When we think of go-to-market, we rarely see it as a long-term journey. Timescales are often quicker, thinking in terms of weeks, days, months, or even quarters. However, Pradeep Nair, the VP at Microsoft Azure, looks at the go-to-market as a multiyear journey. In this episode, he joins Vijay Damojipurapu to talk about why he believes this is so. Pradeep discusses how you can learn from almost every go-to-market opportunity, using it to inform you when you are about to do something new. He takes us deep into the go-to-market strategy for Azure—from the new markets to enter to the existing markets they grow in—and the enterprise privacy compliance and security. Plus, Pradeep also shares his thoughts on high-performance cultures, building that into his team, and applying the growth mindset.
Listen to the podcast here:
The Go-To-Market As A Multiyear Journey With Pradeep Nair
I have the pleasure of hosting Pradeep Nair, who is the VP at Microsoft Azure. He will tell more about the role. Pradeep has a very storied and diverse background. He has been with Microsoft for many years. He has grown and risen to the ranks. Think of it as he has risen to the ranks as Azure grew, Pradeep’s career also grew and its responsibilities and impact overall. It’s my pleasure. Welcome to the show, Pradeep.
Thank you. It’s nice to be on the show.
I always start the show with this question to all my guests. How do you define go-to-market?
Go-to-market is a big aspect of any product you launch, especially in the software industry, anything we take to the market. For me, go-to-market is probably in some of the big activities that we do. This might be an activity that includes engineering, marketing, sales, or outfield. It’s starting with planning, knowing your customers, having a clear understanding of what are the customers you want to target, what is your product strategy, and what is the completion of a product. A lot of us call that MBB. What should be there for a preview? We call it general availability. That’s the concept that we use when we launch. How is it there? What is your entry to the market? How do you sustain that? How do you start growing it?
You will break this into multi milestones and then work around that. I will do a preview. I get good customer feedback. If I feel the product is right, then I start expanding, which also includes identifying the pilot customers and having a deep relationship with them. Also, when we go from a preview to GA, the go-to-market becomes a broad scale motion. This is where having the field-ready material or having the sales team ready to go and do this massive broad adoption thing is super important. That’s how I look at go-to-market. It’s probably a multiyear journey broken down into multiple milestones. Once you go through a milestone, you look back and understand, “What did we learn? Do we need to change anything here?” It’s an evolution as we go through the milestones.
You touched upon several key points there. One is you look at go-to-market as a multiyear journey. That is key. For me, I was off late. Often, I speak to go-to-market leaders or even founders at startups. Their timescale is a lot quicker. It’s more in terms of weeks, days, months, or even quarters. Having a conversation with you took me back to my days at Microsoft. It’s a multiyear journey completely. I also liked the emphasis that you placed on preview versus GA. As you’re building out, going from preview to GA, you need to have the entire sales enablement piece in place. You need to work with the field sales regions and the marketing organization. Those are all the key elements there.You can almost learn from every go-to-market opportunity. Click To Tweet
One of the interesting things we have also done is learning with each go-to-market opportunity as key. What we’ve also seen is doing the data analysis to see. For example, you’re launching in Europe or the Middle East, “What has been our experience launching in one of the countries?” If there’s enough data to show that, “It took six months to get the product adoption going. Here are the key customers, banking customers, or retail customers,” analyzing those data points is super important because that has to feed into some of your go-to-market motions.
For example, we launched in Europe in multiple countries like, “What did I learn after this internal launch? What did I learn with the general launch?” Each country or region has its own charters, but there is still a set of common learnings, analysis, and data points you could use. An interesting option is also looking at the competition to see what they’re doing or what is their go-to-market plan be. That’s all interesting things to do.
You can almost learn from every go-to-market opportunity. We look at a process called RCA, Root Cause Analysis, in laying out the good things and the bad things to assess the learnings for the tremendous or across customer feedback like our field team. For me, that was super interesting because my career with Azure was Azure is smart and growing. We had each of these learning across. Every time we had to do something new, we learn from there and then we think about, “How do you do the scale motion of it?” That’s how we always start our mornings.
