As the leadership team, we're taking bold and decisive action to evolve our organization and culture. This includes difficult steps, but they are necessary to position Microsoft for future growth and industry leadership.
Amy Hood
Every job I took, I was deeply uncomfortable in terms of feeling unqualified. Every step, every risk I took, built confidence.
Diversity is crucial.
If you ask anybody at Microsoft, could they spend more money, all of them would say yes. They should say that! They should say, 'Yes, I have so many terrific innovative, interesting, awesomely impactful ideas that you have to get me more money.' I love that. I love that energy, and I listen to some really fascinating arguments.
You can work through most things and come out on the other side feeling like you've learned a good lesson and you'll get better.
I'm pretty gritty.
I feel deeply responsible as a leader to pay it forward.
As our products have improved, and you add value at the high end, customers move to the high end.
In addition to transitioning to the cloud, our customers continue to invest in premium versions of our on-prem server products like Window Server, System Center and SQL Server.
Each customer has unique deployment needs, and as a result, CIOs value the flexibility that our hybrid cloud offerings provide.
I continually took jobs I really wasn't really qualified for.
People don't just show up in the C-suite overnight.
