Microsoft must change.微软公司(Microsoft)必需转变。Microsoft should focus on its core—and Xbox isn’t it.微软公司应当专心于它的核心——Xbox不是它的核心竞争力。

Microsoft has to differentiate itself in the marketplace, and productivity is the way to do it.微软公司必需在市场突显自身的不同之处，而它的独到之处在于生产力。Microsoft could really do a better job marketing itself.微软公司的确可以提高营销工作。

Microsoft ought to find a way to make Windows as identifiable with wearable technology as it is with the personal computer.微软公司应当寻找一种方法，使Windows在可穿着技术领域沦为像它在个人电脑技术领域一样具备辨识度的产品。Microsoft needs to be mobile.微软公司必须会师移动领域。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.萨蒂亚o纳德纳，微软公司这家总部坐落于华盛顿州雷德蒙德的公司的首席执行官在《财富》科技头脑风暴大会(Fortune Brainstorm Tech)的舞台上申明了他在上周发给公司127,104名员工的一份备忘录中阐述的战略，同时通过其他方式展出，他早已掌控了这家仍然被抨击为僵硬致使、迷失方向的公司。

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).在跟阿斯本研究所(Aspen Institute)总裁沃尔特o艾萨克森有如连珠炮似的对话中，和蔼可亲的纳德纳一直秉承他想传送的讯息。他的目标：指出他正在倾听（种种抨击声音），他正在找寻（一条行进道路），他正在认识到（投资者和开发商都在找寻对公司的信心）。

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.”微软公司应当享有什么名声？“生产力，”纳德纳毫不犹豫地问道。“微软公司需要减少的独有价值都是环绕着生产力和平台，”他说道。“就广义而言，生产力是我们需要作出独有贡献的领域。

”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.他说道，生产力不只牵涉到工作场所。请求从个人的角度来考虑到这个问题，生产力可伸延到家庭和出外旅途中。

他质问：“我可以从人生的每一刻提供更加多价值吗？我否必须工具和服务来协助我？”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.比如，当你在家吃饭，用于手机在一本书中拍电影了一张菜谱照片，软件旋即不会使用光学字符识别技术将菜谱内容翻译成出来。纳德纳说道：“这就是面向生活、而不是工作的生产力。

”On being a ‘platform company’关于做到一家“平台公司”“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.”“我们所做到的一切都必需沦为其他人依赖的平台，我指出这种理念是我们公司的核心所在，”纳德纳告诉他艾萨克森，同时援引了Exchange识别系统和Windows Shell的例子。“但我指出大家曝露在Office等工具内部的个人数据可以作为一种管理工具获取给IT服务开发商。”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.纳德纳回应，人们必须用更加广阔的思路来看来Office，而不是意味着把它看作是一个应用程序子集。就以该公司的智能个人助理Cortana为事例：“在我看来，这是对生产力的新的定义，”他说道，因为它看清大家所有的个人信息，既还包括工作信息，还包括私人信息。

“Making more sense out of my data, my needs, my tasks—to me, that’s the future of Office,” Nadella said.纳德纳说道：“从我的数据、我的市场需求、我的任务中考古更有意义的讯息——在我看来，这就是Office的未来。”Nadella acknowledged the disparity between Microsoft’s market share in the declining PC business—90%—and its market share in a computing business that has quickly been dominated by mobile devices. (Microsoft enjoys just 14% share across all devices, he conceded.)纳德纳否认，微软公司在大大下降的个人电脑业务和很快被移动设备占有的计算出来业务占有的市场份额不存在明显差异，前者为90%。（他否认，微软公司在跨越所有设备的市场份额仅有14%。

）“We have a lot of work to do still as we navigate this mobile-first world,” he said.他说道：“要在这样一个移动优先的世界权利穿越，我们还必须做到大量工作。”Which is why the company is so focused on the cloud, the fabric that connects all Internet-connected devices. “Our goal with the cloud is to make sure that our cloud and our cloud applications are available on every device in the world,” Nadella said, adding that the company measures its success by looking at the home screen of a device.这就是为什么这家公司这么专心于云计算这种相连所有互联网相连设备的构架。

纳德纳说道：“我们在云计算方面的目标是，保证我们的云计算和云应用程序经常出现在全球每台设备之上。”他随后补足说道，微软公司取决于顺利的方式是查阅一台设备的主屏幕。

