His answer was summed up in three words: "learn-it-all" rather than "know-it-all."

Nadella wanted Microsoft employees to feel more at ease when Microsoft employees asked questions learned from Microsoft employees' coworkers and when Microsoft employees admitted that Microsoft employees did not know all the answers. The philosophy was shaped by the research of psychologist Carol Dweck, on the growth mindset. The growth mindset says that abilities can grow through effort, learning and persistence.

The shift changed how we do things. Then pushing people to show off what they already knew, the shift moved the focus to staying curious and staying open, to new tough situations. I see Nadella keep repeating this idea again. I notice he made sure curiosity and learning were discussed in leadership meetings. He also made curiosity and learning part of how managers were judged and reviewed.

From "know-it-all" to "learn-it-all"

Satya Nadella became CEO when Microsoft was, in a technology world that was being shaped more and more by cloud computing, new platforms and changing customer needs. Satya Nadella thought that a culture that put much emphasis on knowing the right answers could stop people from trying new things and could make it harder for workers to cope with changes.

The "learn-it-all" philosophy encouraged people to share knowledge and ask questions. It also taught people that mistakes are chances to get better. Uncertainty was no longer something employees had to hide. Instead, uncertainty could become a starting point for discovery.

More than a decade later, Nadella continues to view this mindset as important to Microsoft's future.

"Growth mindset has worked well for us in the last ten years-the daily habit of being someone who wants to learn, not someone who thinks they know everything, " he wrote. "It has changed our culture. Helped us lead with more humility and more empathy. We must continue with that."

Learning through the AI era

Nadella has acknowledged that transformation can also create uncertainty, particularly when teams are reorganised and responsibilities change. His comments came as Microsoft reduced its workforce while continuing major investments in artificial intelligence and computing infrastructure.

He has described the company's next phase as one of both "unlearning" and "learning". Microsoft, he said, must continue supporting existing businesses while creating new products, categories and business models.

The company's priorities include security, quality and AI transformation. That means improving existing products while rethinking infrastructure, platforms and applications for AI workloads.

For Nadella, the underlying principle remains simple: Microsoft's ability to stay relevant depends on its willingness to keep learning.

"What we've learned over the past five decades is that success is not about longevity. It's about relevance. Our future won't be defined by what we've built before, but by what we empower others to build now."

That "learn-it-all" mindset continues to shape Nadella's vision for Microsoft as AI changes how people work, create products and solve problems.