Hit Refresh by Satya Nadella (Book Summary)


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A few words lose their importance through abuse. “Globalization” is certainly a case of this. For the most part, we connect this idea with dynamic, huge scale procedures and developments. What’s often missing, regardless, are the individual records of the overall public who describe are certainly the interconnected world.



Hardly any biographies get the substances of a globe-spreading over life better than that of Satya Nadella. From a youthful spent yearning for cricketing acclaim amid the 1980s in India to his transient climb through the places of Microsoft in the US, Nadella’s story is a fascinating straightforward image of the world we live in today.

In any case, then again, it’s significantly close to the home portrayal of an enthralling individual. Like Nadella himself likes to raise, his business instinct and activity aptitudes are built up in ordinary everyday presence. Notwithstanding whether it’s on the cricket field or as a father raising an impeded youngster, his technique for seeing things has continually reflected his own experiences.


Nadella experienced childhood in India, and there was little he thought more about than cricket.


Nadella came into the world in Hyderabad, India, in 1967. His father was an administration specialist, and his mother was a scientist of Sanskrit, the out of date language of an extensive part of the country’s religious works. As a young fellow, in any case, Nadella wasn’t excited about authoritative issues or religion. What he really thought about was cricket.

Regardless, his mother and father had different ideas for him. As a matter of fact, his father even hung an ad spot of Karl Marx in Nadella’s room with the hope for motivating him to transform into an economist and intellectual.

His mother responded with an ad spot of the Indian goddess of fortune and prospering, which she trusted would assist him with remembering the estimation of significant fulfillment. Nadella wasn’t interested in any of them. His favorite poster was a detonated image of the Hyderabadi cricket star ML Jaisimha!

Nadella’s association with the sport consistently transformed into a wellspring of veritable concern. What, his people considered, would he do if his dream of transforming into a specialist cricketer didn’t come to anything? The fitting reaction Nadella thought of was banking. His father wasn’t content with that either, regardless, and uncovered to him one day, “You should escape Hyderabad. Else, you’ll ruin yourself.”



That got Nadella considering. At 18, he tidied off his old Sinclair ZX Spectrum PC which was a gift from his father three years before. As he played around with the contraption, his considerations progressively swung to designing, programming and the extraordinary capability of individualized computing. He enlisted at the Manipal Institute of Technology to ponder electrical designing from which he graduated in 1988.

It was amid his investigations that Nadella’s fantasy of playing cricket expertly, at last, arrived at an end. At Manipal, he fell in with a gathering of pioneering peers whose energy was emphatically irresistible. After a solitary counterpart for the Manipal school group, Nadella hung his cricketing gear up for good and chose to dedicate himself to a vocation in innovation.


Swapping the warm slopes of Hyderabad for the cold fields of Wisconsin changed Nadella’s point of view on the world.


Subsequent to finishing his examinations at Manipal, Nadella wound up at an intersection. His two alternatives were to either remain in his usual range of familiarity of his local India or pursue his dad’s recommendation and proceed onward looking for greener fields.

At first, the decision appeared to be simple. As a young fellow, Nadella was profoundly affected by his mom’s otherworldly reasoning, which held that it was in every case best to do your very own thing time permitting. So with no strain to shoot for the stars, he was slanted to acknowledge the offer he had gotten from a decent Bombay college for a spot in its lord’s program.

However, that is not what destiny had coming up for him. In opposition to his desires, the University of Wisconsin-Milwaukee likewise offered him a spot in its software engineering program. Anticipating close to nothing, Nadella properly documented his visa application – the odds of getting a visa as an Indian were truly thin.

Be that as it may, at that point the news came that he’d been allowed the visa. That was most likely a sign! Tolerating that he presently had no chance to get out, in 1988, he started pressing the same number of sweaters as he could lay his hands on and arranged for the move to crisp Wisconsin.



In the wake of settling in, Nadella turned out to be always inspired by hypothetical software engineering. The inquiry that involved him was discovering the points of confinement of what PCs could do.

In his thesis, he took a gander at a part of computational multifaceted nature hypothesis called chart shading – the zone of software engineering worried about relegating marks to diagrams inside specific imperatives.


To get a thought of how that functions, envision shading the 50 conditions of the US so that no two flanking states have a similar shading. Diagram shading is tied in with making sense of the base number of hues important in such a situation, and Nadella wound up fixated on tackling these sorts of issues in quick and successful ways.

Nadella moved on from the University of Wisconsin in 1990. His profession at Microsoft was going to start.


Beginning at Microsoft, Nadella set himself up for the leadership.


When it was fall in 1992, Nadella first went to grounds of Microsoft in Reymond, Washington.  There was a buzz around the spot. Work on Windows 95, the greatest customer development thing ever to be made, too in advancement.

