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LinkedIn CEO: Here’s Why we Sold a Company to Microsoft

December 15th, 2008, noted a initial day of a best office I’ve ever had. My motive for fasten LinkedIn was simple: The eventuality to work with Reid Hoffman, a owners we severely dignified and respected; to join an intensely gifted and dedicated team; and to massively scale LinkedIn’s membership and business, both of that had a intensity to essentially renovate a approach a universe connects to opportunity. Never in my wildest dreams, could we have illusory what would occur in a subsequent 7½ years. Our group has grown from 338 people to over 10,000, a membership from 32M to over 433M and a income from $78M to over $3 billion.

Despite those accomplishments, we’ve usually usually begun to comprehend a full intensity and purpose: Our goal to bond a world’s professionals to make them some-more prolific and successful, and a prophesy to emanate mercantile eventuality for each member of a tellurian workforce.

Today’s announcement, that LinkedIn will be mixing army with Microsoft, outlines a subsequent step in a tour together, a subsequent stepping mill toward realizing a goal and vision, and in remaining CEO of a company, a subsequent section in a biggest veteran knowledge of my life.

No matter what you’re feeling now, give yourself some time to routine a news. You competence feel a clarity of excitement, fear, sadness, or some mixed of all of those emotions. Every member of a exec group has gifted a same, though we’ve had months to process. Regardless of a ups and downs, we’ve come out a other side meaningful over a shade of a doubt, this is a best thing for a company.

Let me explain why.

Every day we come to work, I’m essentially guided by dual things:

First, realizing a goal and vision. While this has always been tip of mind for me, it’s never been some-more so than now. Remember that dystopian perspective of a destiny in that record displaces millions of people from their jobs? It’s happening. In a final 3 weeks alone, Foxconn announced it will reinstate 60,000 bureau workers with robots, a former CEO of McDonald’s pronounced given rising wages, a same would occur via their franchises, Walmart announced skeleton to start contrast drones in a warehouses, and Elon Musk approaching wholly unconstrained automobile record would arrive within dual years.

Whether it’s workman displacement, a skills gap, girl unemployment, or socio-economic stratification, a impact on multitude will be staggering. I’ve pronounced it on mixed occasions and trust it even some-more so each day: formulating mercantile eventuality will be a defining emanate of a time. That’s given I’m here and given we can’t suppose doing any other job. Simply put, what we do matters, and matters some-more than ever.

The second thing we concentration on each day is creation a enlightenment and values come to life. Ten years ago, had we asked me about enlightenment and values we would have rolled my eyes and shouted a line from Dilbert. But when we started as CEO we began to interpretation usually how critical they were. Culture and values yield a substructure on that all else is built. They are arguably a many critical rival advantage, and something that has grown to interpretation us. It’s one thing to change a world. It’s another to do it in a possess singular way: Members first. Relationships matter. Be open, honest and constructive. Demand excellence. Take intelligent risks. Act like an owner.

That’s who we are. That’s LinkedIn.

I essentially concentration on these dual things, given that’s all we ever wanted when we was in your shoes: A transparent clarity of purpose and a eventuality to be successful in office of that purpose. Thankfully, in my stream role, we can indeed do something about that.

In sequence to pursue a goal and vision, and to do so in a approach unchanging with a enlightenment and values, we need to control a possess destiny.

That, above all else, is a many critical motive behind today’s announcement.

At this point, some of we competence be meditative this sounds totally counterintuitive: How will we be some-more approaching to control a possess destiny after being acquired? The answer lies in both a approach in that a universe has been elaborating and a singular approach in that this understanding will be structured.

Imagine a universe where we’re no longer looking adult during Tech Titans such as Apple, Google, Microsoft, Amazon, and Facebook, and wondering what it would be like to work during their unusual scale — given we’re one of them.

Imagine a universe where we’re not reacting to a heightening rival landscape — we’re heading it with advantages many companies can usually dream of leveraging.

Imagine a universe where we’re not pressured to concede on long-term investment, wavering to interrupt ourselves, or hamstrung in a approach we can prerogative and acquire new talent due to batch cost concerns, though consistently investing cleverly toward a fulfilment of a goal and vision.

And suppose a universe where a tellurian mercantile downturn doesn’t extent a ability to execute, though reinforces a essential peculiarity of a purpose and indeed strengthens a solve when people need us most.

With today’s news, we won’t need to suppose any of it given it’s now a reality.

Some of we competence be seeking “Why Microsoft?”