That’s a good segue into the next topic. Can you share, for the benefit of the readers, around your broad career journey? Who do you serve? What’s your role at Microsoft?
A little bit about my career, I started my career in India for a firm called Ernst & Young. I used to do consulting travel across Africa and in multiple countries in Asia and then I shifted to the US. It has been every immigrant’s journey, starting with a little bit of a tough time because I came in 2008 when we had all the housing crises. It was fascinating to see suddenly the projects, especially in the consulting space, because clients wanted to spend less money. I went through that journey. I worked at Microsoft as a consulting partner and that’s when Azure was starting to go into preview and GA or our initial offering. That’s when I joined Azure.
In Azure, for over ten years, I completed the tenth in February 2021. Interestingly, I did so many different roles. I started with doing security compliance. I did privacy for a little bit and then ventured into Azure worldwide expansion. That has been every two years. I will either try to build a new skillset or try to take on a new role. That has been my career journey. Now, what I do is I lead a team, which is now the Azure Global Infrastructure. I’m primarily responsible for two things.
One, the Azure worldwide expansion, which country Azure would we go next for Azure or what’s the architecture and then also launching those. Plus, the other portion is what we call enterprise promises. This is our privacy compliance and some of the security promises we need to meet to unblock new countries, markets, and industries. That’s what my role is, leading a relatively large team of both program managers, product managers, and developers.
That’s a very impressive career that you had. It goes back to one of the career growth principles, which is, if you are in a product on a team that’s on a fast-track road, you always latch on and do a coattail along that. Clearly, you played that playbook very well. Kudos and congratulations to you there.
The other thing is I also felt that the work helped me. I always looked good at work and start over. I said, “Every two years, I would think about a job change.” In this case, I didn’t have to do a job change outside of Microsoft or even Azure. I could do different roles. When it accumulated for over ten years, it gave me a breadth of experience, which I wouldn’t have normally had if I had from a single road. That startup helped me to look at things from a bigger picture, stepping back like the way you say it. You can start to see it fall from the trees.
On a lighter note, what would your parents say that you do for a career?
It’s too hard to make them understand. My parents are a little bit older from that perspective to understand and explain about the cloud. It’s easier for my kids. For them, they were explaining and asking me, “What do you do?” Two interesting concepts. They play Minecraft. I was like, “I can work on building these big factories with Minecraft,” so they start doing this in there. Interestingly, the last was Teams. They used Teams for their school. Now, I say like, “I build the data center factories, which are on these Teams of what you’re using for your class.” Those are the easy ways to do it. Xbox, Minecraft, and Teams that are on Azure. I enabled that. That’s how the way I explained it to them. Their parents are tied up.
I love the use of the word factories. That’s a very neat terminology that you used in explaining to your twins. That’s fantastic. Coming back to the go-to-market strategy for Azure, you mentioned a couple of things. One is which new markets to enter. You’re also looking at which markets you grow in, in the existing markets. You also mentioned about the second point around enterprise privacy compliance and security is also a big part. Talk to us about overall Azure’s approach and how do you think through those two areas.
If you’ve read about what we call Azure as the World’s Computer, that’s our mission and vision for the whole product. Our goal is, if we take Azure as the World’s Computer, then some of my goals, like OKR in my leadership score has been to go, “I want to get Azure available in our markets and be able to serve all industries.” That has been our kind of model. If I have the worst computer, then I need to have the computer in every country. Also, the computer is ready to serve every industry. It doesn’t matter what regulatory or compliance requirements they have. That’s our go-to-market strategy to be fair.
Going back to Bill Gates’ principle, how do we have a PC in every household? It’s the same philosophy, which is, how do we have Azure? Now, which we see that as a computer. It’s not a PC anymore. How do you have that in every geography?In a cloud-first, mobile-first world, data is super important, but computing being closest is important. Click To Tweet
It’s an evolution of what Bill Gates said. To his point also, in a cloud-first, mobile-first world, data is super important, but computing being closest is important. That’s where we are looking at, “The computer needs to be closer to every user who is doing a lot of computing/internet activity on mobile, laptops, or systems.” That’s how we look at that.
