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Organizations should never set 
up a central digital 

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transformation office. 
It should be owned by everybody 

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in the organization itself. 
It's not as CIO is job. 

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It's the CEOs job. 
Hey everyone. 

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My name is Henry Surya Vera 
Wang. 

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And you're listening to the 
tekhelet journal, the show, 

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where I'll be bringing you. 
The greatest technical leaders 

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practitioners and thought 
leaders in the industry to 

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discuss about their Journey 
ideas and practices that we all 

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can learn and apply to build a 
highly performing technical team

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and to make an impact in your 
personal work. 

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So let's dive into our Journal. 
Hello everyone. 

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Welcome to another episode of 
the tekhelet journal with Neo 

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host Henry Surya where oven, 
it's really good to be back here

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00:00:56,100 --> 00:00:59,500
again to share my conversation 
with another great technical 

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leader. 
Thank you for tuning in and 

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00:01:01,700 --> 00:01:04,500
spending your time with me 
today, listening to this 

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episode. 
If you haven't joined any of the

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tekhelet journal social media 
channels, I would encourage you 

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to take a second right now, to 
click on the links in the show 

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notes, where you can find this 
show, either on LinkedIn, 

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Twitter or Instagram. 
And make sure to also, subscribe

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and follow this, show on your 
favorite podcast app since the 

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show started a few months back. 
I have received tremendous 

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support and encouragement from 
all of you my listeners out 

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there and especially from a 
number of my early patrons, who 

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have put their trust in me and 
decided to pledge their support.

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To this show. 
I would like to say that I 

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really, really appreciate your 
generosity and starting from 

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today's episode. 
I would like to express my 

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gratitude by featuring some of 
you. 

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The show to say a few words 
about this podcast and what you 

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like so far. 
My very first Patron is Tony 

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long. 
And here's what Tony has to say 

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about tekhelet Journal. 
Hi everyone. 

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My name is Tony and I work for 
Thought work, Singapore as a 

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software developer, a couple 
months ago. 

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I learned form is called is 
Henry that he was starting a 

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podcast called acne journal, in 
which he interviewed technical 

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leaders from industry. 
And I thought that was a great 

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initiative. 
I started following technique 

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Journal since then, and I have 
been listening to episode during

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my free time. 
Time I really enjoy hearing 

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stories from a guest. 
I think Henry has a great 

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selection of yet so far their 
own, very inspirational and they

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have met great impact in their 
projects. 

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One of my most favorite episodes
is running with Henry interview.

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Lee hongki from graphtec 
Singapore. 

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I found interesting to hear 
about the challenges that Huggy 

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face when he came back to 
Singapore. 

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Enjoy your time and how we 
manage to solve them and went on

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to build a great team, that I'm 
making great impact with 

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initiative. 
Like, parking lot at Z or format

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G. 
I enjoy every single episode 

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that I have listened to, and I 
think, We also find them very 

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useful. 
I decided to become a patron, to

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support Henry and his team 
because I believe they are doing

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great work with the podcast. 
If you enjoy the podcast as much

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as I do consider become a 
patron. 

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To thank you so much for your 
kind words. 

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Tony. 
I'm extremely happy to hear 

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that. 
You find this show very 

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impactful to you and would like 
to again express my gratitude 

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for your support. 
And for those of you who have 

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similar story like Tony and 
would like to pledge your 

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support and make a contribution 
to the show, you can also do so.

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Through the patron page at 
technology. 

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Know that death /? 
Patron. 

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I'm currently running a goal on 
my patreon page and your support

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will tremendously help me 
towards achieving it. 

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I'll guess for today's episode 
is Richard Cole Richard is the 

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CTO of Microsoft Singapore who 
is responsible for engaging with

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key executive leaders across 
government industry and Academia

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bringing in the macro technology
landscape and helping customers 

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leverage technology Innovations 
for their digital 

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transformation. 
Richard was part of the founding

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team for Microsoft's Flagship 
product Office 365. 

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Our conversation started with 
some interesting observations on

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how organizations in Singapore 
are adapting to the covid-19 

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impact followed by his 
explanation on the unique City, 

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O Ro that Microsoft has four 
specific country or region. 

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Richard also shared his amazing 
journey building The Office 365.

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As part of the founding team, 
sharing, some of his advisors 

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about the art of product 
management. 

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We also touch on the cloud and 
digital transformation adoption 

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including some of his tips on 
how organizations should 

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approach digital transformation 
in order to be successful. 

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Last, Richard also shared about 
his passion on responsible Tech 

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Nai, and why it is important to 
have a discussion around them, 

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including his contribution, to 
the SG, text Ai, and HPC 

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chapter. 
I hope that you will enjoy this 

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great episode. 
Please. 

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Consider helping the show in the
smallest possible. 

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Double Way by leaving me a 
rating and review on Apple 

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podcast and other podcast apps 
that allow you to do. 

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So, those ratings and reviews 
are one of the best ways to get 

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these podcasts to reach more 
listeners, and hopefully the 

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show gets featured on the 
podcast platform. 

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I'm also looking forward to 
hearing any comments and 

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feedback on the social media, or
you can also directly send to me

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at technology. 
You know, that death / feedback.

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So let's get the episode started
right after our sponsor message.

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Richard. 

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Welcome to the tekhelet, you 
know, show very happy to have 

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you here. 
It's a pleasure. 

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Thank you, Henry, really excited
to be here. 

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So, as a city of Microsoft, 
Singapore, how has this pandemic

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been impacting? 
You so far? 

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Yeah. 
It's a very interesting times. 

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First of all, like, to just give
a shout out to all the Frontline

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workers, especially the 
healthcare workers who have been

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taking care of us, and by 
supporting them. 

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We stay at home. 
That they can really focus on 

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their jobs to take care of the 
public itself. 

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And I think this is really 
unprecedented. 

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There's no organization with any
kind of playbooks to be able to 

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anticipate something as drastic.
As this as we all go into 

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lockdown, circuit breaker here 
in Singapore restrictions and 

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things like that. 
It's been a really eye-opening 

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experience. 
I think, as our CEO say that in 

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the early months of this year. 
We literally saw two years worth

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of digital transformation 
efforts into Months as 

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organizations quickly go into 
the mode out. 

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How do I keep my business 
running while having my workers 

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and my office work is all 
working remotely. 

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Also at the same time, assisting
the public institutions over 

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here in Singapore in terms of 
helping the fight this and 

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contain the spread of the virus 
itself. 

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It's really eye-opening. 
It's really humbling to see how 

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many different organizations and
volunteers came into the mix 

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itself to really lean in and 
help. 

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Whatever smaller the ways that 
they can same thing here for us 

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at Microsoft. 
We volunteered. 

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A lot of our weather. 
Is it Technical Resources as 

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well? 
As our software cloud services 

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to assist organizations who are 
tasked to manage the spread of 

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this virus as it happens in the 
early months. 

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It's been really impactful. 
Something. 

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I'll remember for the rest of my
life. 

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Yeah. 
Likewise. 

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I think what you mentioned 
insatiable? 

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And she had two years of digital
transformation. 

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Sped up in two months. 
That's pretty unprecedented. 

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And nobody can even imagine the 
situation but also it proves 

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that we are all adaptable to the
top situations and I'm sure that

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we can come out successful at 
the end of this. 

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Maybe let's start by sharing 
your career Journey or so. 

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What have been your major 
highlights or any turning points

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in your career? 
Ah, okay. 

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I think one of the major turning
point was, when I first 

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installed, this browser called 
Mosaic mocking my age by sharing

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that, but I remember when Marc 
Andreessen released it and And 

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few of my friends back and fill 
a packet. 

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That's why I first started my 
career tested it and play with 

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it and it was like, wow. 
Now, we have a visual overlay 

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onto the internet itself. 
And it was like, man, this thing

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is just going to be huge. 
So earlier on, I think probably 

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one of the biggest things that I
did in my career was really 

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making the move to Silicon 
Valley, moving to the San 

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Francisco Bay area in 99 
through, Hilo packet and 

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embarking on that Journey from 
being in our deal. 

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All the way to Business 
Development and product 

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management, but it was exciting 
times. 

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You live through the.com, boom 
and bus and just being 

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surrounded by. 
So many intelligent people, 

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doing all kinds of innovative 
disruptive businesses and 

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technologies that has ship 
really the way I think about all

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the Endeavors weather. 
Is it in the tech world of the 

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business world? 
So that was one of those. 

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I think the second one was when 
I move up through the Puget 

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Sound area, Seattle area to join
Microsoft 2006. 

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Was another major highlight is 
in self having the shellac to be

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part of the founding team of 
Office 365. 

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It was just amazing being in 
that. 

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It's not even a front row, seat 
of observing. 

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But even right inside the arena 
itself of really changing the 

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business models of Microsoft 
right at the very beginning when

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we were embarking on this Cloud 
Journey itself. 

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So, those were the two. 
And then 2011, coming back to 

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Singapore, and I was another one
did a whole bunch of different 

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strategic. 
Projects, as well as I took a 

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stim outside of Microsoft where 
tsingtao over here in Singapore,

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render Cloud business for about 
two and a half years before 

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returning into this role as 
Microsoft. 

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Singapore CTO. 
So in doing this for the last 

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four plus years now is really 
exciting. 

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I think just being able to 
contribute to Singapore's 

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digital transformation. 
Journey itself has been very 

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enriching. 
Thanks for sharing that I 

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realized, Microsoft is probably 
one of the big companies who has

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a country or Regional specific 
City. 

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Oh, Can you share a little bit? 
Why is it so unique that 

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Microsoft requires this 
position? 

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It's a really great question. 
I think, when you think of it as

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a global technology company, we 
have always view our 

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organization as having a very 
key responsibilities in the 

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different communities that we 
run our business. 

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And I think having this role is 
a very solid recognition to the 

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uniqueness that each country 
faces in is technology. 

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Agenda in its macro digital. 
Transformation, agenda itself. 

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As we all hear from the last 
number of years around things 

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like industry 4.0, and the need 
to really harness the powers of 

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technology to advance 
organizations communities, and 

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00:11:01,800 --> 00:11:04,900
even countries themselves. 
So, this is unique and many 

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cents, roll itself, really 
lends, its view on what's really

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the country's priorities when it
thinks about its Community is 

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Citizens is government services 
its Industries. 

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For example, and here Singapore.
Some of the priorities industry,

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how as a small country. 
We have to be able to operate, 

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and continuously, renew 
ourselves to be able to keep 

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providing jobs for the 
populations. 

