Peggy Johnson Quotes
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I spent almost 25 years at Qualcomm before joining Microsoft, so in a sense, I grew up at one company. During that time, I made a very big shift from the engineering side to the business side.
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My parents had two rules: You had to go to college, and you had to pay for it yourself. So we all did.
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Qualcomm has seen firsthand the transformative power of mobile technology as part of many projects created through its Wireless Reach initiative - programs around the world that help educators, health care workers, and entrepreneurs take advantage of mobile technology.
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Wireless technology is creating entrepreneurship on a small scale that allows a single woman to set up a business in a small village or a single farmer or fisherman to access and disseminate market information in order to get the best price for their products.
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I can still hear my mom's voice echoing through the house, reminding me and my siblings to 'Make your beds!' It seems like such a small thing, but when you're one of 15 brothers and sisters like me, those small reminders about the importance of discipline and order are critical.
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The 14th of 15 kids, I was the second youngest - not a coveted spot on the family totem pole.
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Microsoft is a much bigger company than Qualcomm - a much bigger company - and there were a few days where I thought, 'I don't know if I can do this. It's huge.' My job was to come into the company and grow new businesses, and I thought, 'I'm not sure,' but it's all worked out pretty well.
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I would try to be super-assertive in meetings and, you know, pound my hand off the table, and it never ended well. People would say, 'What are you beating the table for?' It's not natural for me.
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When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.
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The opportunity to build new and surprising partnerships to help Microsoft succeed in a mobile-first, cloud-first world is truly exciting, and I look forward to leading these efforts.
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At Microsoft, we know first-hand how passionate entrepreneurs can change the world. We believe that technology can empower everyone to achieve more.
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Together with Adobe, we're committed to fostering creativity and a culture of teamwork for our shared customers so they can unlock the opportunities of today's rapidly evolving workplace.
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Cyanogen has done an interesting job with their version of Android - the Cyanogenmod. And they're on 50-million-plus devices. And that's just another ecosystem that we wanted to tap into and to bring our Office apps to.
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Very early in my career, I thought I had to conform to one style of leadership - lead by being the loudest one in the room, with the sharpest elbows.
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M&A at Microsoft is a team sport for the senior leadership group. They're all involved in it, and we all play different roles. My role is the first centralized business development role at Microsoft.
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Great things happen when you converge services and devices.
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I'm an electrical engineer, and when I first started out, there was nobody who looked like me out there. I worked at Qualcomm, and I remember coming into meeting rooms, and I could never get the floor. I could never get my opinion across.
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We fully recognized that our customers have a variety of devices. They're carrying all sorts of things. And we want to bring our world-class apps to those devices.
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I attended a high school with more than 4,000 students and met with a guidance counselor only once during my four-year stint. Despite my clear strengths in science and math, my counselor's advice was to pursue a degree in business. A career in engineering was never encouraged nor, in fact, ever mentioned.
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We have such a huge demand for engineers in this country, both male and female. We need to find a way to do a better sales job on these young girls so we can get them interested in a field that is very rewarding.
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If a company has a navigation system or a database or a virtual assistant they like better, Microsoft will meet them in the middle.
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Culture used to be viewed as the 'touchy-feely' side of business, but that's no longer the case. If you don't have a defined culture behind you, then you aren't going to be effective at executing your strategy.
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We all have to think about the emerging markets.
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Deals are always a bit lumpy. We look at, 'Is it solving a problem for us?' And if it does, we move to acquisition.