From that viewpoint, Azure has had many successes rolling out to different geographies. You’re competing with the big names that include AWS and GCP. Talk to us about how you think about a go-to-market for a new region. What’s your playbook like?
When we look at go-to-market, I will take Europe as an example. It’s very interesting because Europe is some place where new regulations keep happening and new things come out. We are constantly growing our Azure business in Europe and also launching in new countries in between Europe. What we have taken some of the learnings in the go-to-market is when we know there’s a new requirement coming out of a region or a broader geography like for example, Europe, we’ve taken that to be understanding the requirements and look to apply it globally so that it’s much easier to scale. GDPR was one of the things which came in in 2018. A lot of companies took an approach of like, “I will do GDPR only for European customers. We will offer it.”
What we took the decision was, “Let’s go. This is a very important requirement. Let’s do it for every customer in the world.” That made sure that it was much easier for us to scale. We also got a lot of positive feedback from customers because they saw that as Microsoft being the leader and changing the game here rather than saying, “Only if you’re in Europe, you get this.” We said that, “We will offer this consistently globally across for our customers.” That’s some of the go-to-market approaches we started taking. This is where I said, “Learn from your global stuff and then apply that globally so it’s consistently you can scale.” We would still meet local requirements in a market like, “If I have to be operating in France and serve the telecom industry, I need to get a particular telecom regulatory certification.” We will do that, but there’s a set of common global things we will do consistently.
That’s the way we became some of the global leaders and thought leaders in many of these places. That started being our go-to-market opportunity, “Learn from your global thing.” Anytime there is a big global thing happening, it could be coming out of a particular region, but understand it and think about applying that globally because, in many cases, it overall improves the product. Look at the specific market and say, “If I have to do operate in this place, I got to do something specifically, then we would still do that.” Try to learn from the global thing and apply it globally.
That approach and mindset has put you in the forefront when it comes to privacy. Especially when it comes to RFPs that have a big privacy checklist, I can imagine now Azure is being or even acing out other big players, including AWS and GCP. The reason why I like this approach is it’s multifold. The bond is privacy. For enterprises and governments, it’s more of a checklist, but for a consumer, it’s top of mind.
Europe has taken the lead when it comes to GDPR and enforcing it. If you look at any of these verticals or the companies that you serve, it includes banks, telecoms, or even hospitality for that matter. Eventually, they all cater to an individual or a consumer. Given that you have taken the leap and say that, “Privacy is important. We’re going to take a lead in that,” that’s putting you guys front and center in that.
The other interesting aspect we did is the compliance stuff, too. We have over 100 plus compliance certifications. At any point of time, my team is working with some regulator in Korea, some auditor in Japan, or somebody in Australia. We did a similar framework like each of the country had their own thing. We took that and understood into how we globally market. We have our big global standard. If you do that global standard, then everything is a subset of it. That’s another approach we took. We have over 200 plus external-facing services. We are taking all of these services to a consistent product scale.
There’s also minimum expectation of customer meet. When I’m launching a service in this thing, they expect us to be compliant on X, Y, Z and meeting these privacy laws. How do we do that for 200 plus services, which maps back to so many services internally within my services concept? Taking that global approach, I said, “I would do this as a superset. We would meet consistently all of these and that helps us scale.” We ship new services almost every 90 days. There’s a new service coming in various places with AI and IoT. We’re constantly innovating. That’s our USP, “Why would a company come to us?” The pace of innovation we are doing is so fast that they don’t need to invest there in that. Rather, they could focus on their core business. I would use the latest technology of what Azure is providing.
I love the fact that you have baked in privacy and compliance checklists at a global level as part of the go-to-market. That’s fundamental and a big shift in how you guide your go-to-market teams. If I’m a sales leader, let’s say, in France. For me, I have stringent laws and compliance and regulatory laws that I need to meet. It makes my life as a leader in France easy.