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For example, ensuring that 
everybody has a good likelihood 

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and be fulfilled in whatever 
they do in different parts of 

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the economy is whether it in 
manufacturing, Healthcare 

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government services, technology 
startups. 

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So businesses of all sizes smes 
As companies all the way to the 

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larger corporate and then sees 
that are operating here. 

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So it's really interesting. 
I think that's always some of 

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the challenges if you will to 
think about the different agenda

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across all the different 
countries. 

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00:12:00,700 --> 00:12:03,400
I'm sure you have lived and 
grown up in different countries 

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as well. 
So you can see that weather. 

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Is there a different pace or 
different attitudes and lends 

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00:12:08,700 --> 00:12:11,700
towards technology? 
I think aggregating that unique 

235
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lens and view helps to inform us
as a company. 

236
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What we should be doing to be 
able to serve our Our partners 

237
00:12:18,600 --> 00:12:22,500
and communities and societies 
that we operate in, it's pretty 

238
00:12:22,500 --> 00:12:25,100
unique in that sense. 
So do you have the independence 

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00:12:25,100 --> 00:12:28,200
to make decisions at least 
within your country and region? 

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What kind of R&D or directions 
or even like how do you want to 

241
00:12:31,808 --> 00:12:34,800
strategize the business side of 
the Microsoft for Singapore? 

242
00:12:34,800 --> 00:12:36,000
At least? 
Yeah. 

243
00:12:36,000 --> 00:12:39,700
I think there's a certain amount
of that in terms of agency that 

244
00:12:39,700 --> 00:12:43,500
we bring in from a Viewpoint, 
from a country perspective 

245
00:12:43,600 --> 00:12:46,300
through the larger Microsoft 
organization itself. 

246
00:12:46,300 --> 00:12:49,800
And like I mentioned earlier, 
Earlier this helps us to inform,

247
00:12:49,800 --> 00:12:52,400
whether is it. 
Our product strategy to the way 

248
00:12:52,400 --> 00:12:55,300
we think about government 
policies that happens in the 

249
00:12:55,300 --> 00:12:58,200
country. 
So to the way, the country 

250
00:12:58,200 --> 00:13:01,800
thinks about leveraging 
technology for the well-being of

251
00:13:01,800 --> 00:13:06,400
its citizens, for example, so, 
there are definitely certain 

252
00:13:06,400 --> 00:13:10,600
amount of autonomy, as well as 
agency that we can bring in into

253
00:13:10,600 --> 00:13:13,100
that lens. 
So that whether is it in 

254
00:13:13,100 --> 00:13:16,200
research or the product 
engineering teams, I can 

255
00:13:16,200 --> 00:13:19,900
corporate that are building the 
Say half a very good view of 

256
00:13:19,900 --> 00:13:23,100
what the global needs looks like
and what are some of the local 

257
00:13:23,100 --> 00:13:25,800
sensitivities will look like? 
And it's kind of nice. 

258
00:13:25,800 --> 00:13:29,200
I marry my previous corporate 
product experience when I was 

259
00:13:29,200 --> 00:13:32,100
based in Richmond. 
And then looking at rolling out 

260
00:13:32,100 --> 00:13:36,400
a product for a hovel to now 
something that is very specific 

261
00:13:36,400 --> 00:13:39,300
to a country. 
I think that was a very nice 

262
00:13:39,300 --> 00:13:42,000
unique position that I was able 
to leverage draw. 

263
00:13:42,000 --> 00:13:44,000
The last couple of years. 
Cool. 

264
00:13:44,000 --> 00:13:47,400
So maybe if you can share, what 
are some of the current macro? 

265
00:13:47,700 --> 00:13:51,000
Trends around the region. 
What has Microsoft been focusing

266
00:13:51,000 --> 00:13:52,700
on if you can share with the 
audience? 

267
00:13:52,900 --> 00:13:56,900
Yeah, I think when we think 
about let's say micro Trends or 

268
00:13:56,900 --> 00:13:59,600
maybe I'll just think about it 
from a technology Trend 

269
00:13:59,600 --> 00:14:02,000
perspective, asia-pacific 
itself. 

270
00:14:02,000 --> 00:14:06,900
It's a very large area huge in 
terms of the size of the 

271
00:14:06,900 --> 00:14:09,900
population itself. 
But yet it's also comprises of 

272
00:14:09,900 --> 00:14:13,600
many different countries with 
many different cultures and 

273
00:14:13,700 --> 00:14:17,500
different pace of Technology 
adoptions as well as we have. 

274
00:14:17,700 --> 00:14:21,200
Many developing countries, as 
well as some of the I would say,

275
00:14:21,200 --> 00:14:24,000
medium sized developed countries
as well. 

276
00:14:24,100 --> 00:14:28,800
I think there is no one macro 
Trend that you can just point to

277
00:14:28,800 --> 00:14:32,200
and say this is it. 
But I would say that this is a 

278
00:14:32,200 --> 00:14:35,500
region, that's really exciting. 
Like many people would say. 

279
00:14:35,500 --> 00:14:38,700
Oh, this is really a region that
is really mobile-first. 

280
00:14:38,700 --> 00:14:41,800
Its population have experienced 
the internet through their 

281
00:14:41,800 --> 00:14:46,500
mobile device first and that 
experience itself lends a lot of

282
00:14:46,500 --> 00:14:49,700
insights into How technology 
companies should think about 

283
00:14:49,700 --> 00:14:52,800
making their products relevant 
to the population itself? 

284
00:14:52,800 --> 00:14:56,100
So mobile is definitely one of 
those and I think when you think

285
00:14:56,100 --> 00:15:00,000
about intelligent technology as 
well as Cloud Technologies, for 

286
00:15:00,000 --> 00:15:04,600
example, itself, these are all 
very good opportunities for 

287
00:15:04,600 --> 00:15:08,200
different countries to even 
LeapFrog from where they are 

288
00:15:08,200 --> 00:15:11,600
today into the future. 
Because they may not have that 

289
00:15:11,600 --> 00:15:15,600
much Legacy baggage or systems, 
or whatever to deal with, and 

290
00:15:15,600 --> 00:15:17,500
that's always very fascinating 
to watch. 

291
00:15:17,700 --> 00:15:20,600
It's almost like they can just 
take advantage and say, you know

292
00:15:20,600 --> 00:15:22,400
what? 
I don't have to take the steps 

293
00:15:22,400 --> 00:15:25,000
that some of the developed 
countries have done in the past 

294
00:15:25,000 --> 00:15:28,600
before I can straight away go 
into the next latest and 

295
00:15:28,600 --> 00:15:31,800
greatest and really bring the 
benefits of those Technologies 

296
00:15:31,900 --> 00:15:35,900
to my organizations or my 
citizens for that matter. 

297
00:15:36,300 --> 00:15:38,800
I think it's pretty interesting.
When you mentioned that Asia and

298
00:15:38,800 --> 00:15:42,100
this region can LeapFrog, 
whatever progress that the 

299
00:15:42,100 --> 00:15:44,400
developed countries has done in 
the many years. 

300
00:15:44,400 --> 00:15:47,300
And especially now we see the 
covid, the pace of acceleration 

301
00:15:47,300 --> 00:15:50,000
of Technology, I think is pretty
fast like, what you mentioned 

302
00:15:50,000 --> 00:15:51,400
earlier, two years in two 
months. 

303
00:15:51,400 --> 00:15:54,500
So I could foresee that more and
more adoption and more and more 

304
00:15:54,500 --> 00:15:58,500
technology playing a big part in
our life and in our work, every 

305
00:15:58,500 --> 00:16:00,300
day. 
I'm very interested in your 

306
00:16:00,300 --> 00:16:03,300
story in, founding The Office 
365. 

307
00:16:03,300 --> 00:16:05,400
Maybe if we can go there. 
Can you share a little bit? 

308
00:16:05,400 --> 00:16:08,100
What is your role there? 
And how the story actually 

309
00:16:08,100 --> 00:16:09,700
started coming up with this 
Office? 

310
00:16:09,700 --> 00:16:12,900
365. 
Oh, I'll just give a little bit 

311
00:16:12,900 --> 00:16:14,200
of that Insight. 
Yeah. 

312
00:16:14,200 --> 00:16:16,700
I was put on quite drafted into 
that team. 

313
00:16:16,800 --> 00:16:19,000
In fact, Maybe. 
Is not so well-known right now, 

314
00:16:19,000 --> 00:16:22,400
but the first instantiation of 
the name of Office 365, horse 

315
00:16:22,400 --> 00:16:25,900
actually call business, 
productivity online services. 

316
00:16:28,500 --> 00:16:32,200
That was when Microsoft naming 
convention had more descriptive 

317
00:16:32,200 --> 00:16:34,000
names inside our products 
itself. 

318
00:16:34,000 --> 00:16:36,300
I came from the quote-unquote 
Telco. 

319
00:16:36,300 --> 00:16:39,500
Well, network service providers 
will also have that knowledge 

320
00:16:39,500 --> 00:16:42,700
and understanding of running 
like big systems. 

321
00:16:42,700 --> 00:16:45,800
What are all the requirements 
and delivering services to 

322
00:16:45,800 --> 00:16:49,300
customers? 
This was a a time when if you 

323
00:16:49,300 --> 00:16:53,500
remembered in the mid or early 
2000s, when you see the 

324
00:16:53,500 --> 00:16:57,900
technology trajectory of 
processing, power storage, for 

325
00:16:57,900 --> 00:17:02,900
example, as well as bandwidth 
increasing at a very rapid pace 

326
00:17:02,900 --> 00:17:06,900
and we were smashing Moore's, 
Law life and write in all these 

327
00:17:06,900 --> 00:17:09,900
Technologies. 
And the questions started coming

328
00:17:09,900 --> 00:17:12,400
around to say, hey, what does 
that mean? 

329
00:17:12,400 --> 00:17:16,300
When it comes to software? 
How will software be consumed by

330
00:17:16,300 --> 00:17:19,099
customers like a? 
Humors in the future. 

331
00:17:19,099 --> 00:17:21,800
And I think that was some of the
early days of the thinking to 

332
00:17:21,800 --> 00:17:25,800
say, oh, then software will be 
delivered online, rather than 

333
00:17:25,800 --> 00:17:29,200
through DVDs. 
For example, I think not many of

334
00:17:29,200 --> 00:17:32,400
your listeners or maybe some of 
your listeners still remember, 

335
00:17:32,400 --> 00:17:37,900
installing software through 
DVDs, but I don't remember when 

336
00:17:37,900 --> 00:17:42,200
was the last time we did, that 
just download an app and that 

337
00:17:42,200 --> 00:17:44,000
was it. 
And the software just gets 

338
00:17:44,000 --> 00:17:46,900
consumed online through a 
browser or through an app. 

