Satya, thank you very much for joining usin this virtual fireside chat.I and my State Street colleagueswere hoping that this could be liveand in person,but with the use of this technology,I think this will be a close second.Let me begin before,we're going to talk a lotabout leadership,and you've got a lot to say about itand we've been admiring what you've beendoing at Microsoft now for a while.But before we begin that,I do want to thank youfor the partnership with Microsoft.I mean, in addition, many of us are users.We're all users,I suppose, of some Microsoft product.But the partnership is your partnershipwith Charles River,and Alpha has been a real game changerfor us.It's fundamentally changing our valueproposition, and it's extraordinarythe way your team has worked with oursso, sincere thanks on that.What today is about reallyis about leadership and transformation.And maybe the first question to you istell ushow you thought about even beginningto transform a 40 year old technologycompany, one that was highly successfulin what it was doing but quite largeand on a very distinct and clear path.First of all, Ron,thank you so much for the opportunityand also thank you for the partnership.And we, I think of it as a privilegeto be able to work with youalongside your team,both supporting some ofyour work, but more importantly,really enabling you to dothe innovation using some of the latestdigital technology.So it's fantastic to see that right.I mean, at some level. to your point,now I'm coming upon.I mean, it's interesting.I'm like literally in a few weeks,it'll be like a complete seven yearsa CEO.It's hard to imagine,you know, how time flieswhen you're having some fun, I guess.But I grew up in Microsoft, right?I mean,now I'm coming about closeto 30 years at Microsoft.And so when I became CEO,even though that was, of course,a non-linear transitionand I needed to take accountabilityand responsibility, I felt all thatI had seen at Microsoft was informing mewith as goodan outsider's perspectiveas an insider can have.And I went to do what I feltwere necessary conditionsto actually get a lot of other thingsright and mission and culture.So if I look at even my draftemail in February of 2014to what I am doing with my leadershiptalk like this weekwith my team, it's exactly againstarting with why does Microsoft exist?What's the sense of purpose?Because I felt when I joined the companywe used to talk,run off PC in every homeand every desk as our mission.It crisp, right, it was exciting,you know, crisp.You could quantify it.And by the ninetiesand the late nineties itself, we moreor less had achieved that mission,at least in the developed world.And I feltwe lost our way a bit after thatbecause I think we madethat cardinal mistakeof taking an audacious goaland thinking that was our mission.Our mission was deep.In fact, I went all the way back to 1975,and Bill and Paul created the company.They said, “Hey, let's buildsome tools for software developers.”We built the basic interpreterfor the Altair as the first product.And the reality is,if I look at our partnership with youand say an Alpha and Charles River, we are toolsmakers, we are trying to make surethat we build tools so that otherscan build more of their own platforms.So I said, let's not do thingsout of envy.Let's go back to whatthe core of Microsoft is,which is about empowering others,both institutions and people.And that's sort of been very helpful.Like everything that we dobusinesses we are in, the business modelswe have will all drive from that.And then the second side,you know, Ron, is culture, right?Because havinga sense of purpose is great, butyou also need a culture that renewsthat sense of purpose every day.I feel again, late ninetieswe became the biggest companyin the world, and I remember distinctlywalking around the campus,everybody thinking that, Oh my god ,we must be God's gifts to humanity.Because look, we are the largest market.The reality isyou've got to do relevant things each dayfor the world in order to drive success.So, you know, from ancient Greeceto modern Silicon Valley,there's only been one problemthat brings people and civilizations down,which is hubris.So we need it.And this is where we adapted an adoptedCarol Drex book on growth mindset.And it's been very helpful, right?Which is how do you go from being the knowit all to learn it all?And so these two mission and culture,of course, Ron,to your point, we've got to get, you know,you got to get the tech trends right.And every dayyou got to get the products right,you got to really have a lot of other.Pieces fall in place,but I always go back.Do we,are we anchored in the everyday actionson these two pillars mission and culture?Talk about the role ofthe top managementand what you needed to do if if you neededto do change of tone at the topor change of behavior at the top.I mean, one of thethe things that is most importantright for a senior leadership teamlike the one that you've assembled, it'sgoing to be the tone and not just the tonepeople are going to watch.Whether your actions match your wordsand that ability to connect in a genuineway to that common sense of purposeand mission is everything.And culture in particular,any of the senior leaders don't livethe cultural attributesthat any one