You don’t need to worry about that. The customer doesn’t know if you meet that. That’s not our point of discussion. It’s already done. You already talked about, “What’s my business opportunity? What’s the digital transformation?” What we want is the sales team to enable the transformation of the applications rather than worry about this, “Do you meet this and that?” It’s like, “When you get the product, it’s already compliant and certified. It meets all of this. Let’s spend our energy on focusing on the transformation because, in many cases, some of their customer apps have to be rewritten or they have to use the newer stack. Let’s focus the sales team and the service architects on that rather than worrying about these things.”
I’m shifting gears a bit over here. In your go-to-market when it comes to Azure and doing the rollout in different geographies, I’m sure there will be a lot more successes than failures. Can you walk us through how you assess? It’s a multiyear play. That’s one. At the end of the day, to your CFO, you need to show, “Here’s the ROI and here’s how I’ve been going to see returns by keeping the customer success and the business transformation in play.” How do you do that assessment and pitch it internally?
When we are planning for go-to-market, there is financial/CapEx investments are totally looked at to say, “What’s the revenue opportunity?” In terms of the engineering effort, we would also look at to say that, “If we do this, what unblocks or what customers do we bring in you?” It’s also important to keep hearing the customer feedback. We have our big customers who could be big banks or big manufacturing companies. We normally look at their requirements when we build all our programs. If I’m launching in a new region, I know who are going to be my top five customers there. I’m thinking ahead to make sure that their regulatory requirements are met and we know what services they need.
If I’m going to Germany, I need to make sure that the IoT services are present because it’s a manufacturing hub. You want to have that. If I go there to sell, I want to make sure that I’m meeting all the regulatory requirements from a banking perspective. Looking at that and early identifying that is super important. That’s why I said when you said, “When we look at it, it’s a multiyear journey.” We got to start now. While we build a data center, I’m doing all of this planning to make sure that when we launch the product, it’s ready for the sales team to sell. We also do the concept of inviting specific customers for the preview process so that we know you don’t have to wait long to know the product feedback. They are already there.
We also have those global partners who come with us everywhere in the world. We have a strong tie-up there as well. These are the ways we look at them. We have built a standard playbook when we launch in a region like, “Does this meet X, Y, Z? What’s the service’s scope? What capacity do we want to launch with?” Doing this for many years, we have a standard playbook. The playbook gets updated if you learn something new. In that playbook, what we build is tying it back with the sales motion as well. They know, “Here is the timing of what it comes.” They need to start planning towards that side of things. That’s how we have done. Initially, there were a lot more learnings. Now, it becomes a standard playbook for us. Still, we had gained some new learnings when we go to new markets, but then we reflect that back onto our global playbook.If you're able to provide a trusted environment and encourage the team to bring their best game, they become a high-performing team. Click To Tweet
I can totally relate to that for several reasons. One is, back in the days when I was at Microsoft, I was leading product marketing for the IPD platform video room, which was part of Microsoft back then. In that role, I was responsible for, first of all, creating a sales playbook for the entire IPD portfolio. When I put myself in your shoes or in the shoes of your go-to-market leaders, I can see what front and center is. First of all, you need to capture the several years of learnings into one playbook, but there’s also an ongoing effort that needs to happen. For example, whenever we make a new acquisition, we need to update, change, and re-evaluate the positioning and the messaging, as well as what message I’m leading with when it comes to marketing and sales campaigns.
It’s also super interesting for us. When we go look at regions, there are Microsoft regional leaders. Their inputs are key because they are in the market and they know the customers. Being very closely aligned with them and getting the plans aligned with them is super important. If you think about it, they are the local ambassadors selling the product there. That’s another interesting aspect here. While we can have the global playbook, we will make sure the local team is part of the launches, understand the go-to-market plan, take their inputs, and modify it to meet that thing. They have a strong sense of feedback in, “What are the first set of customers we want to bring to them when we are launching?” Those are key things for us.
