when satya nadella took over as ceo of microsoft, he had a shoes to fill. -- had big shoes to fill. -known is how nadella made it from india to microsoft, joining the company back in 1992. in his first book, "hit refresh," he sheds light on his life, his career at microsoft, and how artificial intelligence will shape the future. i asked him about his transformation from being what he described as a not so ambitious student to ceo of one of the biggest tech companies in the world. satya: i was not really planning on looking back at my life. i was mostly thinking about, hey, what's the transformation we are going through while we are going through it, because that was the real motivation. but with some encouragement, i went back and tried to sort of trace what are these "hit refresh" moments from my past. i think i now recognize more so than when i was growing up the space i got. i think that the ability to think for yourself, the ability to follow your own passion vs. trying to fit a particular mold, in the long run has been more beneficial than any academic excellence in the short ru

emily: that was microsoft ceo satya nadella.to say about artificial intelligence and the importance of hardware to microsoft. this is bloomberg. ♪ emily: returning now to my conversation with microsoft ceo satya nadella. the company famously struggled to make smartphones, but continues to push forward with other gadgets, such as the surface laptop to the xbox. i asked how important it is for microsoft to keep making its own hardware. satya: you know, to us, one of the key things, "if you're serious about your own software, you make your own hardware." i think there is some truth to it. we will always invest in hardware to create new categories. emily: would you ever make a phone again, and under what conditions? satya: one of the things we've said multiple times is what is needed is for us to not be obsessed about categories that are well served. not at least on current rules. what is considered a phone today will be very different in the future. the question is, is it a mobile device? it is untethered, battery-powered. you wear

his name is satya nadella.rking at microsoft for 22 years. since then, he's generated $250 billion with a "b" in market value for microsoft. he discusses his personal and professional journey of transforming the company in his new book. it's called "hit refresh: the quest to rediscover microsoft's soul and imagine a better future for everyone." >> bill gates writes in the forward, "we had fallen behind google, and our original search team had moved on. satya was part of the group that came in to turn things around. he was humble, forward-looking, and pragmatic." we welcome microsoft ceo satya nadella to the table. good morning. >> thank you so much. >> and to change a culture is not easy. how do you do it and what are you looking to create? >> you know, when a company's successful, one of the things that happens is the concept that got you started in the first place, the capability that you have and the culture all get into this beautiful, virtuous lock, and things are going well. then lo and behold, you have t

satya nadella, nice to talk to you. thank you so much.six minutes of a much longer conversation and it doesn't do justice to his views on so many things — microsoft, management, and the need for empathy in business. but if you want to see the unedited version of the interview, it's up on our youtube channel. we'll tweet out a link to that. spain finds itself accelerating towards an extraordinary constitutional showdown this weekend. catalonia, which is 16% of the population of the country, is run by separatist politicians who've organised an independence referendum this sunday. the spanish government and courts say it is notjust unrecognised, but totally illegal. spanish police have been told to stop public buildings being used for the vote. but the problem with central government ramping up tension like that, is that it provokes a reaction. catalonian farmers and firefighters say they'll protect the designated polling stations. and at numerous schools where voting is meant to occur, sit—ins are underway to stop the spanish authorities ge

joining me on "bloomberg 1.0," microsoft ceo satya nadella.got from india to microsoft is not your typical immigrant story. you describe yourself as a not so ambitious student. you failed an entrance to exam. he said he wanted to play cricket and work at a bank. yet here you are, the ceo of one of the biggest technology companies in the world. satya: i was not planning on looking back at my life. i was thinking of what is the transformation i am going through while going through it. with some encouragement, i went back and tried to trace one of these hit refresh moments from my past. i think the thing i now recognize more so than when i was growing up is the space i got. i think the ability to think for yourself, the ability to follow your own passion was just trying to fit a particular mold. in the long run, has been more beneficial than any academic excellence in the short run could have. that, i think, is something i now think is perhaps as important as we think about all of what we say is needed in education. emily: the most powerful momen