of us espouses.Then it just breaks down trust.And I'm not saying we will be perfect.Do one other thing, Ron, I feel, iswe don't want to ever achieve perfection,and I can claim that Microsoft oreven our top leadership team consistently.I don't consistently live upto our mission or our cultural attributes.And this is where a little bit of,hey, let's forgive ourselvesand know that we can get better tomorrowlearning from our mistakes.So I feel a little bit of this growthmindset thing.It sort of speaks to the fallibility of usas human beings.And it's been helpfulbecause, you know, perfectionis just impossible, butyou can strive every day for perfection.That's not impossible.And so that distinction,I think, is an important distinction.But leadership,leadership tone, leadershipactions is everything.Yeah, well,it goes back to your point about beingbecoming a learned all organizationand learning from those mistakes.Tell me,how do you think about measuring progressalong the waywhen it comes to cultural transformation?What are the things that you usedat Microsoft?You know, we have all kinds of like,as you can imagine in a company like ours,you know, with all of the,you know, polling and for attributes,for example,we even have a full schema or architecturefor what culture means that,you know, it's not justgrowth mindset ,it's about really the lived experienceof our employees measured byhow are we bringing people together acrossthe company is one Microsoft customerobsession or diversity and inclusion.And we have metrics, right?For example,on diversity and inclusion in particular,starting with representation.Even I am gold on itand compensated on it.So we've done a lot on many of these.But if you ask me the thing that I believewe really started to get moretraction on isget to the individual leadersfrom the first line managers.In fact, the pandemic, Ronhas even stressed it more.But every individual leader inthis company think of it as a privilege.You now get to lead,be that mentor, be that coach to peopleinside the organization.So pull on the heartstrings of like,why are you a leader?Right? I mean, it's not to justexercise authority.The reality is, none of us really got towhere we are by exercising authority.It is by enlisting support,having followership, coachingpeople, mentoring people.So a lot of that is being the core.Like, how do we in some sense,the leading indicator to measureis, are we spending likeone of the latest things that we are doingis putting our management frameworkfor just first linemanagers, call the model coach care.And Ilove that it's like all three of them.But care inthe pandemic is become everything.In fact, we did some productivity measuresof, say, the intern class last summer,and we saw that the internswho were part mentoringor getting mentorship from a managerwho caredhad a very different experiencethan those who were working forsomebody who didn't care.And that because in the pastwhen peoplecould just come into the office,even if your manager was not great,the rest of the ecosystem supported,your experience.Whereas in the work from homeor remote, it's,you know, your individual experiences,depending a lot on managers.So we are putting a lot more on managerExcellence,manager feedback.That, to me, is becoming more and moreof an important thing for us to measurebecause culture is an artifact of peoplein authority living the culture.And so therefore that sort of,you know, all the way from the first levelmanager to me, and that's becomeperhaps the bigger measure of culture.Yeah.And your point about the demands onleadership, particularly in the pandemicand what it takes to be a true leaderwhere we see that ourselves.Let me shift gears in that direction.I've heard you say oftenand I happen to agree with itthat every organizationis a digital organization.I'll say a little bit more about thatand what that means,particularly in this pandemicand post-pandemic world.Yeah, I mean, first of all,if anything, even our partnershipof what we are doing together,I think is a great example of it.Fundamentally,this pandemic has taught us thatdigital technology is criticalfor businesscontinuity and resilienceas well as transformation, right?I mean, think about whatyou all have to do,even reorganizinghow you work, using things like “teams”so that you can keep your levelsof productivityin spite of all of the constraintsthat this pandemic introduced.Right.So thank God for some of the currentgeneration of cloudand technologies like teams.But the other thing that you're also doingis building your own digitalplatforms, right?Which is the thing that we referencedand what you're doing with CharlesRiver and Alpha and what have you.And so that, to me, is the tech intensityevery company is going to have,which is they're going to build their owndigital platforms, digital differentiationand are also going to leverage the bestdigital technologyfor their core operations.And that, to me,is how every company is going to becomemuch more digitally capablein every industry andand the pandemic has just acceleratedthat pace, right?So, for example, in retail, curb side pickup is going to be a norm going forward.You know, in manufacturing,digital twinsare going to be a norm going forward.So every industry is going througha fundamental