the acquisition as well as plans to eliminate nearly eighteen thousand jobs, the majority of them because of the Nokia devices and services acquisition.

It was heartbreaking to know that so many talented people who gave so much of themselves to their work would lose their jobs. There are many lessons a leader can take from the Nokia acquisition. Buying a company with weak market share is always risky.

What we needed most was a fresh and distinctive approach to mobile computing. Where we went wrong initially was failing to recognize that our greatest strengths were already part of the soul of our company—inventing new hardware for Windows, making computing more personal, and making our cloud services work across any device and any platform.

We should only be in the phone business when we have something that is really differentiated. We did ultimately follow up on this key insight. For example, these business customers now love Continuum, a feature that makes it possible for a phone to replace a PC. To further participate in mobile, we also made Office run across devices. In retrospect, what I regret most is the impact these layoffs had on very talented, passionate people in our phone division.

Early in my new role, Bill Gates and I walked together from one building to the next to meet with a reporter from Vanity Fair. Bill had decided to remain on the board, but would step down as chairman.

On our walk, he enthusiastically talked about a new product that would blur the lines between a document and a website. We brainstormed how to develop an architecture that would enable rich capabilities for composing a report, but instead of a static page it would have all the richness of an interactive website. We quickly got into the weeds, volleying ideas back and forth about visualization data structures and storage systems.

At one point Bill looked at me, smiled, and said it was good to be talking software engineering. Reviewing a software product with Bill is the stuff of legend at Microsoft. A developer named Michael locks himself in his office at 11 a. No one on his floor had ever been flamed by Bill personally. Over the first several months of my tenure, I devoted a lot of time to listening, to anyone and everyone just as I had promised to do in that Thanksgiving memo to the board. I met with all of our leaders and made a point of going out as I always had to meet with partners and customers.

As I listened, there were two questions I was still trying to answer. The first, why are we here? Answering this question would be central to defining the company for years to come. The second question was, what do we do next? Straightaway I heard from hundreds of employees at every level and in every part of the company. We held focus groups to allow people to share their opinions anonymously as well.

Listening was the most important thing I accomplished each day because it would build the foundation of my leadership for years to come. To my first question, why does Microsoft exist, the message was loud and clear. We exist to build products that empower others.

I heard other things as well. Employees wanted a CEO who would make crucial changes, but one who also respected the original ideals of Microsoft, which had always been to change the world. They wanted a clear, tangible and inspiring vision. They wanted to hear more frequently about progress in transparent and simple ways.

Engineers wanted to lead again, not follow. They wanted to up the coolness. What they really demanded was a road map to remove paralysis. For example, Google made headlines with glitzy demonstrations of their artificial intelligence experiments while we had world-class speech and vision recognition and advanced machine learning that we kept under wraps.

The real challenge I was contemplating, though, was how do we take our technologies and do things that speak to our identity and add unique value for our customers? On my second question, where do we go from here, I became convinced that the new CEO of Microsoft needed to do several things very well right away, during the first year. Communicate clearly and regularly our sense of mission, worldview, and business and innovation ambitions. Drive cultural change from top to bottom, and get the right team in the right place.

Build new and surprising partnerships in which we can grow the pie and delight customers. Be ready to catch the next wave of innovation and platform shifts. Reframe our opportunity for a mobile- and cloud-first world, and drive our execution with urgency. Stand for timeless values, and restore productivity and economic growth for everyone. This list does not suggest a formula for success since even today Microsoft is still very much in the midst of change.

We will not know the lasting impact of our approach for some time. But between the summers of and , we pushed for change with a steady drumbeat. Having listened with great intensity and curiosity during those first several months, it was time to act and to do so with confidence and conviction.

Now here I was evangelizing the notion that we needed to rediscover our soul. To make things real and drive fidelity of the ideas through an organization of ,plus people operating across more than countries we developed a clear connection between our mission and our culture. We defined our mission, worldview, ambitions, and culture in one page—no small feat for a company that loves massive PowerPoint decks.

That was the relatively easy part. The harder part was to not tweak it—to let it stand. We needed a shared understanding. The simple framework we came up with catalyzed people to bring these ideas to life. The work in these first few years of my tenure was all about getting the flywheel of change spinning. Sure, it took regular communications, but it also took discipline and consistency on my part and that of the senior leadership team.

We needed to inspire and drive change. I, all of us, had to do them. And our employees had to see how everything we did reinforced our mission, ambitions, and culture. And then they needed to start doing the same. Our three ambitions defined how we organized teams and reported results.

Our mission guided where I visited and who I met while I was there. My travel itinerary frequently started with a visit to a school or hospital in the community. I particularly enjoyed ceremonies with the indigenous peoples in Colombia and New Zealand, learning about how they used Microsoft technology to preserve their history and traditions for generations and how they think about growth.