Bill Gates was up ’til now darken to the broader open, anyway obviously something enormous would happen. Nadella touched base at the last possible second to see the endeavor bear its first natural items.

Nadella was enlisted to manage the Windows NT working structure. His action was to dare to all aspects of the country influencing customers – ordinarily associations – to change to Windows NT. While he was invigorated at the likelihood of getting the new structure off the ground, Nadella moreover had various plans. He expected to go to business school.

At the time he was offered a spot on the University of Chicago’s MBA program, the opportunity came for him. Regardless, there was a trap: Nadella might not want to hazard his circumstance at Microsoft. So he didn’t tell his enrollment in the low support course puzzle, worked an ordinary five-day week in Redmond and headed out to Chicago reliably!



This wager fulfilled. Recollecting, Nadella sees these two years as phenomenally formative. Not simply had he been by and connecting with the dispatch of an empowering new working system, in any case, he had also honed his approach and organization aptitudes.

What he understood all through the MBA built up the systems for his quick rising through the places of Microsoft later on.


By 1994, Nadella had effectively finished his MBA and got his first administrative venture – managing the advancement of the “Tiger Server,” a progressive video-on-request or VOD administration. Over 10 years before the landing of Netflix, Microsoft was at that point building up the innovation that would make it conceivable. Also, this was Nadella’s first leadership experience.

Far and away superior, his diligent work and commitment were starting to establish influence. He got one of Steve Ballmer’s celebrated high-fives in that times which was a bright sign. Being seen by Ballmer, who might later turn into Microsoft’s second CEO in 2000, recommends he previously had his feet solidly on the main rung of the organization’s vocation stepping stool!


To effectively build up Microsoft’s cloud advances, Nadella set up a situation of trust in his group.


Nadella was asked to lead the pack on Microsoft’s new cloud innovation task, “Server and Tools Business”,  by Steve Ballmer in January 2011. Cloud innovation was at that point a multi-billion dollar business by this point, yet the biggest cut of the pie had been eaten up by Amazon.

Nadella’s assignment? Turning around this and getting Microsoft into shaft position. It was a fantastically eager task that would require superb administration abilities.

In any case, before we get to that, how about we investigate cloud innovation? Basically, it’s a disseminated figuring framework – it depends on a system of servers. That is significant in light of the fact that depending on a solitary server winds up smashing the entire framework.

To perceive any reason why that is the situation, envision an internet searcher accepting a huge number of various inquiries consistently. On the off chance that the motor was facilitated on a solitary server, it’d rapidly separate.

Distributed computing tackles that issue. It’s solitary when you circulate the computational work over a system of servers that something like a generally utilized web index ends up achievable. That is the thing that makes cloud innovation such an achievement.

What’s more, that is the place Nadella came in. His activity was to upgrade Microsoft’s items and innovation to make a crossbreed answer for individuals who needed both a private on-premise server and a publically available cloud. So how could he approach doing this?



All things considered, his need was to build up a feeling of trust and gathering union in his group. These things were distressfully missing when Nadella assumed responsibility. Every pioneer was disconnected from the following, and correspondence between them had separated altogether.

Nadella started by plunking down with every one of them and getting some information about their worries and issues. That straightforward demonstration established the frameworks for a substantially more open and confiding in the working environment.

The consequences of Nadella’s methodology represented themselves. Inside six years, Microsoft’s cloud innovation merited a bewildering $20 billion.


Cricket educated Nadella the craft of initiative.


Nadella may have abandoned his childhood longs for turning into an expert cricketer, however, the amusement kept on moving him amid his profession at Microsoft. Actually, it was cricket that shown him the three standards by which he keeps on living.

Standard number one is to contend when threatened. As an adolescent playing on his school cricket group, Nadella faced a new group, including a few brawny Australians. As they heated up, Nadella and his partners viewed their rivals with wonder. They were curious about how to win against them.

Their mentor wasn’t having any of it. He set Nadella directly alongside one of these amazing Australians and instructed him to watch his batting procedure. Beyond any doubt enough, he understood this player had qualities and shortcomings. It was a vital exercise, and Nadella has always remembered the significance of pushing past his feeling of amazement for adversaries and just contending!

Principle two is straightforward – dependably put your group first. Nadella used to play with a brilliantly skilled bowler whose gifts outshone the remainder of the group. In the wake of being supplanted by another bowler amid an amusement, this skilled individual chose to blacklist the diversion.



At the point when the ball came to him, he sunk his hands into his pockets and made a show of disregarding it. Obviously, the group endured. The exercise? Crude ability simply doesn’t cut it in case you’re not set up to work with others – achievement is tied in with being a cooperative person.

