satya became ceo in 2014. amy had just become the cfo before that.bviously brought the spirit of innovation and a real growth mindset to the entire part of the company and perhaps most especially our product development and our engineering. i think you see this renaissance of innovation. part of what it takes to be a tech company in the world today, is you have to navigate the world. amy and i have offices just down the hall with carpet that is well-worn between us. and we sort of say amy worries about the macroeconomics of the world, and i worry about the geopolitics of the world, and then together with satya, we try to come together and make decisions quickly. that's a key aspect of what it takes to be successful as a tech company, especially to innovate. you need to have people who are not just thinking broadly but can act decisively. that is certainly what we strive to do. tom: good leadership requires more than just, you know, a handful of people who can quickly come to decisions. you want healthy disagreement. can you give me an example or an a

person i think mostly in northeast america using it, but i do think that it is remarkable, satya haser -- remember, they are no longer in league with sales force. it is an access of satya, adobe, they are doing their own thing and because azure is so powerful, they're getting away with it. azure is with them amazon web services is with marc, marc's world, benioff, enough room for everybody. is there enough room for alphabet and google? cloud services i'm going to work on that one the rest of the week quietly behind the scenes, you know >> yeah, they have been the also ran so far changing the leadership at their cloud division not that long ago from diane green, jim. but -- >> thomas curry. >> you wonder what they can do, if they would entertain an acquisition of some kind and then there is ibm, which we really haven't talked about. your friend whitehurst who i don't know, will he get that job if ginny leaves? >> he's out here this is the purchase of red hat. i think ibm didn't deliver last quarter. but i do think they'll the longer that red hat gets integrated, the better vm ware, th

the macroeconomics of the world and i worry about the geopolitics of the world, and together with satya try to come together together.ecisions that's a key aspect of what it takes to be successful as a tech company and to be innovative. you need to have people who are not just thinking broadly but can act decisively. that is certainly what we strive to do. tom: good leadership requires more than just a handful of people who can quickly come to decisions. you want healthy disagreement. can you give me an example or an anecdote of where it wasn't easy to come to a consensus on a shift change, a policy decision? brad: first of all, i think your point is of fundamental importance. the issues of technology, of business, of the world, or complicated. if everybody comes quickly to a single view, there is a really good chance that you are going to miss the nuances and you are going to make a mistake. in short, almost every issue that we deal with has healthy discussion and debate, and that is fantastic. we had to decide in august of 2018 whether we were going to be more public in our concerns a

having spent 26 years of his career working at microsoft alongside bill gates, steve ballmer and now satyabrad smith had a front row seat to some of the company's biggest milestones. he is now focused on spreading the message beyond microsoft's campus with a new book, "tools and weapons, the peril of the

having spent 26 years of his career working at microsoft alongside bill gates, steve ballmer and now satya, brad smith had a front row seat to some of the company's biggest milestones. he is now focused on spreading

having spent 26 years of his career working at microsoft alongside bill gates, steve ballmer and now satya, brad smith had a front row seat to some of the company's biggest milestones. he is now focused on spreading the message beyond microsoft's campus with a new book, "tools and weapons, the promise and the peril of the dil

. >> this is not a knock of satya nadella. this is not what it is about at all. >> is it possible to push back against the knee jerk and everything that goes on with this guy as a voice in the wilderness >> quid pro quo. >> now withes bribery. they got nothing on the entire obama administration was it bribery then? >>. >> we have talked about that people in politics should be stay ago bof board i had the interview last week about antitrust issues he wants people to think he is using his mind and brain to make the right decisions. >> why did he go after comcast after saying it was a perfectly fine deal. he was caving to the president on that too. >> the point was that he was completely within his rights because the president is out there saying these things. when we get pressure from our government to use boeing and in europe, all those countries pressure people to use airbus. you never know what is going on behind the scenes. >> the same argument with powell it looks like he's caving to his influence. it would just be easier i

clean satya is mr.n't like what you just said about -- that does -- it hurts the investment case. just like it hurts sales force adjustment case. that stock is at $8. >> mentioning what companies are adjusting for. >> that's true if we didn't have good cash flow and there wasn't a big cash position, i would say we got to do more digging. so you're absolutely right adjusted gap. >> i'm not picking -- >> no, no. you're right adjusted gap, i wish it were just -- i like apples to apples. there is not -- we have adjusted gap. >> that's the other thing. one company's adjustment is not another company's adjustments. they adjust for different things by the way, companies that are serial acquirers, adjusting every single quarter for acquisitions. >> do you see ge, ge is trying to make it so it is going toward what you want. >> right. >> the cannabis stocks -- >> he's pushing up on $100 billion market cap again. >> notwithstanding tusa's note from wednesday, where he said that it remains a tool to manage quarters

having spent 26 years of his career working at microsoft alongside bill gates, steve ballmer, and now satyabrad smith had a front row seat to some of the company's biggest milestones. he is now focused on spreading the message beyond microsofs

. >> satya needs to be in the conversation. >> he's a five-year player in that conversation. >> we'll pick that up another time. >> finding opportunity in the consumer tech and energy space we give you a check of the sectors before we head to break. real estate leading the way a 7.5 point gain we're back after this. drivers just wont put their phones down. we need a solution. introducing... smartdogs. the first dogs trained to train humans. stopping drivers from: liking. selfie-ing. and whatever this is. available to the public... never. smartdogs are not the answer. but geico has a simple tip. turn on "do not disturb while driving" mode. brought to you by geico. when i lost my sight, my biggest fear was losing my independence. mmm... good. so i've spent my life developing technology to help the visually impaired. we are so good. we built a guide that uses ibm watson... to help the blind. it is already working in cities like tokyo. my dream is to help millions more people like me. it is already working in cities like tokyo. i'm a regular in my neighborhood. i'm a regular at my local c