Shifting gears a bit over here, I know a couple of things. Besides go-to-market, another area that is big on your mind is around high-performing teams. It also bakes into the whole culture. I believe you’re also part of the Azure Culture Council and you’re one of the executive sponsors. Let’s dive into that area. We talked about go-to-market. Now, let’s dive into more of the high-performance cultures. What does it mean? What are you doing in that effort?
This reflection of my journey started where my team is spread across in roughly twelve countries in different time zones. The projects we’re doing are big and massive projects, which are making a big impact for society in general and driving the Microsoft Azure revenue. I started looking at, “As a leader, when you have a large team, the best thing is to make sure to enable everybody in the team to do their best, bring their A-game, and operate in a trusted environment.” That started off there because if you’re able to provide a trusted environment and encourage all of them to bring their best game, they challenge each other and it becomes a high-performing team.
I’ve been following one of the worldwide explorers called Mike Horn, who had trained the German soccer team and the Indian cricket team for World Cup wins. He is known as a high-performance coach. I’ve been following some of his documentations and journey. This is where I said, “We need to start replicating some of these.” I started inviting people to come talk about it. In fact, we had Mike talk through a session. It was fascinating. People then started openly talking about like, “What does it mean to be there?” In many cases, we are in between both professional and personal things. Sometimes you got to get a control of your personal situation to manage the professional the other way.
What I started doing was to bring those things and have a lot of discussion in the team. We have been having a lot of discussion about, “What does high-performance mean, being disciplined, and there’s a trust environment?” Another thing that I told is being able to publish RCAs. At the end of each program or a project when we launch something, that is super important. People have to do it such that it is seen published to the growth mindset like, “I don’t want to write an RCA and thinking that if I’m sharing with everybody, everybody looks at it as, ‘These are the drawbacks.'” No, it’s a growth-mindset thing. I learned, “These are the things I felt went well and these are the things that didn’t go well.”
Being able to openly publish it within the team, that’s where I felt like the trust is important because if somebody thinks somebody is going to misuse that information, then that trust is not there. When you publish that, one of the biggest things I realized with this is when one portion of my team does something and publish as an RCA, I want to share with the rest of the org because there’s always something I can read. My strong belief is you don’t need to be always in the driver’s seat to learn the driving. You can be on the passenger seat with a bunch of experiences. When I read something in RCA, “This is what happened.” That’s flexible for me. When I’m going through a similar experience or when I’m in similar project, I may be able to connect the dots.
A lot of my career has been built on connecting the dots. I wanted to make sure that, “How do I translate it to the team?” My vision is, “Learn and grow together as a team.” Initially, it used to be I would go for training or somebody else in the team would go for training. They would come and try to apply it, but sometimes their core system doesn’t let them do that because their core system is not ready for that or they don’t understand your perspective. When we did these group trainings, we do trainings with 200 to 300 people online. We had to do this all in COVID time. Suddenly, what happens is when I’m trying to build an environment with a trust or when I’m trying to do this, the people are able to understand where I’m coming from because we took the same training or the concepts are starting to be seen.
That’s where we started translating it into our vision and mission culture to create a safe space and growth mindset. That’s super important. As a leader, I tell the team, “Don’t worry. There are some learnings. If there’s a failure, come back and tell me first. Don’t think of it as a failure. I want to know that first to see what we can do to help fix that because it’s not people failure. It’s more of a process or a program failure, so we need to fix that.” Now, in some of my team reviews, I was doing one. The team was calling on, “Here’s what we learned. Here are the things we are looking at.”
For me, as a leader, all I’m providing is asking questions or providing insights with my broader team, but the team is self-reflecting on what they learned and how they think they should change the program. They are coming in with the recommendations. I was telling my chief-of-staff, “This has been fascinating to see them coming and providing recommendations. I feel like then they are pushing themselves and looking at their program.”
A couple of things caught my mind over there. One is the fact that you see high-performance teams as a top priority for several reasons. Distributed teams is one thing, but there’s also the intent which you’re driving, not just for yourself but for the team. How do you help connect the dots for the team? That’s one. The other piece is, how do you create that environment of trust? As you’re talking to that, there’s an anecdote and story from Satya Nadella’s book, Hit Refresh, which is I believe they were involved off-sites early on.
