Executing a turnaround of a proud institution requires deep knowledge and respect for its past, plus an unsentimental and incisive understanding of what’s not working. It takes the ability to lay out a vision, not merely from A to Z, but from A to B to C etc. — everybody knows Z, it’s the execution that counts. Then strong leadership at the top must be willing to identify (or hire) top performers and give them freedom. Most of all, this boss must walk the talk.
With Microsoft, the situation is complicated by the company’s size, complexity and profitability. What other company made so much money in what is popularly considered a “lost decade”?
Satya Nadella, nearly six months into his tenure as CEO, released a manifesto this week that is much discussed. It is the most concrete sign yet of where he wants to take the company. I’m interested in your opinion:
This Week’s Links:
• The U.S. corporate tax dodge | Bloomberg View
• Despite earlier loss, UAW creates union at VW plant | NY Times
• China’s wealthy getting richer in a declining economy | TripleCrisis
• The secret of the first-quarter slowdown in health spending | Dean Baker
• Adam Smith as Malthusian: “the surplus population” | Brad DeLong
• Do markets work for bees? | Conversable Economist
Seattle’s fine whine
Either too cold or too hot
Bring back seventy