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As Microsoft gave up its technological dominance after the era of personal computers, its employees gained the reputation of "resting and acquiring rights".
Then, in recent years, Microsoft has rebounded, apparently in broad daylight. What happened?
Peggy Johnson, Microsoft's chief negotiator, gave an overview of what caused a culture change in the company during his speech Monday in Chicago at Brainstorm Reinvent, Fortune conference dedicated to the rejuvenation of companies.
The transformation began when Johnson joined the group in 2014, after CEO Satya Nadella took over from Steve Ballmer, the company's longtime leader. Nadella, the new manager, realized that he had to change the psyche of companies.
Nadella found the language and tools to do it in a book that he had read called State of mind: The new psychology of success, by Carol S. Dweck, professor of psychology at Stanford University, said Johnson. The book talks about the importance of maintaining a "growth mindset," she explained, meaning "the ability to be free to think beyond borders."
This idea seemed to apply to the Microsoft staff: full of talent, but lacking vitality and initiative. Building on Dweck's concepts, "Satya had this idea of transforming this culture from a culture of knowledge to a culture that learns everything," Johnson said.
"It started going through all the many layers of Microsoft, and the change became palpable," said Johnson. "It was like a spark that set off a fire."
"Any business that has a successful business model, you can trust it and say," Well, this business will last forever, "continued Johnson. But Nadella acknowledged that "if the company did not change, we would be left behind".
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