One of the exercises involved is where each of them share a story and be vulnerable. I believe they were also asked to stand on top of a chair by talking about that. I’m not 100% sure about that, but that’s not the main point here. The main point over here is being vulnerable and showing the human side to your colleagues. Often, especially in the leadership roles, people think from the title point of view versus, “You’re a human first and then a leader helping drive the team.”
One interesting thing when we left off in my conversation was, he said, “Asking for help to your colleagues, leaders, and managers is super important.” You should not see that as a vulnerability. It’s rather, “I have a trusted space where I can ask for help.” Creating that is something super important because it’s creating the environment and each of the person is feeling that, “When I ask for help, I’m not seen as I failed. It’s seen as I’m thinking about it from a growth-mindset perspective.”
I’ve been a big believer of the growth mindset like, “Everything there is hard, but I’m trying to engage that.” That means to your point, it’s like, “When I have a growth mindset, I will not hesitate to ask for help because I know this is a way for me to get better on the team and the program.” For me to do that, then I need to create a trusted environment. I should not feel like, “If I make a help, I’m going to be not considered a good writer.” If you mix three of these things, creating the trusted environment, like people having the growth mindset, then it becomes a high-performance team across everywhere.
As you pointed out, it’s about creating that environment that it’s okay to fail because that’s fundamental. Also, it’s okay to share and say that you’re vulnerable and you’re asking for help. I’ve it seen personally where I’m helping guide my consulting clients is, how do you shift the mindset from, “It’s not about you, but it’s about helping and doing the right thing for the team or the customer eventually?” If you shift that perspective from, “I’m not in a position or I feel awkward or belittled when I ask for help,” that’s a very me-mindset versus the mindset, “What is needed for that customer to succeed? Now, let me go and tap into the sphere who has worked on that or tap into someone else.”When you have a growth mindset, you will not hesitate to ask for help because you know this is a way to get better. Click To Tweet
The way we say we succeed and fail together as a team is like, “If we fail, it’s all the learning stuff for the team. What did I miss?” This is all the way up. Even having the team talk to each other, it’s like your point of being vulnerable and asking for help is, “I’m facing through this issue.” You’re asking your colleagues saying, “Have you faced this? Do you have any suggestions?” That’s important. I said the whole publishing of RCA. I’m very passionate about that.
Sometimes if you read those, some of the failures remain in your memory more than the success, to be fair. You will read that failure and then you see this. Maybe there’s one a-ha moment when you’re going through this dark connection like, “I saw this somewhere up there. How do I look at this?” That’s my thinking in that direction. I’ve been spending a lot of my leadership in that. It’s fascinating to see the discussions and the teams are starting to come together and proposing changes.
I’ll be on the lookout for your LinkedIn posts. As I know, that’s one of the areas where you share linked posts and articles around those. I’ll be on the lookout for how you’re helping the team become more of a growth mindset, leader, and high-performance team. Good for you on that. I’m shifting gears to the next section. We broadly covered different areas about your role, the Azure rollout, as well as your emphasis on culture and high-performance teams. I know for Microsoft, the financial year is from July 1st to June 30th. That’s a fiscal year. What are your big goals that you can share around 20, 21, 22, and 23?
For us, the important role is to continue expanding into more countries. That’s one big role of what I have. These are publicly announced. We have Azure regions coming up in fifteen plus countries. Delivering in those regions is our one broader goal. We also have some interesting more regulations happening in Europe. There was a post from Brad Smith, who is part of the SLT. We took a decision to be a taught leader and being ahead of the game there. Some of those happened to be my big thing. We continued to help grow the Azure business by expanding into more regions and then meeting some of the additional privacy regulations, which are coming up in parts of Europe.
Looking at all of those, where do you think are the most areas where either you need to bring in outside help or when you need to invest a budget around those areas?