339
00:17:47,000 --> 00:17:50,300
And I think That was really 
exciting when we started really 

340
00:17:50,300 --> 00:17:53,700
thinking about how the future of
software will be like, and then 

341
00:17:53,800 --> 00:17:56,000
I was running technical product 
management. 

342
00:17:56,000 --> 00:17:59,600
So really around things like 
features functions of the 

343
00:17:59,600 --> 00:18:02,100
platforms. 
How do we think about the 

344
00:18:02,100 --> 00:18:05,300
commercial aspects of it? 
Where do we place their centers 

345
00:18:05,300 --> 00:18:08,100
around the world? 
As well as all the legal 

346
00:18:08,100 --> 00:18:11,100
compliance requirements around 
the world as well. 

347
00:18:11,200 --> 00:18:14,300
We live on a very diverse planet
and many different countries. 

348
00:18:14,300 --> 00:18:16,300
Have house eight different 
levels of the way. 

349
00:18:16,300 --> 00:18:19,700
They think about technology. 
G and what are some of the legal

350
00:18:19,700 --> 00:18:21,500
and regulatory requirements 
around that. 

351
00:18:21,500 --> 00:18:25,100
So we have to navigate through a
lot of that when we started 

352
00:18:25,100 --> 00:18:28,300
rolling out to the different 
countries, but yeah, I was just 

353
00:18:28,300 --> 00:18:31,800
incidentally, drafted in with in
like, less than six months in 

354
00:18:31,800 --> 00:18:34,400
joining Microsoft. 
And I always say this is my 

355
00:18:34,600 --> 00:18:37,800
lucky draw and I just happened 
to be in the right place, right?

356
00:18:37,800 --> 00:18:41,500
Time and ended up with a very 
smart team of colleagues who 

357
00:18:41,500 --> 00:18:44,600
came from different parts of the
organization to start this new 

358
00:18:44,600 --> 00:18:47,800
business for Microsoft. 
So if I get it, right, Also 

359
00:18:47,800 --> 00:18:51,100
during that time, Microsoft 
Office is still around and it's 

360
00:18:51,100 --> 00:18:52,900
a thing is tremendous growth 
people. 

361
00:18:52,900 --> 00:18:56,500
Install office almost everywhere
in the office and school or even

362
00:18:56,500 --> 00:18:59,300
personal computers. 
So I could foresee that there 

363
00:18:59,300 --> 00:19:01,400
are lots of probably challenges 
as well. 

364
00:19:01,400 --> 00:19:03,400
Internally. 
Like, why do we build a 

365
00:19:03,400 --> 00:19:06,000
different version of office? 
Not to mention that you probably

366
00:19:06,000 --> 00:19:08,800
need to rewrite most of the 
parts because I don't think the 

367
00:19:08,808 --> 00:19:12,100
installable office can easily 
translate to The web-based 

368
00:19:12,100 --> 00:19:14,200
Office 365. 
Maybe can you share a little bit

369
00:19:14,200 --> 00:19:17,200
of the challenges there? 
Well, some of the challenges I 

370
00:19:17,200 --> 00:19:19,900
think. 
This is not something new I 

371
00:19:19,900 --> 00:19:24,500
think is a challenge that I 
would say will confront or 

372
00:19:24,500 --> 00:19:27,600
already been confronted by many 
different organization 

373
00:19:27,700 --> 00:19:30,700
technology. 
Let's say foundations typically 

374
00:19:30,700 --> 00:19:34,700
changes over time and they have 
that impact of changing 

375
00:19:34,700 --> 00:19:37,300
potentially disrupting your 
existing business model. 

376
00:19:37,300 --> 00:19:41,700
So for us, it was really about 
delivering software or DVDs or 

377
00:19:41,700 --> 00:19:45,000
doing the installation in the 
traditional way as you look at 

378
00:19:45,000 --> 00:19:47,400
that and you look into the 
future itself. 

379
00:19:47,500 --> 00:19:50,900
If and you say wow, the world is
going to look very different in 

380
00:19:50,900 --> 00:19:52,300
the way. 
Technology is going to be 

381
00:19:52,300 --> 00:19:55,800
consumed if we don't do 
something right now and even 

382
00:19:55,800 --> 00:19:59,500
though it's in a very small way 
and commit their organization 

383
00:19:59,500 --> 00:20:02,300
and its people to really think 
about the future for the 

384
00:20:02,300 --> 00:20:05,300
organization, then we will be in
trouble and then Microsoft will 

385
00:20:05,300 --> 00:20:08,900
probably cease to be relevant to
many organizations around the 

386
00:20:08,900 --> 00:20:10,500
world. 
So we had to do that. 

387
00:20:10,500 --> 00:20:13,800
I think part of it is survival, 
but part of it is also making 

388
00:20:13,800 --> 00:20:17,400
sure that we can harness all the
creativity from across the 

389
00:20:17,600 --> 00:20:19,400
Shouldn't we have a lot of smart
people. 

390
00:20:19,400 --> 00:20:22,200
I've worked with so many smart 
folks that can I imagine I 

391
00:20:22,200 --> 00:20:24,700
learned so much from them, but 
when they all came together and 

392
00:20:24,700 --> 00:20:28,200
think about what that future 
looks like, and that started 

393
00:20:28,200 --> 00:20:31,900
this journey of us transforming 
our business models, from 

394
00:20:31,900 --> 00:20:35,600
traditional software, tools, and
platforms, being to something 

395
00:20:35,600 --> 00:20:39,200
that is on the cloud that lives 
online and anybody literally, 

396
00:20:39,200 --> 00:20:41,800
with a laptop and a browser can 
access to it. 

397
00:20:41,900 --> 00:20:44,800
It's not something that just 
unique to Microsoft. 

398
00:20:44,800 --> 00:20:48,100
I think it's probably relevant 
to a lot of many different 

399
00:20:48,100 --> 00:20:51,000
organizations out there as they 
think about their existing 

400
00:20:51,000 --> 00:20:53,300
businesses. 
There's this thing cash cows, if

401
00:20:53,300 --> 00:20:56,000
you will and then what's going 
to be their future, that's going

402
00:20:56,000 --> 00:20:58,600
to look like one of those 
classic book by click 

403
00:20:58,600 --> 00:21:01,600
Christensen, is that innovate? 
This dilemma, so that was 

404
00:21:01,600 --> 00:21:04,100
quote-unquote the go-to book 
that we go through to think 

405
00:21:04,100 --> 00:21:06,900
about how we need to transform 
your organization. 

406
00:21:07,000 --> 00:21:09,800
And if I may I'll just make 
another plug for a book. 

407
00:21:09,800 --> 00:21:11,800
Don't worry. 
I don't get any licensing 

408
00:21:11,800 --> 00:21:14,800
royalties on that, but that's 
just book that a friend of mine 

409
00:21:14,900 --> 00:21:17,400
recently point out to me. 
And I read it cover to cover. 

410
00:21:17,800 --> 00:21:20,200
In a short matter of just a 
couple weeks. 

411
00:21:20,300 --> 00:21:24,000
It's called loon shots, not 
moonshots balloon shots. 

412
00:21:24,300 --> 00:21:26,500
It's really nice. 
It really talks about how 

413
00:21:26,500 --> 00:21:29,800
organizations come together 
where some parts of it running 

414
00:21:29,800 --> 00:21:32,400
the existing business and some 
parts of it, you know, waiting 

415
00:21:32,400 --> 00:21:36,100
for the future and really having
the organization's leadership 

416
00:21:36,100 --> 00:21:40,000
committing to both and be able 
to run all of that and then over

417
00:21:40,000 --> 00:21:42,500
time transform the organization 
themselves. 

418
00:21:42,900 --> 00:21:45,500
I've seen that book, I think in 
some bookstores in Singapore. 

419
00:21:45,500 --> 00:21:47,400
I haven't read it, but I'll sure
to check it out. 

420
00:21:47,500 --> 00:21:49,700
Thanks for sharing that. 
I think one interesting part 

421
00:21:49,700 --> 00:21:52,300
about what you mentioned, 
disrupting the current business 

422
00:21:52,300 --> 00:21:54,000
model. 
So I can foresee that there are 

423
00:21:54,000 --> 00:21:56,700
multiple ways of how you run 
this, because of all, like, you 

424
00:21:56,700 --> 00:21:59,900
said, create a separate team. 
One is like the Legacy Microsoft

425
00:21:59,900 --> 00:22:02,100
Office and one is the Office 
365. 

426
00:22:02,100 --> 00:22:05,000
Do you run them as a separate 
team with its own goals and 

427
00:22:05,000 --> 00:22:08,200
targets and business numbers and
revenues and things like that or

428
00:22:08,200 --> 00:22:11,800
actually you are cooperating 
together in order to make them 

429
00:22:11,800 --> 00:22:14,800
seamlessly integrated and even 
supporting each other. 

430
00:22:14,800 --> 00:22:17,300
In terms of coming up with the 
bigger numbers, right? 

431
00:22:17,900 --> 00:22:21,300
Great question, because I think 
the reality when we go about 

432
00:22:21,300 --> 00:22:24,500
executing something like that, 
is that it's practical and 

433
00:22:24,500 --> 00:22:26,300
efficient to create a separate 
team. 

434
00:22:26,300 --> 00:22:29,300
First with literally different 
goals away. 

435
00:22:29,300 --> 00:22:31,800
The new team needs to think 
about a future for the 

436
00:22:31,800 --> 00:22:35,600
organization itself, its 
products and its strategy, but I

437
00:22:35,600 --> 00:22:38,900
think keeping that connection 
keeping that conversation 

438
00:22:38,900 --> 00:22:43,600
keeping that collaboration with 
the existing teams are crucial 

439
00:22:43,600 --> 00:22:46,200
as well. 
It's interesting, these exact 

440
00:22:46,200 --> 00:22:48,800
questions that you brought up. 
It's all covered in that book 

441
00:22:48,800 --> 00:22:51,400
doing shots as well. 
How do I ensure that 

442
00:22:51,400 --> 00:22:54,300
conversations continue to take 
place? 

443
00:22:54,300 --> 00:22:57,000
So that the new team 
understands? 