structuralchange on how they thinkabout their own continuity and resilience.But more importantly, long term,what's their digital differentiationin how they think about their supply,all their customer experienceor their own internal operations?I think that's an important pointthat you're making,because early on in the pandemic,this almost sounds quaint.But we used to think that, well,we've got to get through thisso we can get back to normal.Whatever the normal is, it won't bethe same as what we experienced before.And to your point,if anything, we've all raisedthe expectations of our customersand clients.They've seen that what we can do,that's going to become their new normand we need to push forwardfrom there on that point.You, I know you're doing a lot of work,both internally at Microsoftand at helping othersabout the future of work.What are some of the thingsthat you're thinking about andhow are you thinking about toolsthat you might use toto help others in this regard?Yeah, you're absolutely right.I mean, first of all, we're collecting,you know, if this is the mostat scale experiment at this type of callit constrained work environment,and we're learning a lot.We're learning by geography,how things are differ by function,how things differ by industry,how things differ, who are,you know, as we talk about remote work,we also acknowledge that more than 50% ofthe labor forceactually is going to work right,whether it's in health care or managedcritical manufacturing or in retail.So we're getting all this data,and I would sayone of the thingseven we have collaborated on, in fact,you've been calling innovators with us onis even this back to work or hybridwork tool with the employee attestationand all that goes with it.So it's been a quite an experience.And so I would say there are broadlythree trends at least I'mseeing in terms of future of work.one is around collaboration.You and I am sure we are inmany of these videoconferences, like teams callsor what have you day in and day out.But the reality is workhappens before, during and after meetings.So in fact, if anything, we are buildingeven teams out for that right,which is even when we get back to workor some of us get back to work first,we will have some workthat's happening in the workplace.Some work that's happening remote,you still need to coordinate.So collaborationcollaboration tools are all shapereshaping and helping us work with thisin this hybrid mode.And one of the other fascinating thingsis what I will describe as first line workpeople who are remote.And but in the first line,like in manufacturing,you could be on a plant in a plantcalling back to an engineerwho may be working remotely from home.And so to be able to enablethose type of collaboration,that's kind of one dimension.A second one. Ron, after allThe theory of the farm,essentially is you're building knowledgecapital all the time, right?I mean, every daythat people come, work with clients, workamong themselvesand build knowledge and new knowledge.And so one of the things is, you know,how do we build out a learninglike just like how we have a systemof engagement, a system of record?How can we have a system of learning?How do we make surethat when a new employee joins,they're able to meet the peoplewho have expertize who can be most helpfulfor their onboarding?Get the content.So we're doing a lot in terms of reallytaking the learningto the workflow versus having employeesgo offline for their learning.So I think learning is another key elementthat's going to besignificantly transformed.And then the last one is wellbeing,because if you look at it,you know, one of the biggestchallenges of this entire COVIDhas been burnout and mental wellness.And so to me,we are really using again datalike How much time am Ispending in meetings?How am I doing on transitions, reallyproviding those nudges personallyso that you can manage your timein ways that it matters the moston things that matter the most to youand that you are ableto look after your wellbeingand so wellbeing, learning, collaboration,I think, are structurally going to changeand peopleare going to expect more flexibilityfrom their workplace in terms of hours,in terms of where they can workand even sometimes sitesin which they work.At this point about learningand ongoing learningis something we're highly focused on.Let me close with a topicthat I know is important to you.It's very important to us,which is which is ESG2020 was a remarkable yearin termsof what it brought forward around ESG,all elements of it on climate governance,but also the social yes side of ESG.Tell me about how you're thinkingabout that at Microsoft.I know, first of all, I admirea lot of what you all are doing even totake ESG and build it into the coreof what you operate as a business.And that's sort ofwhat we're also focused on.I love the definition of Britisheconomist Colin Mayer,where he described what's the socialpurpose of a corporation.And he saysthe social purpose of a corporationis to find profitable solutionsto the challenges of people and planet.And the key words there are profitable.And then the second key phraseis the challenges of people and planet.And at some level you got to havea core mission as a companywhere when you do well,the world around youdoes well and