What is happening is, as we expand in places, we are also adding a new team. The COVID situation is very interesting. We’re supposed to be going back to office. Now, it’s going back to be hybrid. A lot of my budget and energy focus is to help grow the people. We’re in a remote culture. We have a lot of learnings and success to be fair going into the COVID state of everybody has to be remote, being inclusive, and being able to participate irrespective of the time zone. Continuing that is my big thing because we are a global team. We are adding more regions globally, so how do we sustain this growth? I feel like if I had extra budget, I would keep spending on people with these additional trainings.
The other one I brought in was Greg McKeown. He has written a book on Essentialism and Effortless, two books. I’m a big fan of Essentialism because, as my responsibilities grew, I cannot figure out, “How do I focus on the most important thing?” That’s a session we did and a lot of people found it useful. In a work-from-home thing, people are still always battling between the professional priorities and the personal priorities. How do you focus on the essential things by saying no? We’re continuing to invest in the people. Growing them is going to be important while we continue to grow our business around the world.
You mentioned about high-performance culture and Essentialism. Besides those, what are the topics you are most curious about, especially when it comes to go-to-market? Who do you or what do you lean on when you want to ramp up on these areas or figure out what’s the best practice of what’s working or what’s not?
I typically get a chance to talk to my different Microsoft people around the world. I hear it on the sales calls or multiple calls. I’m curious to learn multiple things of what’s happening in a country. I happened to be in one of the meetings where some of the European Microsoft sales team meet. I can get it here and there so they can tell what’s happening in this market. A lot of things are happening locally in the market. I’m curious to step back, sit there, and listen. That helps in forming some strategy for me as I’m looking at things, “What’s happening in Spain and UK? What’s the digital transformation journey for customers is happening?”
You as being some of the key technology providers, some of the global companies are taking their offerings into each of the region. Reading through those strategies also inform. Things like Tesla opening up a factory in India, that’s different. It’s an art. I’ve been following some of the articles about, “What happened then? How much it took hard for them to open a factory? When does the production come?” If you look at that as that’s like a go-to-market, having the Slack apps that are made in India, they’re going through an up and down.
Every article is interesting, too. Since you already closed to the go-to-market, you could look at each of this business and see what’s happening. It could also be Amazon entering into a different industry like healthcare. There are a lot of these things happening. You could sit there and learn the experiences from there. That probably also helped me formulate, “If I have to go to X, Y, Z place or if I have to grow, what are the things I see others are pointing out?”
There are two things that you called out. One is you’re leaning on the resources in people and the learnings from and within Microsoft. That’s one key area. Second is it’s not Microsoft only. You’re keeping mind open and even looking at “competitors” but it’s not from a competitor point of view. It’s more from a learner’s perspective. It’s not a competitive analysis perspective. That’s why when you mentioned about Amazon and taking a new market like Tesla, it’s all about, “What are their pitfalls or learnings, but more importantly, how can I bring those into then back to my team?” I love that approach. If you look back at your career, you’ve had a series of stints in India and then it was Ernst & Young and then Microsoft. If you look back the entire span, who are those 1, 2, or 3 people that you think played a big role in your career?
Personally, my father has been a big role model because he had a tough financial situation. He had to probably almost drop out of high school because of health and then financial conditions. He struggled his way through, but he never gave up. He was constantly fighting it and made sure that we all got the education where I could take on what I wanted to do. That’s an inspiration. Every time I see him, I always saw him as hardworking. He used to work 12 to 13 hours. I would never see him complain in the woodshop and office, even on Sundays. I would never be able to match that. It was fascinating. Until the day he did that, he was 100% dedicated wherever he worked. He is also tenured in many places he worked.
Within Microsoft, I’ve seen and felt Satya Nadella’s culture changes and how he is as a leader. It has been fascinating when I get to hear or when I get to present to him. What I’ve seen is he applies the growth mindset and curiosity. He is constantly asking questions. He is reading and learning. That inspired me to go and modify my leadership style to be more curious and have the insights. You’ll find about me going and reading these multiple articles about what it is. When I do my own team reviews, I’m looking at all of these data and providing more insights or be curious and ask questions.