444
00:22:57,000 --> 00:23:01,200
The challenges of let's say the 
current business itself and 

445
00:23:01,200 --> 00:23:05,700
also, how to harness new 
thinking and a new product 

446
00:23:05,700 --> 00:23:09,800
strategy to solve some of these 
existing challenges with the 

447
00:23:09,800 --> 00:23:12,900
current products, for example, 
so those are the kind of things 

448
00:23:12,900 --> 00:23:17,900
that I would always encourage 
organizations, cxos, or Ecology 

449
00:23:17,900 --> 00:23:21,500
leaders, to always, think about,
it's not to say, you create two 

450
00:23:21,500 --> 00:23:23,900
separate teams or you just have 
two separate teams and they 

451
00:23:23,900 --> 00:23:26,900
don't talk to each other. 
In fact, that is often the 

452
00:23:26,900 --> 00:23:28,800
failure that happens. 
If they don't talk to each 

453
00:23:28,800 --> 00:23:32,400
other, they should be close. 
But yet in some extent of it, be

454
00:23:32,400 --> 00:23:37,000
managed separately, and 
overtime, bring in recruit the 

455
00:23:37,000 --> 00:23:40,400
others who have been running. 
The current products itself into

456
00:23:40,400 --> 00:23:42,700
the new businesses into the new 
organization. 

457
00:23:42,700 --> 00:23:45,400
So that as a larger 
organization, you have the 

458
00:23:45,400 --> 00:23:47,300
ability to transition, their be 
kept. 

459
00:23:47,500 --> 00:23:51,400
Conversation going, I know 
iPhone and scary memories of all

460
00:23:51,400 --> 00:23:54,700
the debates that we have had 
with different teams and true 

461
00:23:54,700 --> 00:23:58,400
that, I think a lot of learning 
takes place and that has helped 

462
00:23:58,400 --> 00:24:02,200
us to really over time transform
the way we think about the 

463
00:24:02,200 --> 00:24:04,200
software business. 
Wow. 

464
00:24:04,200 --> 00:24:06,400
I can imagine during that time 
different business. 

465
00:24:06,400 --> 00:24:09,100
Departments may be having their 
own agenda and thinking of how 

466
00:24:09,100 --> 00:24:11,400
to collaborate. 
Let's go back to your core role,

467
00:24:11,400 --> 00:24:13,300
which is a technical product 
management. 

468
00:24:13,400 --> 00:24:16,000
I'm sure you have an 
insurmountable of features 

469
00:24:16,000 --> 00:24:18,500
lining up how to catch up with 
Existing office. 

470
00:24:18,500 --> 00:24:21,200
I know that you have a passion 
in the art of product management

471
00:24:21,200 --> 00:24:22,700
as well. 
Maybe you can share with the 

472
00:24:22,700 --> 00:24:25,200
audience here who are into 
product management as well. 

473
00:24:25,200 --> 00:24:28,400
How did you tackle such a big 
challenge of catching up with 

474
00:24:28,400 --> 00:24:31,700
the existing Legacy and Rebrand 
it into something? 

475
00:24:31,700 --> 00:24:33,800
That is more modern for people 
to adopt. 

476
00:24:34,000 --> 00:24:36,900
Well, as an interesting 
question, product management is 

477
00:24:36,900 --> 00:24:41,100
sometimes part science and part 
there is no step process. 

478
00:24:41,100 --> 00:24:43,700
There is no, here's the 10 
procedures. 

479
00:24:43,700 --> 00:24:45,900
Here's the book to read or 
things like that. 

480
00:24:45,900 --> 00:24:49,200
It really depends a lot. 
A lot on what you're trying to 

481
00:24:49,200 --> 00:24:53,000
create and land in the hands of 
your customers and partners. 

482
00:24:53,100 --> 00:24:55,100
When I think about product 
management. 

483
00:24:55,100 --> 00:24:58,000
I really think about these other
set of people that really 

484
00:24:58,000 --> 00:25:00,200
embodies the vision of the 
product itself. 

485
00:25:00,200 --> 00:25:04,900
They are the ones that really 
carries the vision and really 

486
00:25:04,900 --> 00:25:07,400
value proposition. 
I mean, if you drill down to it,

487
00:25:07,400 --> 00:25:09,600
yes. 
Value proposition of it design 

488
00:25:09,600 --> 00:25:13,800
aspect and all that, but I think
it comes with the spirit of how 

489
00:25:13,900 --> 00:25:18,900
are all these becoming better in
terms of Of serving your 

490
00:25:18,900 --> 00:25:23,800
customers needs, but at the same
time, surprising them with 

491
00:25:23,800 --> 00:25:26,800
capabilities that. 
Sometimes the customers may not 

492
00:25:26,800 --> 00:25:30,000
know themselves as well. 
I think that's when you have 

493
00:25:30,000 --> 00:25:33,800
reached the realm of being able 
to surprise and Delight the 

494
00:25:33,800 --> 00:25:37,200
customers with some of these 
capabilities that you are 

495
00:25:37,200 --> 00:25:40,400
bringing into the product. 
A lot of times, if you read the 

496
00:25:40,400 --> 00:25:43,300
articles on the web product 
manager, sometimes they called 

497
00:25:43,300 --> 00:25:46,200
him or her, the CEO of the 
product and yet, he or she has 

498
00:25:46,200 --> 00:25:48,900
nobody reporting to him. 
He or she has to go run and 

499
00:25:48,900 --> 00:25:52,800
convince engineering to do this 
and planning people to do that 

500
00:25:52,800 --> 00:25:56,600
or text people do this. 
But I think it's really an art 

501
00:25:56,600 --> 00:26:00,500
in itself that person really has
to think like an engineer in his

502
00:26:00,500 --> 00:26:02,400
head. 
Have a heart of a designer 

503
00:26:02,500 --> 00:26:04,900
really like feeling the product 
itself. 

504
00:26:05,000 --> 00:26:07,800
And I think the last skill is 
really have the tank of a 

505
00:26:07,808 --> 00:26:12,500
diplomat. 
I learn this all from someone. 

506
00:26:12,600 --> 00:26:15,400
I'm trying to recall that 
person's name right now, but at 

507
00:26:15,400 --> 00:26:19,100
the moment I cannot really I 
think Product managers play 

508
00:26:19,100 --> 00:26:23,000
these kind of roles at different
times depending on the teams and

509
00:26:23,000 --> 00:26:25,300
their stakeholders, as well as 
the colleagues that they work 

510
00:26:25,300 --> 00:26:27,800
with. 
Wow, very, very insightful. 

511
00:26:27,900 --> 00:26:29,900
During that time. 
You spend from the beginning 

512
00:26:29,900 --> 00:26:32,900
from the founding team being 
established until the launch. 

513
00:26:32,900 --> 00:26:35,500
How long did it take for you to 
go public? 

514
00:26:35,500 --> 00:26:37,200
Okay. 
Here's Office. 365. 

515
00:26:37,200 --> 00:26:41,300
Everyone can try to explain use 
too long now, I'll get it. 

516
00:26:42,400 --> 00:26:46,500
Let's see, I would say we spend 
quite a bit of time on 

517
00:26:46,600 --> 00:26:49,600
envisioning the future. 
Futures part of that was a good.

518
00:26:49,600 --> 00:26:53,900
Maybe it was a year or so, 
making sure that our vision is 

519
00:26:53,900 --> 00:26:58,000
not skewed too far into the 
imaginary future where something

520
00:26:58,000 --> 00:27:01,000
is, just not going to happen. 
But at the same time, grounded 

521
00:27:01,000 --> 00:27:05,000
in our observations of the 
technology Foundation, like in 

522
00:27:05,000 --> 00:27:08,600
processing like in data center 
architectures, for example, the 

523
00:27:08,600 --> 00:27:12,400
global wide area network 
bandwidth, for example, and the 

524
00:27:12,400 --> 00:27:15,700
way software development 
techniques and tools are 

525
00:27:15,700 --> 00:27:17,200
evolving as well. 
I think. 

526
00:27:17,500 --> 00:27:21,200
Over a span of about one and a 
half to two years. 

527
00:27:21,200 --> 00:27:24,800
When we first ship, the first 
instance of that in the US 

528
00:27:24,800 --> 00:27:29,000
market and then subsequently 
over 220 countries and then 

529
00:27:29,000 --> 00:27:32,800
expanding that a following year 
and learning along the way as we

530
00:27:32,800 --> 00:27:36,500
roll that out. 
So felt like a long time, but at

531
00:27:36,500 --> 00:27:39,700
the same time, it also felt like
a short time because we were 

532
00:27:39,700 --> 00:27:43,100
running very fast and making 
sure that we can deliver what we

533
00:27:43,100 --> 00:27:45,800
commit to. 
But at the same time, really 

534
00:27:45,800 --> 00:27:49,200
making sure that the product 
experience is what we envisioned

535
00:27:49,200 --> 00:27:50,600
it to be. 
We want to make sure that we 

536
00:27:50,608 --> 00:27:53,700
don't fall short of that. 
Otherwise, then we could end up 

537
00:27:53,700 --> 00:27:57,800
delivering something that is 
just marginal improvement over 

538
00:27:57,800 --> 00:27:59,700
what we have in our existing 
product. 

539
00:27:59,700 --> 00:28:03,200
So it's got the fundamentally 
change and of course, it also 

540
00:28:03,200 --> 00:28:06,900
changes the way our customers 
think about our products. 

541
00:28:06,900 --> 00:28:09,500
How would they procure it? 
How would they use it, how they 

542
00:28:09,500 --> 00:28:11,100
get it upgraded? 
Things like that. 

543
00:28:11,100 --> 00:28:14,600
TimeWise was about, I would say 
two years or so. 

544
00:28:14,700 --> 00:28:17,300
It was an exciting Journey. 
So during that time. 

545
00:28:17,400 --> 00:28:20,400
And do you actually break down 
the team into separate sub 

546
00:28:20,400 --> 00:28:22,400
areas? 
Like, for example, Office 365 is

547
00:28:22,400 --> 00:28:24,400
not just one product. 
You have the foundation, 

548
00:28:24,400 --> 00:28:27,800
obviously how it integrates with
each other, including the Legacy

549
00:28:27,800 --> 00:28:29,700
applications. 
And you have word, you have 

550
00:28:29,700 --> 00:28:31,700
PowerPoint. 
You have Excel. 

551
00:28:31,700 --> 00:28:34,400
For example, do you break them 
up into sub teams? 

552
00:28:34,400 --> 00:28:36,300
Where everybody has their own 
iteration? 