that's what you know.You know, in today's world,I can sort of say Microsoft’smission to empower every personand every organizationon the planet to achieve more is helpfulbecause every small business to everylarge business, to every institutionin education or in health care are ableto become more digitally capable.So that, I think, is at the corebecause in some sense, sometimes I thinkthinking of ESGas something separate from your corebusiness is not really what this is about.This is about having a core business modelthat does good.But that said, your core business modelnow needs to even do more.For example, it needs to be alignedwith the planet. Right?I mean, you can’t, you know like, we consumea lot of energy in our data centers,so therefore it's our responsibilityto make surethat we're making the energy transitionright.Where are the sources of energyfor our data centers?And so therefore putting real investmentbehind it, and that's where we setbold targetsand we're tracking to them or on climate.Same thing on trustbecause trust in technology,we see it every day, which is we needas technologybecomes much more pervasive in our lives,building out whether it's security,whether it's AI ethics,whether it's privacy, building moretrust into technology is another core partof your core business operation.And the other one is around,you know, economic growth.I mean, one of the real challengesin the world right now, which is stillthere,is a bit of stagnation and inequality.We need both economic growthand the growth has to be equitable.And that's why I care more deeplyabout digital technologiesas not just benefiting a few companieson the west coastof the United Stateson the east coast of China.It has to benefit every companyand every industry, small or big.And so themore of a democratizing forcedigital technology can be so to me,thinking about those core pillarsand thinking of themas part and parcel of our success.And you know, if we do a good job here,our shareholders will benefit.But more importantly,the world at large will benefit.And that alignment, I think, is what.All of us are seeking going forwardbecause we live in a multi constituentworld.It's not about just one constituent versusthe other.Well, I could agree with you moreand I do think that long termvalue really will be definednot just by how the company does,but how it does in the context of peopleand planet.That's a great line.So I think this has been wonderful.It's I really learned a lot from this.I know my colleagues deeplyappreciate the time you spent here,so thank you very, very much.Thank you so muchand I look forward to being in touch.Thank you.Satya, thank you very much for joining usin this virtual fireside chat.I and my State Street colleagueswere hoping that this could be liveand in person,but with the use of this technology,I think this will be a close second.Let me begin before,we're going to talk a lotabout leadership,and you've got a lot to say about itand we've been admiring what you've beendoing at Microsoft now for a while.But before we begin that,I do want to thank youfor the partnership with Microsoft.I mean, in addition, many of us are users.We're all users,I suppose, of some Microsoft product.But the partnership is your partnershipwith Charles River,and Alpha has been a real game changerfor us.It's fundamentally changing our valueproposition, and it's extraordinarythe way your team has worked with oursso, sincere thanks on that.What today is about reallyis about leadership and transformation.And maybe the first question to you istell ushow you thought about even beginningto transform a 40 year old technologycompany, one that was highly successfulin what it was doing but quite largeand on a very distinct and clear path.First of all, Ron,thank you so much for the opportunityand also thank you for the partnership.And we, I think of it as a privilegeto be able to work with youalongside your team,both supporting some ofyour work, but more importantly,really enabling you to dothe innovation using some of the latestdigital technology.So it's fantastic to see that right.I mean, at some level. to your point,now I'm coming upon.I mean, it's interesting.I'm like literally in a few weeks,it'll be like a complete seven yearsa CEO.It's hard to imagine,you know, how time flieswhen you're having some fun, I guess.But I grew up in Microsoft, right?I mean,now I'm coming about closeto 30 years at Microsoft.And so when I became CEO,even though that was, of course,a non-linear transitionand I needed to take accountabilityand responsibility, I felt all thatI had seen at Microsoft was informing mewith as goodan outsider's perspectiveas an insider can have.And I went to do what I feltwere necessary conditionsto actually get a lot of other thingsright and mission and culture.So if I look at even my draftemail in February of 2014to what I am doing with my leadershiptalk like this weekwith my team, it's exactly againstarting with why does Microsoft exist?What's the sense of purpose?Because I felt when I joined the companywe used to talk,run off PC in every homeand every desk as our mission.It crisp, right, it was exciting,you know, crisp.You could quantify it.And by the ninetiesand the late nineties itself, we moreor less had achieved that mission,at least