????納德拉說(shuō)：“從我的數(shù)據(jù),、我的需求,、我的任務(wù)中發(fā)掘更有意義的訊息——在我看來(lái)，這就是Office的未來(lái),?！?/p>

????納德拉承認(rèn)，微軟在不斷下滑的個(gè)人電腦業(yè)務(wù)和迅速被移動(dòng)設(shè)備占據(jù)的計(jì)算業(yè)務(wù)占據(jù)的市場(chǎng)份額存在顯著差異,，前者為90%,。（他承認(rèn)，微軟在橫跨所有設(shè)備的市場(chǎng)份額僅有14%,。）

????他說(shuō)：“要在這樣一個(gè)移動(dòng)優(yōu)先的世界自由穿行,，我們還需要做大量工作?！?/p>

????這就是為什么這家公司這么專注于云計(jì)算這種連接所有互聯(lián)網(wǎng)連接設(shè)備的構(gòu)架,。納德拉說(shuō)：“我們?cè)谠朴?jì)算方面的目標(biāo)是，確保我們的云計(jì)算和云應(yīng)用程序出現(xiàn)在全球每臺(tái)設(shè)備之上?！彼S后補(bǔ)充說(shuō),，微軟衡量成功的方式是查看一臺(tái)設(shè)備的主屏幕。

????云無(wú)法解決人們的問(wèn)題,，但它能夠讓其他服務(wù)和工具完成這件事情,。這就是微軟專注于云的原因所在。他說(shuō)：“這是一個(gè)由云協(xié)調(diào)的世界,?！?/p>

????微軟正是通過(guò)這種方式進(jìn)入新生的可穿戴市場(chǎng)。不是嘗試著發(fā)明新的東西,，納德拉說(shuō),，微軟可以拉伸、調(diào)整它最知名的產(chǎn)品：Windows,。

????他說(shuō)：“至于Windows,，我們希望把它看作是一個(gè)廣闊的平臺(tái)，從可穿戴設(shè)備到工業(yè)IoT平臺(tái),，再到個(gè)人電腦和平板電腦,。”所謂IoT是物聯(lián)網(wǎng)(Internet of Things)的首字母縮寫,。盡管如此,，“對(duì)我們來(lái)說(shuō)，Windows永遠(yuǎn)是一種設(shè)備體驗(yàn),，”由于微軟收購(gòu)了諾基亞公司(Nokia)的設(shè)備業(yè)務(wù),，它現(xiàn)在可以從事第一手實(shí)驗(yàn)。

????他說(shuō)：“我們希望把這些圍繞生產(chǎn)力的體驗(yàn)從小屏幕帶到大屏幕,?！痹谧钶x煌的時(shí)期，微軟干得最漂亮的事情之一就是它把開(kāi)發(fā)商和IT專業(yè)人士拉到了一起,?！拔覀儾粫?huì)過(guò)分看重某一個(gè)受眾群體，”納德拉說(shuō),?！斑@是我們的法寶?！?/p>

????但微軟不能依靠歷史經(jīng)驗(yàn)向前推進(jìn),。“我們所熟知的Windows必須做出改變,，”他說(shuō),。Windows已經(jīng)成為游戲機(jī)和手機(jī)的操作系統(tǒng),。“但它是5年或10年前,，我們?cè)诩依锏膫€(gè)人電腦上啟動(dòng)的那個(gè)Windows嗎,？”納德拉問(wèn)道?！安皇?。”

????關(guān)于戰(zhàn)略和文化

????微軟需要把重點(diǎn)放在它的生產(chǎn)力核心,。那么,，Xbox游戲機(jī)是否契合納德拉的愿景,？這位首席執(zhí)行官的回答有點(diǎn)閃爍其詞,。

????“Xbox距離（這個(gè)核心）沒(méi)有那么遠(yuǎn)，”納德拉說(shuō),?！拔覀兛梢宰霰冗@個(gè)核心更多一些的事情。但問(wèn)題是,，你必須得擁有一種能夠這樣做的文化,。”

????換句話說(shuō),，你不能把Xbox部門當(dāng)作一個(gè)操作系統(tǒng)部門,，他說(shuō)。

????“我希望我們能夠以Xbox為傲,，無(wú)拘無(wú)束地給予它以微軟的空中掩護(hù),，”納德拉說(shuō)?！暗c此同時(shí),，不能把它跟我們的核心相混淆?！?/p>

????“我們需要一些能夠孵化新東西的部門,，”但也需要“從核心出發(fā)來(lái)創(chuàng)新，”他說(shuō),。這將成為微軟的再次革新之道,。

????“我們擅長(zhǎng)生產(chǎn)力和平臺(tái)，但需要重新思考,，”他說(shuō),。“它不是一個(gè)附帶項(xiàng)目,，而是微軟這家公司的立身之本,。”

????他凝視著臺(tái)下的觀眾?！爸钡轿覀冋嬲淖兾幕?，微軟才有希望迎來(lái)復(fù)興?！保ㄘ?cái)富中文網(wǎng)）

????譯者：葉寒

????“Making more sense out of my data, my needs, my tasks—to me, that’s the future of Office,” Nadella said.

????Nadella acknowledged the disparity between Microsoft’s market share in the declining PC business—90%—and its market share in a computing business that has quickly been dominated by mobile devices. (Microsoft enjoys just 14% share across all devices, he conceded.)

????“We have a lot of work to do still as we navigate this mobile-first world,” he said.

????Which is why the company is so focused on the cloud, the fabric that connects all Internet-connected devices. “Our goal with the cloud is to make sure that our cloud and our cloud applications are available on every device in the world,” Nadella said, adding that the company measures its success by looking at the home screen of a device.

????The cloud doesn’t solve people’s problems, but it enables other services and tools to do so. That’s why Microsoft is focused on it. “It’s a cloud-orchestrated world,” he said.

????Which is how the company is approaching the nascent wearables market. Instead of trying to invent something new, Nadella said, Microsoft can stretch and adapt its best-known product: Windows.

????“When we think about Windows, we want to think of it as a broad platform, from wearables to industrial IoT platforms to PCs and tablets,” he said, using the acronym for Internet of Things. Still, “Windows for us will always be the device experience,” and Microsoft can experiment firsthand thanks to its acquisition of Nokia’s devices business.

????“Our hope is to bring these experiences around productivity from the small screen to the large screen,” he said. At its peak, one of the things Microsoft did best was when it brought developers and IT professionals together. “We don’t over-index on just one constituent,” Nadella said. “That’s our magic.”

????But Microsoft can’t rely on history to move forward. “Windows as we know of it has to change,” he said. Windows is already on the gaming console and the mobile phone. “But is it the Windows that we booted up on our PCs at home five, 10 years ago?” Nadella asked. “No.”

????On strategy and culture

????Microsoft needs to focus on its productivity core. Does the Xbox group fit into Nadella’s vision? The chief executive hedged a bit.

????“Xbox isn’t that far from [the core],” Naella said. “We can do a few more things than the core. But the point is, you’ve got to have a culture to do it.”

????In other words, you can’t treat the Xbox division like an operating systems group, he said.

????“I want us to be comfortable to be proud of Xbox, to give it the air cover of Microsoft,” Nadella said, “but at the same time not confuse it with our core.”

????Though “you need to have places you can incubate things,” you also need to “innovate from the core,” he said. It’s how Microsoft will be renewed again.

????“We are good at productivity and platforms—but rethink it,” he said. “That’s not a side project, that is the very company itself.”

????He peered out over the audience. “Until we really change culturally, no renewal happens.”