553
00:28:36,300 --> 00:28:39,200
Or you actually like in the 
initial year, you sit down 

554
00:28:39,200 --> 00:28:41,700
together and build the products 
together as a team. 

555
00:28:42,100 --> 00:28:44,400
Yeah. 
I think that question is 

556
00:28:44,400 --> 00:28:47,600
interesting in the sense that 
you mention about how About, we 

557
00:28:47,608 --> 00:28:51,000
just break them into the team's,
the different product features 

558
00:28:51,000 --> 00:28:53,300
that we have in the old days. 
So to speak. 

559
00:28:53,300 --> 00:28:57,300
Generally, we try not to because
I think that's falling into the 

560
00:28:57,300 --> 00:29:00,200
default of how we think about 
the product itself. 

561
00:29:00,300 --> 00:29:04,200
And what we did, I can uniquely 
was that we think of it as a 

562
00:29:04,208 --> 00:29:07,300
whole Suite of collaboration and
communication tools. 

563
00:29:07,400 --> 00:29:11,600
So, bring that together because 
when we break it down into our 

564
00:29:11,600 --> 00:29:14,900
products, this is something that
I really really against, we are 

565
00:29:14,900 --> 00:29:17,200
shipping. 
Our organization just to 

566
00:29:17,400 --> 00:29:20,100
Customers which is not a good 
thing. 

567
00:29:20,100 --> 00:29:24,400
We should be shipping a set of 
products and tools that they use

568
00:29:24,400 --> 00:29:28,100
that really solve some of their 
pain points or really Delights 

569
00:29:28,100 --> 00:29:30,100
them. 
So a lot of times they shouldn't

570
00:29:30,100 --> 00:29:32,700
be constrained by our 
organization but having that 

571
00:29:32,700 --> 00:29:35,700
flexibility to say, how do we 
change ourselves such? 

572
00:29:35,700 --> 00:29:39,100
That it make sure that it helps 
to address what the customers 

573
00:29:39,100 --> 00:29:41,900
and our partners needs are like 
so we didn't do that. 

574
00:29:41,900 --> 00:29:45,200
We just say, okay, maybe we need
a team that is really thinking 

575
00:29:45,200 --> 00:29:48,700
about the whole office suite. 
Itself, all the different 

576
00:29:48,700 --> 00:29:52,000
components underneath that but 
at the same time, also things 

577
00:29:52,000 --> 00:29:55,400
like weather is it data centers,
networking licensing, our 

578
00:29:55,400 --> 00:29:58,600
partners ecosystem, for example,
so those are some of the early 

579
00:29:58,600 --> 00:30:01,800
days of how we have organized 
ourselves to tackle that. 

580
00:30:01,800 --> 00:30:04,800
And if we feel like some of that
models is not really working. 

581
00:30:04,800 --> 00:30:06,400
Well, along the way, then we 
change it. 

582
00:30:06,700 --> 00:30:08,400
Wow. 
I learned a lot from you on this

583
00:30:08,400 --> 00:30:10,400
product management. 
Obviously, during that time. 

584
00:30:10,400 --> 00:30:12,400
It's probably the early days of 
cloud. 

585
00:30:12,500 --> 00:30:14,200
I'm sure. 
Also Microsoft started to 

586
00:30:14,200 --> 00:30:17,900
explore around the cloud and 
probably ended up as like a The 

587
00:30:17,900 --> 00:30:21,300
cloud product from Microsoft. 
So can you probably share with 

588
00:30:21,300 --> 00:30:23,700
us? 
What is the importance of cloud 

589
00:30:23,700 --> 00:30:25,800
these days? 
And why do you think for some 

590
00:30:25,800 --> 00:30:27,800
organizations who have an 
adopted it? 

591
00:30:27,800 --> 00:30:30,500
Why should they move to the 
cloud especially those who are 

592
00:30:30,500 --> 00:30:33,100
highly regulated? 
Those are very great question. 

593
00:30:33,100 --> 00:30:37,200
I think as Microsoft evolves and
move into the cloud services 

594
00:30:37,200 --> 00:30:41,400
whether is it with Office 365 or
whether is it with Azure or 

595
00:30:41,400 --> 00:30:44,000
Dynamics? 
365 business application, modern

596
00:30:44,000 --> 00:30:47,100
workplace and the intelligent 
Cloud itself, I think. 

597
00:30:47,300 --> 00:30:52,500
The fundamental challenge is 
that it's a massive shift for 

598
00:30:52,500 --> 00:30:55,700
many organization when they 
think about their technology 

599
00:30:55,700 --> 00:31:00,400
needs in the past is always 
been, hey, I'm able to procure 

600
00:31:00,400 --> 00:31:03,200
software from the different 
technology vendors. 

601
00:31:03,200 --> 00:31:06,700
One of them being Microsoft and 
I install the software into a 

602
00:31:06,700 --> 00:31:10,100
bunch of servers and shove them 
into this corner, called the 

603
00:31:10,100 --> 00:31:13,000
data center, or call the server 
rooms that serves the 

604
00:31:13,000 --> 00:31:17,100
organization itself and what is 
evolving to or what is evolved. 

605
00:31:17,400 --> 00:31:21,700
Is now there's an ability for 
you to consume, all these 

606
00:31:21,700 --> 00:31:25,900
resources on a utility basis. 
Just like your electricity and 

607
00:31:25,900 --> 00:31:28,400
water. 
And that fundamental shifts has 

608
00:31:28,400 --> 00:31:31,300
many different kind of impacts 
whether is it to the CFO? 

609
00:31:31,300 --> 00:31:34,500
For example, the way he, or she 
things about how it impacts the 

610
00:31:34,500 --> 00:31:37,900
bottom line from capital 
expenditure, all the way to 

611
00:31:37,900 --> 00:31:41,900
operational expenditure itself. 
There are also different skill 

612
00:31:41,900 --> 00:31:46,600
sets that technology teams, it 
teams within organizations that 

613
00:31:46,600 --> 00:31:48,700
they have. 
To adopt and changes. 

614
00:31:48,700 --> 00:31:51,200
Well, I'll tell a little 
anecdotal story. 

615
00:31:51,200 --> 00:31:53,500
Here. 
I have a friend who used to be 

616
00:31:53,500 --> 00:31:57,300
the CEO of a company and he had 
this server room in the office 

617
00:31:57,500 --> 00:31:59,800
and it was interesting. 
He says, you know what Richard 

618
00:31:59,800 --> 00:32:03,200
one day, the air conditioning 
broke down and my service were 

619
00:32:03,200 --> 00:32:07,000
melting and this was not too 
long ago. 

620
00:32:07,000 --> 00:32:09,200
This is still fairly recently 
made sense. 

621
00:32:09,200 --> 00:32:12,700
And you just think about that. 
The CIO has to worry about the 

622
00:32:12,700 --> 00:32:16,900
air conditioning equipment of 
that server room besides the 

623
00:32:17,400 --> 00:32:21,200
Seasons and the services that he
or she needed to provide to all 

624
00:32:21,200 --> 00:32:23,800
the users and all the 
stakeholders in the company 

625
00:32:23,800 --> 00:32:26,400
itself. 
Having a service provider like 

626
00:32:26,400 --> 00:32:29,700
Microsoft be able to help with 
that fundamentally changes. 

627
00:32:29,700 --> 00:32:33,200
The way he or she thinks about 
technology transformation 

628
00:32:33,200 --> 00:32:36,800
adoption and things like that. 
So a Microsoft we call this the 

629
00:32:36,800 --> 00:32:41,800
tech intensity and what this is 
is really about the rate of your

630
00:32:41,800 --> 00:32:46,300
technology adoption in an 
organization X. 

631
00:32:46,300 --> 00:32:51,700
The Elegy capability that you 
are building in your team's self

632
00:32:51,700 --> 00:32:55,900
and then operating that in a 
trusted secure Paradigm. 

633
00:32:56,000 --> 00:32:59,400
I think that's really important 
for a lot of organization to 

634
00:32:59,400 --> 00:33:02,200
really Embrace. 
And I think a lot of times the 

635
00:33:02,200 --> 00:33:05,500
challenge with adopting the 
cloud, it's not something that 

636
00:33:05,500 --> 00:33:08,600
they can see and feel like in 
the past where they can say. 

637
00:33:08,600 --> 00:33:11,800
Hey, this is my server room. 
I know where my service, its. 

638
00:33:11,800 --> 00:33:16,100
I know where the cables connect 
to, and now we have to trust a 

639
00:33:16,100 --> 00:33:19,200
service provided. 
Be able to run our application 

640
00:33:19,200 --> 00:33:22,100
in this data centers, which 
sometimes we don't even know 

641
00:33:22,100 --> 00:33:25,600
where it is and still be able to
keep our business running. 

642
00:33:25,700 --> 00:33:29,500
That's a leap of faith in some 
sense for a lot of cios and 

643
00:33:29,500 --> 00:33:31,800
ctOS. 
For example, over time. 

644
00:33:31,800 --> 00:33:34,600
I think they've come to accept 
their engage with a lot of 

645
00:33:34,600 --> 00:33:36,500
different service providers and 
say, okay. 

646
00:33:36,500 --> 00:33:38,600
I understand how the technology 
work right. 

647
00:33:38,600 --> 00:33:41,000
Now. 
I have many sneak peeks behind 

648
00:33:41,000 --> 00:33:44,600
us behind the curtains to see 
how these Mega data centers are 

649
00:33:44,600 --> 00:33:47,100
run, how their security is being
handled. 

650
00:33:47,300 --> 00:33:49,800
I can trust it. 
I can start really thinking 

651
00:33:49,800 --> 00:33:54,200
about leveraging these platforms
for my digital transformation. 

652
00:33:54,400 --> 00:33:56,800
Just recently. 
I was speaking to a crowd of 

653
00:33:56,800 --> 00:33:59,600
financial leaders, for example, 
and it's interesting. 

654
00:33:59,600 --> 00:34:02,700
I've given this talk in 
discussions over the years and 

655
00:34:02,700 --> 00:34:05,000
in the early years, it was quote
unquote. 

656
00:34:05,000 --> 00:34:08,199
Why cloud? 
And now is okay Bridget, we get 

657
00:34:08,199 --> 00:34:09,900
it. 
We are definitely going there. 