in the developed world.And I feltwe lost our way a bit after thatbecause I think we madethat cardinal mistakeof taking an audacious goaland thinking that was our mission.Our mission was deep.In fact, I went all the way back to 1975,and Bill and Paul created the company.They said, “Hey, let's buildsome tools for software developers.”We built the basic interpreterfor the Altair as the first product.And the reality is,if I look at our partnership with youand say an Alpha and Charles River, we are toolsmakers, we are trying to make surethat we build tools so that otherscan build more of their own platforms.So I said, let's not do thingsout of envy.Let's go back to whatthe core of Microsoft is,which is about empowering others,both institutions and people.And that's sort of been very helpful.Like everything that we dobusinesses we are in, the business modelswe have will all drive from that.And then the second side,you know, Ron, is culture, right?Because havinga sense of purpose is great, butyou also need a culture that renewsthat sense of purpose every day.I feel again, late ninetieswe became the biggest companyin the world, and I remember distinctlywalking around the campus,everybody thinking that, Oh my god ,we must be God's gifts to humanity.Because look, we are the largest market.The reality isyou've got to do relevant things each dayfor the world in order to drive success.So, you know, from ancient Greeceto modern Silicon Valley,there's only been one problemthat brings people and civilizations down,which is hubris.So we need it.And this is where we adapted an adoptedCarol Drex book on growth mindset.And it's been very helpful, right?Which is how do you go from being the knowit all to learn it all?And so these two mission and culture,of course, Ron,to your point, we've got to get, you know,you got to get the tech trends right.And every dayyou got to get the products right,you got to really have a lot of other.Pieces fall in place,but I always go back.Do we,are we anchored in the everyday actionson these two pillars mission and culture?Talk about the role ofthe top managementand what you needed to do if if you neededto do change of tone at the topor change of behavior at the top.I mean, one of thethe things that is most importantright for a senior leadership teamlike the one that you've assembled, it'sgoing to be the tone and not just the tonepeople are going to watch.Whether your actions match your wordsand that ability to connect in a genuineway to that common sense of purposeand mission is everything.And culture in particular,any of the senior leaders don't livethe cultural attributesthat any one of us espouses.Then it just breaks down trust.And I'm not saying we will be perfect.Do one other thing, Ron, I feel, iswe don't want to ever achieve perfection,and I can claim that Microsoft oreven our top leadership team consistently.I don't consistently live upto our mission or our cultural attributes.And this is where a little bit of,hey, let's forgive ourselvesand know that we can get better tomorrowlearning from our mistakes.So I feel a little bit of this growthmindset thing.It sort of speaks to the fallibility of usas human beings.And it's been helpfulbecause, you know, perfectionis just impossible, butyou can strive every day for perfection.That's not impossible.And so that distinction,I think, is an important distinction.But leadership,leadership tone, leadershipactions is everything.Yeah, well,it goes back to your point about beingbecoming a learned all organizationand learning from those mistakes.Tell me,how do you think about measuring progressalong the waywhen it comes to cultural transformation?What are the things that you usedat Microsoft?You know, we have all kinds of like,as you can imagine in a company like ours,you know, with all of the,you know, polling and for attributes,for example,we even have a full schema or architecturefor what culture means that,you know, it's not justgrowth mindset ,it's about really the lived experienceof our employees measured byhow are we bringing people together acrossthe company is one Microsoft customerobsession or diversity and inclusion.And we have metrics, right?For example,on diversity and inclusion in particular,starting with representation.Even I am gold on itand compensated on it.So we've done a lot on many of these.But if you ask me the thing that I believewe really started to get moretraction on isget to the individual leadersfrom the first line managers.In fact, the pandemic, Ronhas even stressed it more.But every individual leader inthis company think of it as a privilege.You now get to lead,be that mentor, be that coach to peopleinside the organization.So pull on the heartstrings of like,why are you a leader?Right? I mean, it's not to justexercise authority.The reality is, none of us really got towhere we are by exercising authority.It is by enlisting support,having followership, coachingpeople, mentoring people.So a lot of that is being the core.Like, how do we in some sense,the leading indicator to measureis, are we spending likeone of the latest things that we are doingis putting our management frameworkfor just first linemanagers, call the model coach care.And Ilove that it's like all three of them.But care inthe pandemic is become