Standard three: become more acquainted with your colleagues and play to their qualities. That is something Nadella picked up amid a diversion where his bowling was worse than average. Seeing that Nadella’s certainty was listing, the chief assumed responsibility.


He was certainly not an especially extraordinary bowler, yet he kept at it until he got a wicket. By then, he gave the ball back to Nadella. It was an indication of trust that gave Nadella a genuinely necessary lift, and he proceeded to take a further seven wickets!

Applying these three guidelines to the world past the cricket field has made Nadella the effective pioneer he is today. That just goes to appear, the most significant exercises in life regularly originate from impossible sources!


The introduction of Nadella’s child made him a progressively compassionate pioneer.


Nadella’s child Zain came into the world in August 1996. His entry changed the lives of his folks for eternity. Like cricket, parenthood has shown Nadella a significant exercise – a portion of life’s issues cannot be fixed easily.

Zain experienced “asphyxia in utero,” a nonappearance of oxygen in the belly that left him with deeply rooted handicaps. After his introduction to the world, Nadella and his significant other Anu experienced a very long time of on edge visits to serious consideration units, sticky medical procedures and interminable restless evenings.

It was an intense time, yet it left Nadella with more noteworthy gratefulness for the value of life and the magnificence in distinction. His first annual speech as Microsoft’s CEO was about Zain and his two other children.

He told his gathering of people the amount he’d learned while attempting to oblige their differing needs, and how parenthood had made him progressively compassionate – a quality that additionally changed his way to deal with business.

That is not really astonishing – with Zain’s introduction to the world, the individual and expert covered. Each one of those visits to medical clinics gave Nadella a recently discovered energy about how innovation can improve and spare lives. One visit to an emergency unit 2014 not long after taking up his situation as CEO of Microsoft emerged.



As he entered the ward, Nadella saw what number of the machines humming and blaring without end out of sight were kept running on Windows. It was cloud innovation that enabled the emergency clinic to think about his child!

It was a surprising disclosure. Nadella was overwhelmed by an awareness of other’s expectations. Lives relied upon his work at Microsoft, and it was his obligation to get things right. Nadella before long turned out to be more sensitive to how cloud innovation can be utilized to improve the lives of individuals around the globe.


One start-up, for instance, utilizes the innovation to make a sun-oriented network for provincial Kenyans living on under $2 per day. That gives them access to reasonable power as well as enables them to supplant hazardous lamp fuel fuelled generators. Incredibly better, the endeavor empowers its customers to develop a FICO score, as such giving them access to wellsprings of credit!


When he turned into Microsoft’s third CEO, Nadella set out to rediscover Microsoft’s spirit.


Nadella followed in the strides of Bill Gates and Steve Ballmer to turn into Microsoft’s third CEO on February 4, 2014. It was an extensive accomplishment, however, there was an issue – the organization that he was currently accountable for was battling.

Because the accord at the time was that Microsoft simply wasn’t as imaginative as it had been previously. Individuals were changing their PCs with cell phones, and Android and Apple working frameworks were bitten by bit pushing Microsoft out of the market.

The perspective on the organization wasn’t any better. Indeed, in the yearly representatives’ survey, a dominant part expressed that they trusted Microsoft was going off course and scrutinized the organization’s capacity to advance.

Such concerns were underscored by the figures. Following quite a while of solid development, the number of overall PC shipments started to slow down as the cell phone transformation proceeded. In 2013, 70 million PCs were sent each quarter, contrasted with an amazing 350 million cell phones – an inversion which would have been unbelievable ten years sooner.

Furthermore, in light of the fact that each PC sold acquires sovereignties for Microsoft, the organization’s primary concern was likewise enduring a shot.

Nadella had a challenging situation to deal with. So how could he approach the overwhelming undertaking of returning Microsoft to its old position as the undisputed lord of figuring? Indeed, similarly as with his first administrative test of administering the organization’s cloud venture, he underlined a feeling of solidarity.

Nadella sent each worker an email containing his statement for Microsoft’s future on July 10, 2016. What he wrote in that message was; “We should all comprehend and grasp what no one but Microsoft can add to the world and how we can indeed change the world.” The best approach to begin doing that, he contended, was to adjust.



That implied discarding sentimentality for the past times in which the PC advertise was blasting and handling individuals’ ebb and flow needs, over the entirety of their challenges in dealing with the developing ocean of applications, informal communities, and gadgets.

To do that, Nadella acknowledged, Microsoft would need to figure out how to tune in to its clients. Planning to speed up that procedure, he composed client visits amid the organization’s yearly retreat.

On a primary day, many various groups got together with understudies, understudies, instructors, chairmen and supervisors from schools, colleges, emergency clinics, and enterprises. It was a successful technique – all things considered, the main way you can enable somebody to take care of an issue is in the event that you recognize what the issue is!


