????微軟(Microsoft)必須改變。

????微軟應(yīng)該專注于它的核心——Xbox不是它的核心競(jìng)爭(zhēng)力,。

????微軟必須在市場(chǎng)彰顯自身的不同之處,，而它的獨(dú)到之處在于生產(chǎn)力。

????微軟的確可以改善營(yíng)銷工作,。

????微軟應(yīng)該找到一種方法,，使Windows在可穿戴技術(shù)領(lǐng)域成為像它在個(gè)人電腦技術(shù)領(lǐng)域一樣具有辨識(shí)度的產(chǎn)品。

????微軟需要挺進(jìn)移動(dòng)領(lǐng)域,。

????薩蒂亞?納德拉,，微軟這家總部位于華盛頓州雷德蒙德的公司的首席執(zhí)行官在《財(cái)富》科技頭腦風(fēng)暴大會(huì)(Fortune Brainstorm Tech)的舞臺(tái)上重申了他在上周發(fā)給公司127,104名員工的一份備忘錄中概述的戰(zhàn)略，同時(shí)通過(guò)其他方式展示,，他已經(jīng)掌控了這家一直被批評(píng)為笨拙不堪、迷失方向的公司,。

????在跟阿斯本研究所(Aspen Institute)總裁沃爾特?艾薩克森猶如連珠炮似的對(duì)話中,，和藹可親的納德拉始終恪守他打算傳遞的訊息。他的目標(biāo)：表明他正在聆聽（種種批評(píng)聲音）,，他正在尋找（一條前進(jìn)道路）,，他正在認(rèn)識(shí)到（投資者和開發(fā)商都在尋找對(duì)公司的信心）,。

????微軟應(yīng)該擁有什么名聲？“生產(chǎn)力,，”納德拉毫不猶豫地回答道,。“微軟能夠增加的獨(dú)特價(jià)值都是圍繞著生產(chǎn)力和平臺(tái),，”他說(shuō),。“就廣義而言,，生產(chǎn)力是我們能夠做出獨(dú)特貢獻(xiàn)的領(lǐng)域,。”

????他說(shuō),，生產(chǎn)力不只涉及工作場(chǎng)所,。請(qǐng)從個(gè)人的角度來(lái)考慮這個(gè)問(wèn)題，生產(chǎn)力可延伸到家庭和外出旅途中,。他反問(wèn)：“我可以從人生的每一刻獲取更多價(jià)值嗎,？我是否需要工具和服務(wù)來(lái)幫助我？”

????比如,，當(dāng)你在家做飯,，使用手機(jī)在一本書中拍了一張菜譜照片，軟件隨即會(huì)采用光學(xué)字符識(shí)別技術(shù)將菜譜內(nèi)容翻譯出來(lái),。納德拉說(shuō)：“這就是面向生活,、而不是工作的生產(chǎn)力?！?/p>

????關(guān)于做一家“平臺(tái)公司”

????“我們所做的一切都必須成為其他人依靠的平臺(tái),，我認(rèn)為這種理念是我們公司的核心所在，”納德拉告訴艾薩克森,，同時(shí)援引了Exchange識(shí)別系統(tǒng)和Windows Shell的例子,。“但我認(rèn)為大家暴露在Office等工具內(nèi)部的個(gè)人數(shù)據(jù)可以作為一種管理工具提供給IT服務(wù)開發(fā)商,?！?/p>

????納德拉表示，人們需要用更開闊的思路來(lái)看待Office,，而不是僅僅把它看成是一個(gè)應(yīng)用程序集合,。就以該公司的智能個(gè)人助理Cortana為例：“在我看來(lái)，這是對(duì)生產(chǎn)力的重新定義,，”他說(shuō),，因?yàn)樗|及大家所有的個(gè)人信息，既包括工作信息，還包括私人信息,。

????Microsoft must change.

????Microsoft should focus on its core—and Xbox isn’t it.

????Microsoft has to differentiate itself in the marketplace, and productivity is the way to do it.

????Microsoft could really do a better job marketing itself.

????Microsoft ought to find a way to make Windows as identifiable with wearable technology as it is with the personal computer.

????Microsoft needs to be mobile.

????Satya Nadella, the chief executive of the Redmond, Wash.-based company MSFT 0.12% , took to the stage here at the Fortune Brainstorm Tech conference to reiterate the strategy that he outlined in a memo sent to his 127,104 employees last week and otherwise show that he had control of a company that has been criticized as clumsy and directionless.

????In a rapid-fire chat with Walter Isaacson, president of the Aspen Institute, an affable Nadella stayed strictly on message. His goal: to demonstrate that he’s listening (when it comes to criticism of the company), he’s looking (when it comes to finding a path forward), and he’s learning (that investors and developers alike seek confidence in the company).

????What should Microsoft be known for? “Productivity,” Nadella responded without hesitation. “The unique value that Microsoft can add is around productivity and platforms,” he said. “Productivity is broadly something we can uniquely do.”

????Productivity isn’t just about the workplace, he said. Think of it on an individual basis, extending to the home and on the go. “Can I get more out of every moment of my life and do I need tools and services to help me?” he asked.

????When you’re cooking at home and you snap a photo of a recipe in a book using your phone and software then employs optical character recognition to translate it? “That’s productivity for my life, not at work,” Nadella said.

????On being a ‘platform company’

????“The notion that everything that we do has to be a platform for someone else to build on I would say is the core of our company,” Nadella told Isaacson, citing the identity system in Exchange and the Windows shell. “But I think of your personal data inside of the tools like Office exposed as services to developers provided as administrative tools to IT.”

????People need to start thinking about Office much more broadly, rather than only as a collection of applications, Nadella said. Take the company’s intelligent personal assistant, Cortana: “To me that’s the redefinition of productivity” because it touches all of your personal information, whether work or personal, he said.