everything.In fact, we did some productivity measuresof, say, the intern class last summer,and we saw that the internswho were part mentoringor getting mentorship from a managerwho caredhad a very different experiencethan those who were working forsomebody who didn't care.And that because in the pastwhen peoplecould just come into the office,even if your manager was not great,the rest of the ecosystem supported,your experience.Whereas in the work from homeor remote, it's,you know, your individual experiences,depending a lot on managers.So we are putting a lot more on managerExcellence,manager feedback.That, to me, is becoming more and moreof an important thing for us to measurebecause culture is an artifact of peoplein authority living the culture.And so therefore that sort of,you know, all the way from the first levelmanager to me, and that's becomeperhaps the bigger measure of culture.Yeah.And your point about the demands onleadership, particularly in the pandemicand what it takes to be a true leaderwhere we see that ourselves.Let me shift gears in that direction.I've heard you say oftenand I happen to agree with itthat every organizationis a digital organization.I'll say a little bit more about thatand what that means,particularly in this pandemicand post-pandemic world.Yeah, I mean, first of all,if anything, even our partnershipof what we are doing together,I think is a great example of it.Fundamentally,this pandemic has taught us thatdigital technology is criticalfor businesscontinuity and resilienceas well as transformation, right?I mean, think about whatyou all have to do,even reorganizinghow you work, using things like “teams”so that you can keep your levelsof productivityin spite of all of the constraintsthat this pandemic introduced.Right.So thank God for some of the currentgeneration of cloudand technologies like teams.But the other thing that you're also doingis building your own digitalplatforms, right?Which is the thing that we referencedand what you're doing with CharlesRiver and Alpha and what have you.And so that, to me, is the tech intensityevery company is going to have,which is they're going to build their owndigital platforms, digital differentiationand are also going to leverage the bestdigital technologyfor their core operations.And that, to me,is how every company is going to becomemuch more digitally capablein every industry andand the pandemic has just acceleratedthat pace, right?So, for example, in retail, curb side pickup is going to be a norm going forward.You know, in manufacturing,digital twinsare going to be a norm going forward.So every industry is going througha fundamental structuralchange on how they thinkabout their own continuity and resilience.But more importantly, long term,what's their digital differentiationin how they think about their supply,all their customer experienceor their own internal operations?I think that's an important pointthat you're making,because early on in the pandemic,this almost sounds quaint.But we used to think that, well,we've got to get through thisso we can get back to normal.Whatever the normal is, it won't bethe same as what we experienced before.And to your point,if anything, we've all raisedthe expectations of our customersand clients.They've seen that what we can do,that's going to become their new normand we need to push forwardfrom there on that point.You, I know you're doing a lot of work,both internally at Microsoftand at helping othersabout the future of work.What are some of the thingsthat you're thinking about andhow are you thinking about toolsthat you might use toto help others in this regard?Yeah, you're absolutely right.I mean, first of all, we're collecting,you know, if this is the mostat scale experiment at this type of callit constrained work environment,and we're learning a lot.We're learning by geography,how things are differ by function,how things differ by industry,how things differ, who are,you know, as we talk about remote work,we also acknowledge that more than 50% ofthe labor forceactually is going to work right,whether it's in health care or managedcritical manufacturing or in retail.So we're getting all this data,and I would sayone of the thingseven we have collaborated on, in fact,you've been calling innovators with us onis even this back to work or hybridwork tool with the employee attestationand all that goes with it.So it's been a quite an experience.And so I would say there are broadlythree trends at least I'mseeing in terms of future of work.one is around collaboration.You and I am sure we are inmany of these videoconferences, like teams callsor what have you day in and day out.But the reality is workhappens before, during and after meetings.So in fact, if anything, we are buildingeven teams out for that right,which is even when we get back to workor some of us get back to work first,we will have some workthat's happening in the workplace.Some work that's happening remote,you still need to coordinate.So collaborationcollaboration tools are all shapereshaping and helping us work with thisin this hybrid mode.And one of the other fascinating thingsis what I will describe as first line workpeople who are remote.And but in the first line,like in manufacturing,you could be on a plant in a plantcalling back to