By techadmin Chairman and CEO of Microsoft Corporation
As CEO, my responsibility is to ensure Microsoft remains relevant and impactful in a world that’s constantly evolving. Today, that means leading a company that not only adapts to technological change but helps shape it responsibly. One of the most significant shifts we’re experiencing is the rise of artificial intelligence. AI is no longer just a research endeavor—it’s transforming every product, industry, and role.
We’re embedding AI deeply across our platforms—from Azure OpenAI Services to Microsoft 365 Copilot and GitHub Copilot. My role is to ensure that these innovations deliver real value to people and businesses, enhancing productivity and solving complex challenges. But innovation without responsibility is meaningless. That’s why we’re focused on AI safety, ethics, and governance, ensuring our work aligns with core human values.
Another key part of my role is culture. When I took over in 2014, Microsoft needed a cultural shift. We were too siloed, too focused inward. Today, my job includes making sure we stay grounded in a growth mindset—being learn-it-alls, not know-it-alls—and that our teams collaborate across boundaries, stay customer-obsessed, and build products with empathy.
Lastly, I’m constantly thinking about our long-term mission: to empower every person and every organization on the planet to achieve more. That’s not just a slogan—it’s our strategic compass. Whether we’re working on sustainability, accessibility, or economic opportunity, that mission drives everything we do.
Becoming CEO of a company like Microsoft wasn’t a linear journey, and it certainly wasn’t without challenges. I’ve faced personal, professional, and even philosophical challenges along the way. One of the earliest hurdles was simply adapting to a new country. I moved from Hyderabad to the U.S. in my early twenties. I had a strong technical foundation, but culturally and socially, I had to learn fast and adapt.
At Microsoft, the challenge was finding my place. I joined in 1992 and worked on everything from Windows NT to Bing to cloud services. At times, I felt like an outsider—an engineer who was more reflective than aggressive, more collaborative than competitive. But I leaned into those traits rather than trying to change them. Over time, I realized that leadership doesn’t come from having all the answers—it comes from asking the right questions, listening deeply, and building trust.
A major inflection point in my career came when I took over our cloud and enterprise group. At the time, Microsoft wasn’t seen as a leader in cloud. We had to play catch-up with competitors like AWS. That required bold thinking, technical risk-taking, and cultural change. We doubled down on Azure, reimagined our developer tools, and focused on openness and interoperability—values Microsoft hadn’t always prioritized.
But perhaps the biggest challenge was taking over as CEO in 2014. Microsoft was respected but seen as stagnant. Internally, we needed to heal from years of infighting. Externally, we needed to prove we could still innovate. I had to lead a culture transformation while keeping the business on track—and that wasn’t easy. It required empathy, clarity, and a willingness to make tough calls.
My journey into technology began with a love for cricket and a fascination with how things work. Growing up in India, I wasn’t one of those kids who coded from the age of 10. My first real exposure to computers was in college, and it was more curiosity than ambition that led me to the field.
What inspired me to stay in technology, though, was its potential for impact. When I moved to the U.S. for my master’s, I saw the transformative power of computing. At Microsoft, I realized that every product we built had the potential to touch millions—even billions—of lives. That sense of purpose kept me going.
But inspiration didn’t come from technology alone. It came from people. One pivotal moment in my life was the birth of my son, Zain, who had cerebral palsy and required lifelong care. His life—and the strength I saw in my wife—taught me deep empathy. It shifted my worldview. I started thinking not just about what technology could do, but who it could empower.
As I moved into leadership roles, I found inspiration in the idea of creating environments where people can do their best work. Leadership, to me, is about clarity, energy, and empathy. It’s about enabling others to dream big and then helping them make that dream a reality.
So while technology brought me in, it was people and purpose that kept me moving forward.
When I became CEO, one of the first things I said was, “We need to rediscover our soul.” Microsoft had immense talent, but we were internally fragmented and externally misunderstood. The first strategy was to focus on culture. We adopted a growth mindset based on Carol Dweck’s research, encouraging employees to be curious, to learn continuously, and to collaborate generously.
We also redefined our mission. “Empower every person and every organization on the planet to achieve more” became our north star. That gave us clarity, and it created a sense of shared purpose across every team and business unit.
Strategically, we pivoted to cloud computing, recognizing that the future of enterprise technology was in intelligent, scalable platforms. Azure became our growth engine, and we paired it with Microsoft 365 to deliver a comprehensive productivity cloud. We also embraced openness, supporting Linux, GitHub, and even making peace with long-time rivals.
Acquisitions played a key role too—but always aligned with our mission. LinkedIn gave us insights into the professional world. GitHub strengthened our developer ecosystem. And Activision Blizzard (pending completion) is about building the future of gaming as a platform.
Finally, we focused on trust. In an age of data breaches and misinformation, we committed to privacy, security, and ethical AI. Trust isn’t a feature—it’s the foundation. Our transformation wasn’t about any one product or quarter—it was about building for the long term
5. Q: With AI reshaping the tech landscape, how is Microsoft positioning itself, and what are the key opportunities and responsibilities that come with leading this change?