Long before Satya and we initial sat down to speak about how we could work together, we had publicly common my thoughts on how considerable his efforts were to fast transition Microsoft’s plan and culture. After all, it’s intensely singular to see a association of that range and scale pierce so fast to make elemental changes.

The Microsoft that has developed underneath Satya’s care is a some-more agile, innovative, open and purpose-driven company. It was that latter indicate that initial had me meditative we could make this work, though it was his thoughts on how we’d do it that got me truly vehement about a prospect.

When Satya initial due a thought of appropriation LinkedIn, he pronounced it was positively essential that we had fixing on dual things: Purpose and structure. On a former, it didn’t take prolonged before a dual of us satisfied we had probably matching goal statements. For LinkedIn, it was to bond a world’s professionals to make them some-more prolific and successful, and for Microsoft it was to commission each particular and classification in a universe to grasp more. Essentially, we’re both perplexing to do a same thing though entrance during it from dual opposite places: For LinkedIn, it’s a veteran network, and for Microsoft, a veteran cloud.

Both of us famous that mixing these resources would be singular and had a intensity to clear some huge opportunities.

For example:

  • Massively scaling a strech and rendezvous of LinkedIn by regulating a network to energy a amicable and temperament layers of Microsoft’s ecosystem of over one billion customers. Think about things like LinkedIn’s graph interwoven via Outlook, Calendar, Active Directory, Office, Windows, Skype, Dynamics, Cortana, Bing and more.
  • Accelerating a design to renovate training and growth by deeply integrating a Lynda.com/LinkedIn Learning resolution in Office alongside some of a many renouned capability apps on a universe (note: 6 of a tip 25 many renouned Lynda.com courses are associated to Microsoft products).
  • Realizing LinkedIn’s full intensity to truly change a approach a universe works by partnering with Microsoft to innovate on solutions within a craving that are ripest for disruption, e.g., a corporate directory, association news dissemination, collaboration, capability tools, placement of business comprehension and worker voice, etc.
  • Expanding over recruiting and training growth to emanate value for any partial of an classification concerned with hiring, managing, motivating or heading employees. This tellurian collateral area is a large business eventuality and an wholly new one for Microsoft.
  • Giving Sponsored Content business a ability to strech Microsoft users anywhere opposite a Microsoft ecosystem, unlocking poignant untapped inventory.
  • Redefining amicable offered by a mixed of Sales Navigator and Dynamics.
  • Leveraging a subscription capabilities to yield opportunities to a large series of freelancers and eccentric use providers that use Microsoft’s apps to run their business on a daily basis.

And these are usually some of a ideas that have been discussed given a initial meeting.

Turning from purpose, we focused a courtesy on intensity structure. we had no thought what Satya was going to propose, though knew how formidable merger integrations could be if not determined a right approach from a start.

Long story short, Satya had me during “independence.” In other words, his prophesy was to work LinkedIn as a wholly eccentric entity within Microsoft, a indication used with good success by companies like YouTube, Instagram and WhatsApp. we would sojourn as CEO and news directly to him instead of a board. Together, along with Reid, Bill Gates, my former co-worker Qi Lu, and new partner Scott Guthrie, we would partner on how best to precedence this unusual mixed of resources while posterior a common mission. This, we both agreed, competence not usually be a structure that could work, it would be one in that both companies could thrive.

Now onto a many critical question: What does this meant for we privately as an worker of LinkedIn?

Given a ability to work independently, small is approaching to change: You’ll have a same title, a same manager, and a same purpose we now have. The one exception: For those members of a group whose jobs are wholly focused on progressing LinkedIn’s standing as a publicly traded company, we’ll be assisting we find your subsequent play. In terms of all else, it should be business as usual. We have a same goal and vision; we have a same enlightenment and values; and I’m still a CEO of LinkedIn.

I wanted to interpretation on a informed note. One of a many noted moments I’ve gifted during LinkedIn was toll a bell during a NYSE. we remember a All Hands we had following a eventuality like it was yesterday. During that meeting, we reinforced a fact that apropos open was not a finish game, though rather a stepping mill in a routine of a ultimate objectives. We finished a All Hands with dual difference that have turn LinkedIn’s unaccepted mantra: “Next play.” In other words, don’t dwell on a past, slow for too prolonged on a doctrine learned, or a jubilee of a special accomplishment, though rather concentration on a charge during hand. It’s a mantra that’s served us well.

So, here’s to a subsequent stepping stone.

Next play.

Article source: http://time.com/4366106/linkedin-microsoft-why/