." ♪ ♪ emily: when he took over as ceo of microsoft in 2014, satya nadella had big shoes to fill.s was leaving as chairman, though was staying on , as a special advisor. microsoft stock had languished for more than a decade. under his leadership, however, shares shot up nearly 100% as he pushed into new territory like the cloud and made bold acquisitions, buying linkedin for over $26 billion. what is lesser-known, how he made it from india to microsoft, joining

john >> thank you, sara i'm here with satya nadella, ceo of microsoft and the author of "hit refresh: quest to rediscover microsoft's soul and discover a better future for everyone." this is about cultural change, the future, a little of your personal background. so, hitting refresh on microsoft. you hit refresh. has the new element on the page loaded yet or are we still waiting? >> you know, to me, one of the things that bill writes in the forward -- >> bill gates. >> right captures the sense of hit refresh and the logic behind it, which is you've got to be smart so that the page load time's fast that means, you don't want to change everything. you want to change the things that matter the most to be able to really go after the new concepts culture and culture change is in support of, in our case, innovation and in tech there's no such thing as a constant, so the idea that you have to come up with new concepts, which need new capability, is what culture enables. so culture on its own is not just an agenda, but culture coupled with new innovation is what really our business is all abo

he's still tweeting about it also ahead, microsoft ceo satya nadella joining us as the company goes fulled ahead with its cloud strategy. >>> taking another look at futures ahead of the opening bell looks like a rebound dow futures up 48. s&p up 4 tech field selloff yesterday more "squawk on the street" live heyswh wt 9 at t ne ene return is the monolithic view of emerging markets obsolete? at pgim, we see alpa in the trends, driving specific sectors of out performance. where a rising middle class powers a booming auto industry. a leap into the digital era draws youthful populations to mobile banking and e-commerce. trade and travel surge between emerging markets. everyday our 1,100 investment professionals around the world search out opportunities for alpha. partner with pgim, the global investment management businesses of prudential. >>> we'll get to lots of news involving the nfl and president trump in just a moment including the new tweet in just a moment some new developments regarding the league and facebook. our julia boorstin is here with details at post 9. what a treat welcome.

for all the same reasons the growth area, which was cloud, and obviously satya nadella, that's why he was the exact right guy to find over, he's done a magnificent job since stepping in at microsoft and the growth just continues where they neededit. he's still keeping the rest of the business working >> are you in the stock? >> i actually own stock, yes as a matter of fact the pitch today, i own the stock, again. same sort of a -- i got to tell you, very similar to last time i'm probably gonna be getting shot at on this one. >> why don't you go to the podium >> here's what i like. the stock that i'm going to pitch to you guys tonight, nike. why nike everybody seems to hate this stock. obviously market share, adidas, all these things in front of them, there's no way they can compete. here's one of the reasons why. i almost always will look at three primary characters of a company. management i got to tell you what i think parker is actually doing a much better job than people think. they're much more innovative than people think. they have the number one shoe in at the present time cou

that was satya nadella, speaking with emily chang. ♪ julie: from bloomberg world headquarters in midtownhattan, this is bloomberg markets. i'm julie hyman. the mahdi markets are closing, so let's take a look. oil has been bouncing -- commodity markets are closing, so let's take a look. oil has been bouncing around, but it has been a winning month itsquarter for oil, posting biggest quarterly gain in over a year. time, 9% in in that september as positive demand forecasts rum opec -- from opec are turning that around. gold prices are looking to be slightly lower on the day, but if you look at the month, posting the worst since last november. a down about 2.5% on the monthly basis, and rumors that the fed could raise rates in december are out ruling jitters over north korea. bloomberg, we the have a chart breaking down the parts of the bloomberg commodity index. bottom, energy on the as you can imagine it bounced during the quarter but not enough to salvage the year. build down 12.5% on the year. the next for worst-performing groups are agriculture, negative on the year by 9%. purple line i

we welcome satya nadella to the table.o much. >> to change a culture is not easy. how do you do it? and what are you looking to create? >> you know, when a company is successful, one of the things that happens is the concept that got you started in the first place, the capability that you have and the culture all get into this beautiful lock and things are going well and lo and behold you need to come up with a new concept, a new idea for which need new capability. that's when the culture has to be at its preem mmiupremium. the culture needs to build new capabilities so for companies to be successful over a long period of time you need more than a good idea and a good strategy. >> and the capacity to refresh all the time. >> that's correct. the fact that everything that starts off and goes into hyper growth ultimately does taper off. the real question is, what do you do when that happens? how do you hit refresh is the real challenge for us as individuals, us as companies or us as societies. >> so one of the things that sta