AI is the defining technology of our time, much like the advent of electricity or the internet. At Microsoft, we see AI as a platform shift—one that will fundamentally change how we interact with technology and each other. We’re positioning ourselves as both an enabler and a responsible steward of this transformation.
Our partnership with OpenAI is central to this strategy. Together, we’re embedding advanced language models like GPT into our products—from Microsoft 365 Copilot to Azure AI. These tools aren’t just impressive demos—they’re designed to unlock productivity, creativity, and accessibility at scale. Imagine a lawyer summarizing hundreds of pages of case law in seconds, or a small business owner creating marketing content without a dedicated team. That’s the power of generative AI.
But this opportunity comes with enormous responsibility. AI must be developed and deployed ethically. That means addressing bias, ensuring transparency, and building systems that align with human values. We’ve created the AI Ethics and Effects in Engineering and Research (Aether) Committee, and our Office of Responsible AI works across engineering teams to guide development and deployment. We don’t take shortcuts here.
We also focus on inclusivity. AI should not be a privilege of the few—it should empower the many. That’s why we offer accessible tools for education, language translation, disability support, and more. For example, AI-powered tools in Microsoft Teams and Word help students with dyslexia or professionals with hearing impairments thrive in digital environments.
Internally, we’re preparing our workforce for the AI era through continuous learning and skilling. We’ve launched initiatives to upskill millions globally in digital and AI fluency—because the future belongs to those who can co-pilot with these tools, not compete against them.
Ultimately, our goal is to build AI that augments human ingenuity. I believe that the combination of human creativity and machine intelligence can solve some of our toughest problems—from climate change to global health and education. But only if we lead with trust, transparency, and humility.
6. Q: What personal values and philosophies have guided your leadership style throughout your career, especially during difficult decisions?
At the heart of my leadership philosophy is empathy. It’s not just a soft skill—it’s a foundational trait for anyone leading people, building products, or shaping a company’s future. My perspective on empathy was deeply shaped by personal experiences—most notably, raising our son Zain, who was born with severe cerebral palsy. His life, and the strength I saw in my wife Anu, taught me that empathy is about deeply understanding another’s journey—not just emotionally, but intellectually.
That understanding now shapes how I lead. Whether it’s deciding on a business pivot, supporting teams through global crises, or launching new products, I ask: How will this impact real people? Will it empower them? Will it create access? Will it reflect our values? Empathy helps me zoom out and see the broader context—beyond quarterly targets or internal metrics.
Another guiding principle for me is a growth mindset—the belief that everyone can learn, improve, and evolve. When I became CEO, I encouraged the entire company to shift from being “know-it-alls” to “learn-it-alls.” This wasn’t just a slogan—it was a cultural reset. I believe that humility in leadership isn’t about thinking less of yourself; it’s about thinking more about others and what you can learn from them.
Clarity is another cornerstone. In a complex company like Microsoft, with thousands of products and employees, clarity is power. When we made the pivot to cloud and AI, it was critical to communicate the “why” behind our decisions—clearly and consistently. People need to see how their work connects to the larger mission.
Finally, I value consistency and integrity. Leadership isn’t about making popular decisions—it’s about making principled ones. In times of uncertainty, people don’t just watch what you say—they watch what you do. Whether it’s our stance on ethical AI, sustainability, or employee wellbeing, I try to lead by example and ensure our actions match our aspirations.
7. Q: What advice would you give to aspiring leaders, particularly those from diverse or non-traditional backgrounds?
My message to aspiring leaders—especially those who come from underrepresented or unconventional backgrounds—is simple: Don’t let anyone else define your potential. When I was growing up in Hyderabad, no one imagined I’d one day lead a global technology company. There were no straight lines, no perfect blueprints. But what I had was curiosity, grit, and a willingness to learn—and that carried me forward.
One piece of advice I always share is to stay deeply curious. The world is changing rapidly, and the ability to keep learning is more important than ever. Don’t be afraid to ask questions, explore new domains, or challenge the status quo. Some of the best leaders I’ve met aren’t the ones who had all the answers—but the ones who kept searching.
Second, embrace your uniqueness. Your background, your challenges, your perspective—they are assets, not liabilities. At Microsoft, I’ve seen firsthand how diverse teams create better products and solve problems more creatively. Bring your whole self to the table. That’s where innovation starts.
Third, don’t underestimate the power of empathy in leadership. We often associate leadership with strength and decisiveness—and those are important. But the ability to truly understand others, to build trust, and to lead with compassion—that’s what makes leadership sustainable.
Also, seek mentors and be one. Throughout my career, I’ve had people who believed in me even when I didn’t believe in myself. Find those people, learn from them, and, when the time comes, extend the same support to someone else.
Finally, remember that leadership is not a title—it’s a mindset. You don’t have to wait until you’re a CEO to make a difference. Lead where you are. Take ownership. Lift others. Build something meaningful. Because in the end, leadership is about creating impact—not just for yourself, but for the people and communities around you.