The cloud doesn’t solve people’s problems, but it enables other services and tools to do so. That’s why Microsoft is focused on it. “It’s a cloud-orchestrated world,” he said.云无法解决问题人们的问题，但它需要让其他服务和工具已完成这件事情。这就是微软公司专心于云的原因所在。他说道：“这是一个由云协商的世界。”Which is how the company is approaching the nascent wearables market. Instead of trying to invent something new, Nadella said, Microsoft can stretch and adapt its best-known product: Windows.微软公司正是通过这种方式转入新生的可穿着市场。

不是尝试着发明者新的东西，纳德纳说道，微软公司可以剪切、调整它最著名的产品：Windows。“When we think about Windows, we want to think of it as a broad platform, from wearables to industrial IoT platforms to PCs and tablets,” he said, using the acronym for Internet of Things. Still, “Windows for us will always be the device experience,” and Microsoft can experiment firsthand thanks to its acquisition of Nokia’s devices business.他说道：“至于Windows，我们期望把它看做是一个辽阔的平台，从可穿着设备到工业IoT平台，再行到个人电脑和平板电脑。

”所谓IoT是物联网(Internet of Things)的首字母简写。尽管如此，“对我们来说，Windows总有一天是一种设备体验，”由于微软公司并购了诺基亚公司(Nokia)的设备业务，它现在可以专门从事第一手实验。

“Our hope is to bring these experiences around productivity from the small screen to the large screen,” he said. At its peak, one of the things Microsoft did best was when it brought developers and IT professionals together. “We don’t over-index on just one constituent,” Nadella said. “That’s our magic.”他说道：“我们期望把这些环绕生产力的体验自小屏幕带回大屏幕。”在最巅峰的时期，微软公司腊得最可爱的事情之一就是它把开发商和IT专业人士冲到了一起。

“我们会过分重视某一个受众群体，”纳德纳说道。“这是我们的法宝。”But Microsoft can’t rely on history to move forward. “Windows as we know of it has to change,” he said. Windows is already on the gaming console and the mobile phone. “But is it the Windows that we booted up on our PCs at home five, 10 years ago?” Nadella asked. “No.”但微软公司无法依赖历史经验向前前进。“我们所熟悉的Windows必需作出转变，”他说道。

Windows早已沦为游戏机和手机的操作系统。“但它是5年或10年前，我们在家里的个人电脑上启动的那个Windows吗？”纳德纳问道。“不是。”On strategy and culture关于战略和文化Microsoft needs to focus on its productivity core. Does the Xbox group fit into Nadella’s vision? The chief executive hedged a bit.微软公司必须把重点放到它的生产力核心。

那么，Xbox游戏机否与众不同纳德纳的愿景？这位首席执行官的问有点闪烁其词。“Xbox isn’t that far from [the core],” Naella said. “We can do a few more things than the core. But the point is, you’ve got to have a culture to do it.”“Xbox距离（这个核心）没那么近，”纳德纳说道。

“我们可以做到比这个核心更加多一些的事情。但问题是，你必需得享有一种需要这样做到的文化。”In other words, you can’t treat the Xbox division like an operating systems group, he said.换句话说，你无法把Xbox部门当成一个操作系统部门，他说道。“I want us to be comfortable to be proud of Xbox, to give it the air cover of Microsoft,” Nadella said, “but at the same time not confuse it with our core.”“我期望我们需要以Xbox为媚，无拘无束地给与它以微软公司的空中伏击，”纳德纳说道。

“但与此同时，无法把它跟我们的核心互为误解。”Though “you need to have places you can incubate things,” you also need to “innovate from the core,” he said. It’s how Microsoft will be renewed again.“我们必须一些需要产卵新的东西的部门，”但也必须“从核心抵达来创意，”他说道。这将沦为微软公司的再度革新之道。

“We are good at productivity and platforms—but rethink it,” he said. “That’s not a side project, that is the very company itself.”“我们擅长于生产力和平台，但必须新的思维，”他说道。“它不是一个附带项目，而是微软公司这家公司的己任之本。”He peered out over the audience. “Until we really change culturally, no renewal happens.”他凝视着台下的观众。

“直到我们确实转变文化，微软公司才有期望步入兴起。

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