658
00:34:09,900 --> 00:34:12,699
It's going to the cloud. 
We just want to make sure that 

659
00:34:12,699 --> 00:34:16,500
on an ongoing basis. 
There is a partnership and 

660
00:34:16,500 --> 00:34:18,600
engagement. 
Around things like Risk 

661
00:34:18,600 --> 00:34:22,100
Management, for example, 
security Assurance, for example,

662
00:34:22,199 --> 00:34:26,500
these are topical, concerns and 
issues that the risks and 

663
00:34:26,500 --> 00:34:28,600
Assurance. 
People within that see the 

664
00:34:28,600 --> 00:34:31,500
banking industry that are 
concerned with the technology 

665
00:34:31,500 --> 00:34:34,699
itself and platforms. 
And the Paradigm is largely 

666
00:34:34,699 --> 00:34:37,800
embraced by a lot of 
organizations right now, and 

667
00:34:37,800 --> 00:34:39,500
they are certainly leveraging 
that. 

668
00:34:39,500 --> 00:34:41,900
And now the conversation has 
really shifted. 

669
00:34:41,900 --> 00:34:44,199
So, it's interesting. 
I started my cloud Journey Back 

670
00:34:44,199 --> 00:34:47,400
In what 2006? 
Yeah. 

671
00:34:47,400 --> 00:34:52,699
Wow, it's been 14 years already.
It makes me out old guy in a 

672
00:34:52,707 --> 00:34:57,100
cloud, but you can certainly see
that conversation has shifted 

673
00:34:57,100 --> 00:34:59,200
and adoption have shifted over 
the years. 

674
00:34:59,200 --> 00:35:02,100
And especially in the last, I 
would say probably the last five

675
00:35:02,100 --> 00:35:04,400
years. 
So, I mean, like, in those long 

676
00:35:04,400 --> 00:35:06,100
years. 
I'm sure you have a lot of 

677
00:35:06,100 --> 00:35:08,200
experiencing, a lot of 
organization. 

678
00:35:08,200 --> 00:35:12,100
Trying to digitally transform, 
adopting cloud and things like 

679
00:35:12,100 --> 00:35:14,300
that. 
Could you probably either share.

680
00:35:14,300 --> 00:35:17,100
What are some of the tips for 
successful digital? 

681
00:35:17,300 --> 00:35:19,500
Omission or maybe some 
misconceptions that people 

682
00:35:19,500 --> 00:35:22,200
should avoid when adopting this 
digital transformation. 

683
00:35:22,700 --> 00:35:26,600
Ah, that's a very good one. 
Maybe this is a personal one 

684
00:35:26,700 --> 00:35:30,700
organization should never set up
a central digital transformation

685
00:35:30,700 --> 00:35:35,300
office. 
It should be owned by everybody 

686
00:35:35,300 --> 00:35:38,300
in the organization itself. 
And I think that's sometimes a 

687
00:35:38,300 --> 00:35:42,000
challenge when I talk to you, 
key decision, makers and cxos in

688
00:35:42,000 --> 00:35:44,800
an organization. 
Sometimes they will feel like oh

689
00:35:44,800 --> 00:35:46,900
this whole transformation. 
I'll just set up an office for 

690
00:35:46,900 --> 00:35:48,300
that. 
At, and they will take care of 

691
00:35:48,300 --> 00:35:49,800
everything while we run the 
business. 

692
00:35:49,900 --> 00:35:53,900
I think, when you think about 
such a fundamental shifts, in 

693
00:35:53,900 --> 00:35:57,500
terms of embracing technology 
into all aspects of an 

694
00:35:57,500 --> 00:36:00,500
organization. 
It is not something that can be 

695
00:36:00,500 --> 00:36:03,400
outsourced. 
No centralized in some digital 

696
00:36:03,400 --> 00:36:06,000
transformation office. 
If you will, I would say, is the

697
00:36:06,000 --> 00:36:10,000
right thing to do because if an 
organization things about how 

698
00:36:10,000 --> 00:36:12,700
they are, let's say, 
transforming their products and 

699
00:36:12,700 --> 00:36:15,400
services that they are serving 
their customers, that would 

700
00:36:15,400 --> 00:36:19,300
require some set of change. 
The optimizing their operations 

701
00:36:19,300 --> 00:36:22,200
in the back end. 
That's also another set of 

702
00:36:22,200 --> 00:36:24,100
stakeholders that needs to come 
into play. 

703
00:36:24,100 --> 00:36:27,200
Or they are thinking about 
empowering the employees with 

704
00:36:27,200 --> 00:36:29,300
the latest and greatest, 
communication and collaboration 

705
00:36:29,300 --> 00:36:34,000
tools, for example, or maybe new
ways in terms, of engaging, with

706
00:36:34,000 --> 00:36:36,700
customers, especially in times. 
Like this, during the covid-19, 

707
00:36:36,700 --> 00:36:40,600
pandemic customers who were very
used to one form of engaging, 

708
00:36:40,600 --> 00:36:44,200
with customers like maybe in a 
retail store, maybe in an 

709
00:36:44,200 --> 00:36:46,800
office. 
Now, we have to think about new 

710
00:36:46,800 --> 00:36:50,400
ways of of engaging customers 
virtually through an online 

711
00:36:50,400 --> 00:36:52,700
forum. 
For example, these are all the 

712
00:36:52,700 --> 00:36:54,800
concerns. 
These are all the destroyed 

713
00:36:54,800 --> 00:36:57,500
transformation efforts that 
touches every part of the 

714
00:36:57,500 --> 00:37:00,100
organization. 
So it's not as cios job. 

715
00:37:00,100 --> 00:37:02,700
It's the CEOs, job, every 
company. 

716
00:37:02,700 --> 00:37:05,500
Every organization. 
It's becoming a technology 

717
00:37:05,500 --> 00:37:08,400
company and they are harnessing 
technology in the way. 

718
00:37:08,400 --> 00:37:11,600
They transform their products 
and services and the way they 

719
00:37:11,600 --> 00:37:15,600
empowered employees optimize 
their operations or engage with 

720
00:37:15,600 --> 00:37:18,300
customers. 
So I think, It's really one of 

721
00:37:18,300 --> 00:37:22,500
the key ways to think about how 
an organization really needs to 

722
00:37:22,500 --> 00:37:25,900
think about digital 
transformation and be able to 

723
00:37:25,900 --> 00:37:28,900
permit that through the 
organization itself. 

724
00:37:28,900 --> 00:37:30,600
It's not owned by a central 
office. 

725
00:37:30,600 --> 00:37:32,300
It needs to be owned by 
everyone. 

726
00:37:32,300 --> 00:37:35,500
But obviously the dealership 
needs to lead by example and 

727
00:37:35,500 --> 00:37:38,100
really drive that from the front
interesting. 

728
00:37:38,100 --> 00:37:40,200
You said that because I just 
realized that so many 

729
00:37:40,200 --> 00:37:43,100
organizations embarking this 
digital transformation Journey 

730
00:37:43,100 --> 00:37:44,900
yet. 
I see a lot of them setting up 

731
00:37:44,900 --> 00:37:47,000
Center of Excellence. 
I don't know what they call. 

732
00:37:47,200 --> 00:37:49,700
All these days, all these Center
of Excellence, kind of team 

733
00:37:49,700 --> 00:37:52,100
seems to be there. 
What do you think are some of 

734
00:37:52,100 --> 00:37:55,000
the common misconception? 
Why people are setting up that 

735
00:37:55,000 --> 00:37:58,000
way if it's not totally helping 
in terms of the whole 

736
00:37:58,000 --> 00:38:00,800
transformation. 
I think it's probably a 

737
00:38:00,800 --> 00:38:06,100
misconception that having a 
center of excellence within that

738
00:38:06,100 --> 00:38:09,700
organization itself would mean 
that the whole organization 

739
00:38:09,700 --> 00:38:12,300
would be able to change. 
It's interesting because in 

740
00:38:12,300 --> 00:38:17,400
terms of organizational dynamics
that lends itself to an The 

741
00:38:17,400 --> 00:38:20,600
consequence because if you are 
not part of that, Center of 

742
00:38:20,600 --> 00:38:24,300
Excellence, you would say, oh 
it's that Center of Excellence 

743
00:38:24,300 --> 00:38:27,300
job and it's very human nature 
to do that. 

744
00:38:27,400 --> 00:38:30,100
And what happens is that they 
permit through the organization 

745
00:38:30,100 --> 00:38:33,800
and somebody just easily points 
a finger on to the co e and say,

746
00:38:33,800 --> 00:38:36,000
oh, this is those guys job is 
not my job. 

747
00:38:36,100 --> 00:38:39,200
That's a potential for failure. 
I think, when we think about 

748
00:38:39,200 --> 00:38:41,900
digital technology adoption, 
it's everybody's job. 

749
00:38:42,000 --> 00:38:43,700
Of course, are very different 
levels. 

750
00:38:43,700 --> 00:38:48,200
I think with hear stories about 
how Nicole people who have 

751
00:38:48,200 --> 00:38:51,700
leverage low code, and no code 
type of platforms and created 

752
00:38:51,700 --> 00:38:54,100
applications for the 
organizations. 

753
00:38:54,200 --> 00:38:57,400
And when you think about that 
the sense of ownership and the 

754
00:38:57,400 --> 00:39:00,800
sense of serving their 
stakeholders. 

755
00:39:00,800 --> 00:39:04,300
It's so empowering that they 
say, oh, you know what? 

756
00:39:04,300 --> 00:39:08,000
I can take this tool and be able
to create perhaps a new service 

757
00:39:08,000 --> 00:39:12,100
or an app to serve my customers 
or my internal stakeholders. 

758
00:39:12,100 --> 00:39:16,500
For example, I don't have to 
wait for it or the CTO office to

759
00:39:16,500 --> 00:39:19,000
go figure out. 
Is for me but half a close 

760
00:39:19,000 --> 00:39:22,500
working relationship. 
So yes, I would certainly 

761
00:39:22,500 --> 00:39:26,200
encourage all your listeners out
there to not think about having 

762
00:39:26,200 --> 00:39:31,200
just Central offices or Central 
digital transformation office 

763
00:39:31,200 --> 00:39:35,400
and really make it a tech 
intensity that is adopted across

764
00:39:35,400 --> 00:39:38,400
the whole organization itself 
because technology is not going 

765
00:39:38,400 --> 00:39:40,300
to go away. 
In fact, it's just going to go 

766
00:39:40,300 --> 00:39:43,500
even more and more as we adopt 
technology that intelligent, 

767
00:39:43,500 --> 00:39:46,100
that can even anticipate our 
needs and stuff like that. 

768
00:39:46,100 --> 00:39:48,800
So, I think it's It's just a 
sign of of times and it will 

769
00:39:48,800 --> 00:39:50,900
continue to move forward in a 
direction. 