Beyond this, we were greenlighting mothballed products and projects, inviting new partnerships with competitors, showing up in surprising places, making accessibility a first-class citizen in our product design efforts, and constantly traveling the world to engage our people, partners, and customers.

We must all understand and embrace what only Microsoft can contribute to the world and how we can once again change the world. I consider the job before us to be bolder and more ambitious than anything we have ever done. Microsoft is the productivity and platform company for the mobile-first, cloud-first world. We will reinvent productivity to empower every person and every organization on the planet to do more and achieve more. We will obsess over helping people who are swimming in a growing sea of devices, apps, data, and social networks.

We will build software to be more predictive, personal, and helpful. Soon there will be 3 billion people connected to the Internet, sensors, and the Internet of Things IoT.

Employees responded immediately. In just the first twenty-four hours I heard from hundreds of employees in every part of the company and in every part of the world.

They said the language of empowering everyone on the planet to achieve more inspired them personally, and they saw how it applied to their daily work, whether they were a coder, designer, marketer, or customer-support technician.

Many offered helpful suggestions and ideas. One of my favorites was to challenge conventional thinking more. Why is Xbox a box since traditional television and cable boxes are fading? What if Kinect, our motion-sensing technology used for video games and robotics, came with wings or wheels so it could go fetch lost keys or wallets? Many wrote to me to say that after years of frustration they felt a new energy. I was determined not to squander that.

The New York Times focused on the cultural change under way. We wanted customers not just to use our products, but to love them.

But I also needed to get the right people on the bus to join me in leading these changes. A few weeks later I announced that Peggy Johnson, a longtime Qualcomm executive, would join as head of business development, striking deals to acquire and partner with exciting new products and services. Within a few weeks we bought Minecraft, the popular online game, which we knew would boost engagement with our cloud and our devices.

A few weeks after that I announced that Kathleen Hogan, who was leading our global consulting and support business, with experience at McKinsey, a worldwide management consulting firm, and Oracle, would become our Chief People Officer and my partner in the cultural transformation to come. We had two people overseeing marketing, and I chose to give the entire role to Chris Capossela. Scott Guthrie, who had been my engineering partner in building the cloud business, was chosen to lead Cloud and Enterprise, our fastest growing business.

Over time these changes meant that some executives left. They were all talented people, but the senior leadership team needed to become a cohesive team that shared a common worldview. For anything monumental to happen—great software, innovative hardware, or even a sustainable institution—there needs to be one great mind or a set of agreeing minds.

I wanted people to speak up. But there also has to be high quality agreement. We needed everyone to view the SLT as his or her first team, not just another meeting they attended. We needed to be aligned on mission, strategy, and culture. I like to think of the SLT as a sort of Legion of Superheroes, with each leader coming to the table with a unique superpower to contribute for the common good.

Amy is our conscience, keeping us intellectually honest and accountable for doing what we committed to do. Kurt pushes us on being rigorous about our strategy and operations. Product leaders like Terry, Scott, Harry, and more recently Rajesh Jha and Kevin Scott push for alignment on product plans, knowing that when we are an inch apart on strategy at the leadership level, our product teams end up miles apart in execution.

Brad helps us navigate the ever- evolving legal and policy landscape, always finding just the right position on important global and domestic issues. Kathleen constantly channels the voice of our employees. They are the true heroes of our continuing transformation. One thing we were all clear on is that beyond the SLT, we needed a broader set of leaders who could be brought into modeling the mission and building the culture we needed.

For as long as I could remember, each year the top or so executives would gather for an annual retreat. We left our offices to drive to a remote, mountainous area about two hours from our headquarters. There, we would take up residence at a quiet, comfortable hotel where we would work to get on the same page strategically. This retreat has always been a good idea. Each team shares product plans and performs demos of their latest technology breakthroughs long before the world will experience them.

And everyone appreciates having time to reconnect and see their colleagues over meals by the fire. But one aspect of the offsite really bugged me. Here we were with all this talent, all this bandwidth, and all this IQ in one place just talking at each other in the deep woods. I figured it was time to hit refresh and experiment. That year, we did several things to symbolize change and to get the top leaders fully on board.

I needed them to buy into where we were going, and I needed them to help get us there. The first change to the retreat was inviting founders of companies we had acquired in the year prior. These new Microsoft leaders were mission-oriented, innovative, born in the mobile-first and cloud-first world. I knew we could learn from their fresh, outside perspective. Remember, the retreat had been only for the most senior leaders. Inviting them was not one of my more popular decisions.

But they showed up bright eyed, completely ignorant of the history they were breaking. They asked questions. They shared their own journeys. They pushed us to be better. Another decision, not universally loved, was scheduling customer visits during the retreat.

There was more than a little eyerolling and groaning.