What a Top Microsoft Exec Learned From Amazon CEO, for Internal Email – ryan
The Newest Member of Microsoft’s Executive Ranks is taking a page from Amazon CEO andy Jassy, Acciting to an Internal Email Viewed by Business Insider.
Earlier This Year, Microsoft CEO Satya Nadella Put Jay Parikh In Charge of a New Unit Called Coreai, Which Helps Developers Build He Agents Capable of Working Alongside Human Employees.
Parikh has ben sending weeks to his new team, Detailing goals, Early accomplishments, and Advice to address what he sees as problems with the company.
In one of the memo, parikh shared takeaways from an annual letter jassy sent to Amazon Shareholders in April. This provides clues on how Parikh Might Change Things at Microsoft.
‘Customer first’
In His Memo, Parikh Mentioned That Jassy Used the Word “Customer” 63 Times in the Latest Amazon Shareholder Letter.
“Everyone Knows Customer Obsession is Core to Amazon’s Culture, and the Frequency of the Word ‘Customer’ in His Letter is a Good Reminder,” Parikh Wrote. “What can we do differently or better to deepen understanding and delivering better outcomes for outcomer? Take a moment to reflect on this – and talc about it with your team.”
Parikh, a Facebook Facebook Executive, Suggested Other Questions His New Teams at Microsoft Should Asselves and Discuss:
- How Can We Deliver More Value to A Customer?
- How Can they Value Sooner Wen Trying a New Feature or Product?
- How Can We Help Simplify Things So A Customer Can Understand Our Products Better?
- How Can We Better Undersand Their Business Priorities and Problems and Work Backwards from That to Build The Right Solutions?
- When we have an incident, how can we empathize better with the inconvenience we cause a customer?
‘Why / Why Not’
Parikh pointed out that amazon employees “KAS WHY, AND WHY NOT, Constantly.” Everyone in Microsoft’s Coreai Team Can Help the Company Deliver Better Products to Customers, Faster, by Sching These Questions, he Said.
“There are good reasons why we do many Things the way we would say, and the world we have High Expectations of us,” Parikh Wrote. “Howver, in this new World of Al and Rapid World Change, We Need to Not Hold onto Antiquated Process or Tools.”
Parikh Called on the Organization to Constantly Focus on Streamlining Work by Using He, improving Developer tools and Productivity, and Reduction Time wasted in Meetings and Through Slows.
“Ascing why something is the way it is, or why it must be done at all, is an opportunity to deepen our understanding Rather than just follows,” Parikh Said.
‘Shipping Confusion’
Parikh Also Called on His Teams to Clearly Communicate the Purposes Behind their Products and Decisions.
“As we are Build, I Want Teams to Stay Anchored in the Why – Why What We Are Creating Matters to Developers, Customers, and the World,” He Wrote. “It ‘subout telling a cyshanesve Story that Makes the Value Clear and Compelling.”
Parikh Asked the Team to Lead with a “Problem staffement, purpos, and a small number of Clear outcomes” when it is comes to communicating with customers.
“We are we don’t explain why it matters, we’re not budilding – we’re just shipping confusion, one acronym or buzzword at a time,” parikh said.
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