770
00:39:51,100 --> 00:39:54,500
I just remember what anecdotal 
story is my personal experience 

771
00:39:54,500 --> 00:39:57,100
going to an organization. 
Just like what you said, they 

772
00:39:57,100 --> 00:40:00,100
adopted Center of Excellence. 
So we went through different 

773
00:40:00,100 --> 00:40:02,600
levels and at a certain floor 
when you open. 

774
00:40:02,600 --> 00:40:05,500
Wow, it's so different with a 
lot of lights brightness and all

775
00:40:05,500 --> 00:40:06,900
that. 
I think that's not a good thing 

776
00:40:06,900 --> 00:40:09,600
as well because when people see 
it and especially if you're from

777
00:40:09,600 --> 00:40:11,300
that, team going out to that 
level. 

778
00:40:11,300 --> 00:40:12,500
The other people will just see 
you. 

779
00:40:12,500 --> 00:40:15,500
In probably creates this kind of
a social friction. 

780
00:40:15,500 --> 00:40:17,000
I would say like this is that 
too. 

781
00:40:17,200 --> 00:40:20,300
I'm the other team probably 
political wise is not good to 

782
00:40:20,300 --> 00:40:21,300
do. 
So, yes. 

783
00:40:21,300 --> 00:40:22,000
Yes. 
Yes. 

784
00:40:22,200 --> 00:40:24,300
Unfortunately. 
Yes, you are spot on. 

785
00:40:24,300 --> 00:40:27,400
There are unintended 
consequences sometimes of such 

786
00:40:27,400 --> 00:40:30,400
arrangements and whichever 
organizations, the leaders need 

787
00:40:30,400 --> 00:40:33,700
to be very conscious of some of 
the unintended consequences that

788
00:40:33,700 --> 00:40:36,100
can happen. 
So moving onto your other 

789
00:40:36,100 --> 00:40:39,500
interest, probably, what are the
things that you are busy with or

790
00:40:39,500 --> 00:40:42,700
contributing in the community or
any other passion that you're 

791
00:40:42,700 --> 00:40:45,000
doing outside of your role in 
Microsoft. 

792
00:40:45,400 --> 00:40:48,900
I think a big part of it as you.
Might know, I'm also the 

793
00:40:48,900 --> 00:40:52,300
chairman of s gtex artificial 
intelligence and high 

794
00:40:52,300 --> 00:40:54,700
performance Computing chapter 
itself. 

795
00:40:54,700 --> 00:40:58,000
So really leaning in working 
with the community here of 

796
00:40:58,000 --> 00:41:01,400
different organization to think 
about adoption of AI, for 

797
00:41:01,400 --> 00:41:05,200
example, in many different 
aspects of Our Lives or in the 

798
00:41:05,200 --> 00:41:08,700
organization itself, and I think
really closely marrying. 

799
00:41:08,700 --> 00:41:13,000
The debt, is this notion around 
responsible AI itself as 

800
00:41:13,000 --> 00:41:15,400
technology? 
Get more and more intelligent. 

801
00:41:15,400 --> 00:41:17,000
I think it's more and more 
important. 

802
00:41:17,300 --> 00:41:21,000
That we really think about not 
only what technology can do, but

803
00:41:21,000 --> 00:41:24,100
what it should do. 
And those are really important 

804
00:41:24,100 --> 00:41:27,100
issues that we need to think of,
whether they have the same 

805
00:41:27,100 --> 00:41:29,400
reliability, the Privacy 
protects. 

806
00:41:29,400 --> 00:41:32,700
The security aspect of itself. 
Is it inclusive? 

807
00:41:32,700 --> 00:41:35,500
Is it fair? 
The amount of transparency 

808
00:41:35,700 --> 00:41:39,500
algorithms have, for example, or
accountability of all this 

809
00:41:39,500 --> 00:41:44,000
software that is being run. 
I think those are very topical 

810
00:41:44,100 --> 00:41:47,800
issues as well as we think about
the adoption of Oh gee, and it's

811
00:41:47,800 --> 00:41:51,900
interesting because this area is
also very cultural and that 

812
00:41:51,900 --> 00:41:53,900
speaks to the diversity of the 
planet. 

813
00:41:53,900 --> 00:41:56,300
If I'm not wrong. 
There was this way around the 

814
00:41:56,300 --> 00:41:59,500
world that talks about whether 
it was it an autonomous car or 

815
00:41:59,500 --> 00:42:01,800
something. 
That went wrong and let's say is

816
00:42:01,800 --> 00:42:04,800
it going to knock down the 
elderly lady or the baby? 

817
00:42:04,800 --> 00:42:07,700
And what's the decision? 
And it's very interesting that 

818
00:42:07,700 --> 00:42:10,600
the result came up, very split 
depending on the culture and 

819
00:42:10,600 --> 00:42:13,600
where you were brought up. 
So there's no real right answer,

820
00:42:13,800 --> 00:42:17,400
but certainly conversations that
we need to talk about and so I'm

821
00:42:17,400 --> 00:42:19,700
really passionate about 
something like this as well. 

822
00:42:19,900 --> 00:42:22,500
The other aspect is really 
learning about technology. 

823
00:42:22,600 --> 00:42:24,600
Technology. 
Just keeps going and going. 

824
00:42:24,600 --> 00:42:26,900
It's so fun. 
But at the same time, just 

825
00:42:26,900 --> 00:42:29,400
keeping the pace. 
It's really crazy. 

826
00:42:29,500 --> 00:42:32,800
Let me tell another story again.
When we went into this circuit 

827
00:42:32,800 --> 00:42:34,800
breaker and everybody is working
from home. 

828
00:42:34,900 --> 00:42:39,000
It was so interesting to see 
that my two boys, my two sons 

829
00:42:39,000 --> 00:42:42,500
just went into it so easily 
because they have been 

830
00:42:42,500 --> 00:42:46,200
interacting with a lot of their 
friends in school online through

831
00:42:46,200 --> 00:42:47,800
games. 
For example, Example. 

832
00:42:47,800 --> 00:42:51,300
It's so normal for them putting 
on a headset or having a 

833
00:42:51,308 --> 00:42:54,300
microphone then talking and 
bantering about while they're 

834
00:42:54,300 --> 00:42:56,000
playing. 
The games is so normal. 

835
00:42:56,100 --> 00:42:59,500
I literally learn from them. 
What are the best might to get? 

836
00:42:59,500 --> 00:43:02,200
That's really it's always take 
upskilling for me. 

837
00:43:02,200 --> 00:43:05,900
That's like oh so this is how 
you interact with your friends 

838
00:43:05,900 --> 00:43:08,800
while you're playing the game 
and don't you get leg is a 

839
00:43:08,800 --> 00:43:11,200
headset better or it's a mic 
better. 

840
00:43:11,400 --> 00:43:15,100
I was just so impressed and I 
think the Skilling aspect of it.

841
00:43:15,100 --> 00:43:18,900
It's not about just learning 
from That we can learn from our 

842
00:43:18,900 --> 00:43:22,000
kids as well. 
They will be showing us in many 

843
00:43:22,000 --> 00:43:24,200
ways. 
What the future could look like.

844
00:43:24,300 --> 00:43:26,300
Unfortunately. 
This pandemic have actually 

845
00:43:26,300 --> 00:43:29,300
accelerated a lot of that. 
And yeah, they felt so 

846
00:43:29,300 --> 00:43:31,700
comfortable. 
Going online to just interacting

847
00:43:31,700 --> 00:43:34,200
with their friends. 
They didn't feel like they need 

848
00:43:34,200 --> 00:43:36,400
to go back to school. 
I was getting worried a little 

849
00:43:36,400 --> 00:43:39,600
bit dad. 
That's online learning stuff. 

850
00:43:39,600 --> 00:43:43,100
It's really fine. 
Okay, but you miss school 

851
00:43:43,100 --> 00:43:45,500
face-to-face with their friends.
Yeah, no worries. 

852
00:43:45,500 --> 00:43:48,700
We see each other on a computer.
We just are so maybe it's 

853
00:43:48,700 --> 00:43:52,900
sometimes what a Microsoft we 
term of as a growth mindset 

854
00:43:52,900 --> 00:43:56,300
versus the fixed mindset. 
Sometimes we have to confront 

855
00:43:56,300 --> 00:43:59,500
our fixed mindset every day and 
say, okay, we may have a fixed 

856
00:43:59,500 --> 00:44:02,400
mindset around how this thing 
should work or how that thing 

857
00:44:02,400 --> 00:44:04,800
should be like. 
And yet, when we encounter 

858
00:44:04,800 --> 00:44:07,000
something else that looks 
different from us. 

859
00:44:07,000 --> 00:44:09,200
We can either be curious about 
it. 

860
00:44:09,300 --> 00:44:13,700
Learn more about it and perhaps,
even adopted, or at least be 

861
00:44:13,700 --> 00:44:16,300
curious about it. 
So I think that's that growth 

862
00:44:16,300 --> 00:44:18,700
mindset that We talked about 
quite a fair bit and that 

863
00:44:18,700 --> 00:44:22,000
willingness to learn and I was 
like, yeah, sometimes my kids do

864
00:44:22,000 --> 00:44:25,200
stuff that I don't even know of.
So, I better go learn from them.

865
00:44:25,300 --> 00:44:28,200
Sometimes they find a little bit
and then they will say that. 

866
00:44:28,200 --> 00:44:31,000
Aren't you like the CTO of 
Microsoft Singapore? 

867
00:44:31,000 --> 00:44:33,700
Shouldn't you know this stuff? 
Yeah. 

868
00:44:33,700 --> 00:44:36,300
I was about to say that 
sometimes I can totally relate 

869
00:44:36,300 --> 00:44:37,800
to that. 
It's like a wake-up call. 

870
00:44:37,800 --> 00:44:39,800
We have been in the industry for
many years. 

871
00:44:39,800 --> 00:44:41,900
Dealing with technology. 
We assume like, we had to 

872
00:44:41,900 --> 00:44:43,800
expand. 
We know everything about tech, 

873
00:44:43,800 --> 00:44:46,700
but yeah, there are other areas,
especially with youngsters they 

874
00:44:46,700 --> 00:44:48,500
are. 
Mode of using technology, seems 

875
00:44:48,500 --> 00:44:50,800
to be different if you know 
about it, of course, you know, 

876
00:44:50,800 --> 00:44:54,200
like Tick-Tock and all these new
up-and-coming trends, how they 

877
00:44:54,200 --> 00:44:55,900
use technology. 
Sometimes it's wow. 

