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Nadella, the CEO of Microsoft, used the best tactics to revitalize the otherwise failing corporation. He embraced upstart enterprises like Silicon Valley and helped them flourish, despite the fact that they are prospective competitors (Hariharan 29). As a result of this vision of recognising the need for change as a leader, Microsoft Company’s products now function in harmony with competitors’ products and root for its success. Furthermore, as a manager, Nadella used personal diplomacy and individual efforts to reach out to competitors and gain their support and continued collaboration in the tech business (Hariharan 29). This principle has seen the company’s stock shoot from 29% up to $ 50.04 net profit (Hariharan 29). Moreover, Nadella used the policy of assessing the driving and restricting forces in a company’s progress to reach out to the competitors by supporting the young technologies, such as Madrona Venture Group in nurturing Microsoft skills to provide a technical pool of future workers in the Microsoft sector (Hariharan 29). Being a visionary leader, he ignored the attitude of hostility with related companies and embraced uniting ideas for the mutual benefit from a harmonized business environment.
However, Nadella faces some challenges related to his leadership priorities. The Company has lost its influence among the young programmers because of sharing its computer innovation strategies with the competitors (Hariharan 29). The company has also lost quality Microsoft developers who have shifted their attention to other products such as Linux software. Embracing ideas from the competitors have seen Microsoft Windows program get an alternative option from Linux Company which is determined to invent a more favorable product than windows (Hariharan 29). Therefore, however much his management skills have brought more success than the loss, the company continues to lose grip on production rights, brand right, and autonomy in technology word.
Hariharan, N. “Modi diplomacy fosters economic development.” Asia Today International 33.5 (2015): 29.
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