an engineerwho may be working remotely from home.And so to be able to enablethose type of collaboration,that's kind of one dimension.A second one. Ron, after allThe theory of the farm,essentially is you're building knowledgecapital all the time, right?I mean, every daythat people come, work with clients, workamong themselvesand build knowledge and new knowledge.And so one of the things is, you know,how do we build out a learninglike just like how we have a systemof engagement, a system of record?How can we have a system of learning?How do we make surethat when a new employee joins,they're able to meet the peoplewho have expertize who can be most helpfulfor their onboarding?Get the content.So we're doing a lot in terms of reallytaking the learningto the workflow versus having employeesgo offline for their learning.So I think learning is another key elementthat's going to besignificantly transformed.And then the last one is wellbeing,because if you look at it,you know, one of the biggestchallenges of this entire COVIDhas been burnout and mental wellness.And so to me,we are really using again datalike How much time am Ispending in meetings?How am I doing on transitions, reallyproviding those nudges personallyso that you can manage your timein ways that it matters the moston things that matter the most to youand that you are ableto look after your wellbeingand so wellbeing, learning, collaboration,I think, are structurally going to changeand peopleare going to expect more flexibilityfrom their workplace in terms of hours,in terms of where they can workand even sometimes sitesin which they work.At this point about learningand ongoing learningis something we're highly focused on.Let me close with a topicthat I know is important to you.It's very important to us,which is which is ESG2020 was a remarkable yearin termsof what it brought forward around ESG,all elements of it on climate governance,but also the social yes side of ESG.Tell me about how you're thinkingabout that at Microsoft.I know, first of all, I admirea lot of what you all are doing even totake ESG and build it into the coreof what you operate as a business.And that's sort ofwhat we're also focused on.I love the definition of Britisheconomist Colin Mayer,where he described what's the socialpurpose of a corporation.And he saysthe social purpose of a corporationis to find profitable solutionsto the challenges of people and planet.And the key words there are profitable.And then the second key phraseis the challenges of people and planet.And at some level you got to havea core mission as a companywhere when you do well,the world around youdoes well and that's what you know.You know, in today's world,I can sort of say Microsoft’smission to empower every personand every organizationon the planet to achieve more is helpfulbecause every small business to everylarge business, to every institutionin education or in health care are ableto become more digitally capable.So that, I think, is at the corebecause in some sense, sometimes I thinkthinking of ESGas something separate from your corebusiness is not really what this is about.This is about having a core business modelthat does good.But that said, your core business modelnow needs to even do more.For example, it needs to be alignedwith the planet. Right?I mean, you can’t, you know like, we consumea lot of energy in our data centers,so therefore it's our responsibilityto make surethat we're making the energy transitionright.Where are the sources of energyfor our data centers?And so therefore putting real investmentbehind it, and that's where we setbold targetsand we're tracking to them or on climate.Same thing on trustbecause trust in technology,we see it every day, which is we needas technologybecomes much more pervasive in our lives,building out whether it's security,whether it's AI ethics,whether it's privacy, building moretrust into technology is another core partof your core business operation.And the other one is around,you know, economic growth.I mean, one of the real challengesin the world right now, which is stillthere,is a bit of stagnation and inequality.We need both economic growthand the growth has to be equitable.And that's why I care more deeplyabout digital technologiesas not just benefiting a few companieson the west coastof the United Stateson the east coast of China.It has to benefit every companyand every industry, small or big.And so themore of a democratizing forcedigital technology can be so to me,thinking about those core pillarsand thinking of themas part and parcel of our success.And you know, if we do a good job here,our shareholders will benefit.But more importantly,the world at large will benefit.And that alignment, I think, is what.All of us are seeking going forwardbecause we live in a multi constituentworld.It's not about just one constituent versusthe other.Well, I could agree with you moreand I do think that long termvalue really will be definednot just by how the company does,but how it does in the context of peopleand planet.That's a great line.So I think this has been wonderful.It's I really learned a lot from this.I know my colleagues deeplyappreciate the time you spent here,so thank you very, very much.Thank you so muchand I look forward to being in touch.Thank you.