Nadella trusts there’s an extraordinary incentive in keeping your companions close and your adversaries closer.


One of Microsoft’s most noteworthy difficulties is to manage contenders like Apple, Google, and Amazon. The conventional methodology has demonstrated no kindness on the whole out business war. In any case, that is not the way Nadella picked. Rather, he connected with his organization’s opponents and work together. Nadella believed that this was not only for the good of Microsoft but also for the good of the world.

Nadella first offered the allegorical harmony pipe to Apple not long after taking up his situation as CEO in 2014. At a yearly Salesforce advertising occasion, Nadella hauled an iPhone out of his pocket and started discussing its special highlights. The gathering of people was paralyzed. No big surprise – it was the first run through a Microsoft CEO had ever flaunted an Apple item along these lines!

Things being what they are, what on earth would he say he was doing? Indeed, the appropriate response could be found in a nearby of Nadella’s telephone, anticipated onto a mammoth screen. This wasn’t any old iPhone. As Nadella illustrated, it was a cell phone running Microsoft programming on Apple’s mark working framework iOS.

Consolidating the two, Nadella contended, would make extraordinary cooperative energy. Clients could keep their telephones and most loved Microsoft programs like Outlook, Skype and Word, just as a huge amount of new applications like OneNote and OneDrive.



Letting bygones be bygones with one of Microsoft’s most noteworthy opponents was a wise move, however, it set aside some effort to build up enough trust for the relationship to truly bloom.

At the point when Nadella assumed responsibility for Microsoft, for instance, he declared that the organization was taking a shot at creating Office for iOS. After starting doubt, Apple reacted by asking Microsoft to enable it to improve the Office for its new iPad Pro.


After some time, watchfulness offered an approach to something closer to fellowship. Be that as it may, as Apple itself noted, what truly kickstarted the two tech goliaths’ coordinated effort was Microsoft’s recently discovered receptiveness.

What’s more, that is an extraordinary case of how Nadella helped the organization rediscover its spirit. All things considered, Microsoft was an organization between Paul Allen – an equipment designer – and Bill Gates – a product engineer – in the absolute starting point!


A fair way to deal with robotization offers organizations the most obvious opportunity with regards to flourishing in the new economy.


Individuals around the globe are restless about the heading the worldwide economy is by all accounts moving in. Their greatest stress is the impact of new advancements on the work advertise. As re-appropriating and mechanization become perpetually normal, specialists are progressively worried about the possibility of a jobless future.

The genuine issue, as indicated by certain specialists, isn’t mechanization itself however the way that there are a bigger number of employments computerized out of presence than occupations being made. That is the perspective on MIT financial specialist Daron Acemoglu, an uncommon guide to Microsoft on monetary issues, who contends for a progressively adjusted methodology.

Disposing of modest, inadequately paid occupations can be a shelter, yet just if all the more fulfilling, better-paid positions supplant them. In the event that those two procedures aren’t in a state of harmony, be that as it may, the outcome is lower work.

That is likewise Nadella’s conclusion. To the extent he’s concerned, organizations must assume liability and guarantee that they make new talented occupations when they mechanize others. One case of a business doing precisely that originates from Manning, South Carolina. In 2017, nearby bike organization Kent International chose to move 140 occupations back to the US from China.



The reason the firm had the option to do that was straightforward – computerizing employments that had recently been finished by people had sunk assembling costs and enabled the organization to move its creation plant back home. What’s more, despite the fact that it had redistributed occupations, it additionally made new employment in the US.

Today, the organization anticipates making 40 new positions each year – not terrible in a town as little as Manning! As one administrator at Kent International put it, “many individuals have the misinterpretation that computerization diminishes occupations. It’s only an alternate sort of employment, an increasingly talented activity.”

Eventually, Nadella urges organizations to adopt a capable strategy to computerization. While the vanishing of humble employments may undermine generation, organizations have a corporate obligation to guarantee that robotization doesn’t prompt mass joblessness.


Hit Refresh: The Quest to Rediscover Microsoft’s Soul and Imagine a Better Future for Everyone by Satya Nadella, Greg Shaw, Jill Tracie Nichols Book Review


Nadella’s adventure started in Hyderabad, India, where he spent his childhood committed to cricket. Subsequent to falling in with an innovatively disapproved of a set of friends at school, his needs started to change.

Progressively captivated by new registering advancements, he went out on a limb an and headed out to the US to proceed with his instruction. His commitment and compassionate authority aptitudes before long put him on the way to his present position as the third CEO of Microsoft.


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Savaş Ateş

I'm a software engineer. I like reading books and writing summaries. I like to play soccer too :) Good Reads Profile: https://www.goodreads.com/user/show/106467014-sava-ate

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