That’s something which I saw fascinating with him in terms of him learning. Whenever you’ve got to talk about any topic, he is asking 5 or 6 questions. These questions are coming from either his reading or him talking to different leaders and understanding the business. He would say, “I spoke to X, Y, Z. This is their business strategy and this is what they’re thinking about. How does this align with us? How do we think about partnering?” Partnering is one of the big things he brought as a culture change to Microsoft. You could see now Microsoft as one of the biggest partners everywhere. That leadership style, I felt that change is happening.
That inspired me to be curious, keep learning, keep reading, ask curious questions, try to connect the dots, and see how this is going to help the business. That has been a big inspiration. Every time I get the chance to have a meeting in one of the reviews with him, I’m like, “Wow.” With so many dark connections that are happening and then asking more questions, it frames the biggest strategy for what we want to do.Growing people is going to be important while we continue to grow our business around the world. Click To Tweet
That’s an inspiration for many. For me, it’s that one line, which is permanently edged. He is also the reason which helps shift Microsoft culture and thinking from, “Do it all to learn it all.” That is fundamental.
One other interesting thing is, normally, the Asian leaders are seen as more of a CTO or some technical people. He brought a change to look at, “They can be the business leaders or more of the CEO.” That’s a very interesting paradigm shift, which started with him as well. Now, you see a lot more. That’s interesting if you think about the mindset change of the shift which happened how you brand a set of leaders.
A final question for you is, if you were to turn back time and go back to your younger self, maybe it’s the day one of your go-to-market journey when you were leading the program management and other areas within Azure or maybe sometime earlier. If you were to turn back the clock and time, what advice would you give to your younger self?
Enjoy the journey because, in some cases where I felt I could have properly stepped back and enjoyed the journey. That’s my reflection. I was more curious or how I expect this to be successful. When things are not going well, I was not super excited about that. If you go back, look at it in your career, your go-to-market, sometimes it’s more than six months journey. You will have success and failures. It’s super important to enjoy the journey. Also, keep learning and applying the growth mindset. It’s okay to fail, but at the end of the day, what we do learn from it? That will help you when you get the next job if you’re going to do it. Be a part of it because every learning is an opportunity for you next time when you get to do something similar.
Thank you so much for your time. On that note, I enjoyed our conversation and that’s advice to all, which is enjoy the journey. Any parting words?
This is great. It’s different from the business that it takes. It was great having you with day-to-day. I’m looking forward to reading your blog more as well. I like hearing from other people. That’s another way to listen and learn. That’s another way I look at shows.
Thank you so much. Do hit subscribe. It’s a big help if you can spread the word. I’m happy to host other go-to-market leaders within Microsoft and Azure as well. Thank you so much.
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About Pradeep Nair
Pradeep is an Executive Leader in Azure leading several Products across Data Center and Enterprise Promises areas. Pradeep as a Vice President in Azure currently leads a very diverse Product team of 400+ comprised of Product Managers, Technical Program Managers and Software Developers. Pradeep has built a team that develops great products that focuses on designing and building a comprehensive, efficient and market leading cloud infra that enables faster time to market and meets customer expectations. He has experience defining product strategy, building cloud infra products from the ground up and driving multibillion-dollar growth and profitability
Pradeep has a successful track record of leading complex, high-profile multibillion-dollar products spanning multiple geographies, requiring collaboration with multiple teams and under aggressive timelines. Strong technical background, effective communicator and experience working with Senior Leadership. He holds multiple patents covering hyperscale computing, infrastructure operations, and security.
Significant strengths in areas of :
• Exec Leadership Management
• Building and Managing Strong Leaders and Diverse Teams
• Product Management
• Cloud Services Deployment and Delivery
• Cloud Security and Privacy
• Compliance Certifications, Standards and Frameworks
• Team Management
• Certified Information Systems Security Professional (CISSP) – (ISC)2
• Project Management Professional (PMP) – PMI
• ITIL Foundation Certification in I.T Service Management
• Certified Information Systems Auditor (CISA) – ISACA
Pradeep graduated with Bachelors in Computer Science and with Masters in Information Technology.
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