878
00:44:55,900 --> 00:44:57,400
I didn't think about that 
before. 

879
00:44:57,400 --> 00:44:58,800
So yeah, it's pretty 
interesting. 

880
00:44:58,800 --> 00:45:00,200
Anecdotes that you mentioned 
there. 

881
00:45:00,200 --> 00:45:02,900
But your kids, I also want to 
ask you about the 

882
00:45:02,900 --> 00:45:05,700
responsibilities Tech, the whole
umbrella of what you just 

883
00:45:05,700 --> 00:45:07,800
mentioned. 
Is there any particular group 

884
00:45:07,800 --> 00:45:09,600
that you support? 
Like for people, if they are 

885
00:45:09,600 --> 00:45:12,900
interested to know more about 
this concept responsibility tag,

886
00:45:12,900 --> 00:45:14,500
maybe you can share with the 
audience. 

887
00:45:15,100 --> 00:45:18,000
Yes, so I would encourage All 
your listeners. 

888
00:45:18,100 --> 00:45:23,800
If they are Keen to engage on 
some of this topic come joint 

889
00:45:23,900 --> 00:45:29,200
the SG Tech Ai, and HPC chapter,
we welcome organizations, here 

890
00:45:29,200 --> 00:45:33,300
in Singapore, whether you are a 
technology company or yarn on 

891
00:45:33,300 --> 00:45:36,900
technology company, but really 
looking at using some of these 

892
00:45:36,900 --> 00:45:40,700
intelligent technology in your 
digital transformation Journey 

893
00:45:40,700 --> 00:45:44,200
itself, what we're doing within 
the chapter is creating the 

894
00:45:44,200 --> 00:45:46,800
communities of different 
organizations. 

895
00:45:47,000 --> 00:45:50,300
And having different 
conversations around responsible

896
00:45:50,300 --> 00:45:54,300
technology responsible AI for 
example, and also at the same 

897
00:45:54,300 --> 00:45:58,300
time engaging with some of the 
policy makers here in Singapore 

898
00:45:58,300 --> 00:46:01,300
as well. 
So be it, whether is it pdpc, 

899
00:46:01,300 --> 00:46:05,200
the personal data protection 
commission, for example, or Mas 

900
00:46:05,200 --> 00:46:08,800
monetary authority of Singapore 
who are looking at? 

901
00:46:08,800 --> 00:46:12,500
What does that mean? 
When the AI comes into financial

902
00:46:12,500 --> 00:46:14,600
services? 
For example, what are the 

903
00:46:14,600 --> 00:46:16,800
impact? 
What are the kind of sensitive 

904
00:46:16,800 --> 00:46:18,300
you? 
Case that we have to really 

905
00:46:18,300 --> 00:46:20,700
think about. 
So yeah, this isn't anyone 

906
00:46:20,700 --> 00:46:23,200
space. 
So I'll make a plug for SG tag 

907
00:46:23,200 --> 00:46:27,400
and we have a LinkedIn website. 
So look it up and come join us. 

908
00:46:27,400 --> 00:46:31,100
Join the chapter and love to 
have everybody from different 

909
00:46:31,100 --> 00:46:34,400
organizations, different 
technology providers as well as 

910
00:46:34,400 --> 00:46:37,700
end-user companies to 
participate in this discussion. 

911
00:46:38,100 --> 00:46:40,500
Thanks for sharing that. 
For those of you who have a deep

912
00:46:40,500 --> 00:46:42,600
interest in this area. 
Make sure to check it out and 

913
00:46:42,600 --> 00:46:45,100
maybe join and see how you can 
contribute as well. 

914
00:46:45,100 --> 00:46:46,600
Bridget. 
It's been a pleasure, all these 

915
00:46:46,600 --> 00:46:47,500
discussions. 
Russian. 

916
00:46:47,500 --> 00:46:50,300
I have one last question, which 
I normally ask for every guest 

917
00:46:50,300 --> 00:46:52,100
that I have in the show. 
Could you share us? 

918
00:46:52,100 --> 00:46:54,400
Maybe if you have three 
technical leadership, wisdom 

919
00:46:54,400 --> 00:46:56,900
that you want to transfer to the
audience here? 

920
00:46:57,500 --> 00:47:00,900
Ah, okay. 
Three is a lot. 

921
00:47:01,800 --> 00:47:03,800
But yes, here's how I think 
about it. 

922
00:47:03,800 --> 00:47:08,100
I remember sharing with my teams
before, I think it comes down to

923
00:47:08,100 --> 00:47:12,400
this is I can say, is 3 is the 
same as people people people. 

924
00:47:12,500 --> 00:47:16,300
At the end of the day. 
It's not about how well, you 

925
00:47:16,300 --> 00:47:18,600
know about it. 
Technology, if you are building 

926
00:47:18,600 --> 00:47:22,400
an organization's and nurturing 
an organization, it's the people

927
00:47:22,400 --> 00:47:25,500
that forms the organization 
itself and the same time. 

928
00:47:25,500 --> 00:47:28,500
When you think about being able 
to do that, when you have great 

929
00:47:28,500 --> 00:47:32,100
people, great people will create
the great products and then your

930
00:47:32,100 --> 00:47:34,400
great products will then bring 
in the profits. 

931
00:47:34,600 --> 00:47:38,200
So people products profits in 
that order. 

932
00:47:38,400 --> 00:47:41,800
So I think that's really the key
thing is really about the people

933
00:47:41,800 --> 00:47:45,100
that you bring in is not only 
about just bringing the small 

934
00:47:45,100 --> 00:47:48,800
people, but at the same time, 
Nurturing them to have a growth 

935
00:47:48,800 --> 00:47:51,500
mindset. 
For example, really, really 

936
00:47:51,500 --> 00:47:55,300
embracing the changes that is 
taking place in the technology 

937
00:47:55,300 --> 00:47:58,100
and being curious. 
For example, about why are some 

938
00:47:58,100 --> 00:48:02,200
things are evolving in this way?
And why is that a different 

939
00:48:02,200 --> 00:48:04,700
technology? 
How is that going to impact us 

940
00:48:04,800 --> 00:48:06,900
and being curious and learning 
about it? 

941
00:48:06,900 --> 00:48:10,900
I think, when technology leaders
invest in their people and 

942
00:48:10,900 --> 00:48:13,800
spending time to nurture them 
weather, is it? 

943
00:48:13,800 --> 00:48:16,300
Their curiosity, they are growth
mindsets. 

944
00:48:16,500 --> 00:48:19,000
The Will come naturally. 
Wow. 

945
00:48:19,000 --> 00:48:20,700
Thank you for that. 
Yeah, it's not true. 

946
00:48:20,700 --> 00:48:23,100
But you can be tricky. 
Thank you. 

947
00:48:23,107 --> 00:48:25,600
Again Richard for spending your 
time here, sharing your 

948
00:48:25,600 --> 00:48:28,500
experience, your knowledge and 
your wisdom with everyone here. 

949
00:48:28,500 --> 00:48:31,100
I really appreciate that. 
I do learn a lot, obviously, 

950
00:48:31,100 --> 00:48:33,800
especially your journey in 
Office 365. 

951
00:48:34,000 --> 00:48:36,500
I'm sure it's also part of your 
career that you share is a lot 

952
00:48:36,500 --> 00:48:38,600
where you grow and learn from 
what you did. 

953
00:48:38,600 --> 00:48:40,700
That anyone wants to find you 
online. 

954
00:48:40,700 --> 00:48:41,700
Where can they reach? 
You? 

955
00:48:41,900 --> 00:48:44,800
LinkedIn is the best platform to
reach out to me. 

956
00:48:44,800 --> 00:48:47,100
I do post a lot on LinkedIn. 
In. 

957
00:48:47,100 --> 00:48:50,400
So you can search it up. 
Richard Cole, Microsoft from 

958
00:48:50,400 --> 00:48:53,300
sure you'll find me on LinkedIn.
I do share a lot of what 

959
00:48:53,300 --> 00:48:56,800
Microsoft is doing and 
innovating around and the some 

960
00:48:56,800 --> 00:49:00,400
of the key topical topics that 
we discuss in doing it with 

961
00:49:00,400 --> 00:49:04,300
Community online as well. 
Another place that I can engage 

962
00:49:04,300 --> 00:49:07,000
us on Twitter. 
My handle is Rich Echo. 

963
00:49:07,000 --> 00:49:10,000
Just one word simple as that. 
That will be another way. 

964
00:49:10,000 --> 00:49:11,700
That folks can reach out to me 
as well. 

965
00:49:12,100 --> 00:49:14,600
Alright. 
Thanks Richard as so hope to see

966
00:49:14,600 --> 00:49:16,600
you again in future episode 
likewise. 

967
00:49:17,000 --> 00:49:18,500
Been a pleasure talking to you 
Henry. 

968
00:49:18,500 --> 00:49:22,100
This has been fun. 
Thank you for listening to this 

969
00:49:22,100 --> 00:49:24,700
episode and for staying right 
till the end. 

970
00:49:24,900 --> 00:49:27,800
If you highly enjoyed, please 
share it with your friends and 

971
00:49:27,800 --> 00:49:31,200
colleagues who you think would 
also benefit from listening to 

972
00:49:31,200 --> 00:49:33,400
this episode. 
And if you're new to the 

973
00:49:33,400 --> 00:49:36,800
podcast, make sure to subscribe 
and leave me your valuable 

974
00:49:36,800 --> 00:49:40,200
review and feedback. 
It really, really helps me a lot

975
00:49:40,200 --> 00:49:42,700
in order to grow these podcasts 
better. 

976
00:49:43,200 --> 00:49:46,500
You can also find the full show 
notes of this conversation on 

977
00:49:46,500 --> 00:49:48,500
the air. 
Episode page at Tech Legion of 

978
00:49:48,500 --> 00:49:52,200
the death website, including the
full transcript, interesting 

979
00:49:52,200 --> 00:49:55,400
quotes, and links to the 
resources and mentions from the 

980
00:49:55,400 --> 00:49:58,100
conversation. 
And lastly, make sure to 

981
00:49:58,100 --> 00:50:00,900
subscribe to the show's mailing 
list on technology know that 

982
00:50:00,900 --> 00:50:04,000
deaf to get notified for any 
future episodes. 

983
00:50:04,400 --> 00:50:07,100
Stay tuned for the next 
technique Journal episode. 

984
00:50:07,100 --> 00:50:08,800
And until then. 
Goodbye.