Satya Nadella Quotes

Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success - along with vision, strategy, marketing, financials, and the like... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.

I have a foundational belief that business results start with culture and your people.

My goal is to create one of the greatest companies that's ever existed, and that has everything to do with the people, the culture, and what our core values are versus what we build or how we're perceived out in the market.

Culture used to be viewed as the 'touchy-feely' side of business, but that's no longer the case. If you don't have a defined culture behind you, then you aren't going to be effective at executing your strategy.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

Our company has to be a company that enables its people.

Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner.

Chick-fil-A is what it is today because of its people, purpose and product.

Culture is what happens when the CEO isn't in the room.

The culture is what creates the foundation for all future innovation. If you break the culture, you break the machine that creates your products.

Microsoft's culture is very strong.

Companies that understand the purpose and philosophy behind the 'why' are usually astute, high-performing organizations that tap directly into the pulse of those they benefit the most.

No one gave me a recipe for how to create company culture. I wish I had had one.

Great leadership and great companies aren't built overnight, and they're not built without capital. And capital can sometimes be counter-productive to building a great culture.

When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.

Get the culture right, and everything else just falls into place.

A company is only as good as the people it keeps.

The future of any corporation is as good as the value system of the leaders and followers in the organization.

The basic principle which I believe has contributed more than any other to the building of our business as it is today, is the ownership of our company by the people employed in it.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

People have come to me over the years and said to me: 'I admire the culture of Starbucks. Can you come give a speech and help us turn our culture around?' I wish it were that easy. Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.

Most businesses think that product is the most important thing, but without great leadership, mission and a team that deliver results at a high level, even the best product won't make a company successful.

Great companies in the way they work, start with great leaders.

If tomorrow all of America were to become paternalistic, we would beat the Japanese every day of the week. I think that the concept of accusing someone of running a paternalistic company, that's not an accusation. One should compliment someone on that.

When we began Starbucks, what I wanted to try to do was to create a set of values, guiding principles, and culture.