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超级新品 HitRefresh英文原版刷新重新发现商业与未来

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  • 出版社: 培生(Pearson)
  • 出版时间:2018-01-01
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受疫情及春节物流停运影响1.27日至2.28日停止发货。

商品参数
  • 出版社:培生(Pearson)
  • 出版时间:2018-01-01
  • 版次:1
  • 页数:288
  • 开本:32开
  • ISBN:9780062880314
  • 版权提供:培生(Pearson)

书名:Hit Refresh刷新:重新发现商业与未来

作者:Satya Nadella;Greg Shaw;Jill Tracie Nichols
出版社名称:HarperBusiness
出版时间:2018
语种:英文
ISBN9780062880314
商品尺寸:13.5 x 1.7 x 20.3 cm
包装:平装
页数:288

★比尔·盖茨作序!

★微软CEO的变革沉思录,一部未来技术的预言书!
★披露微软三年转型内幕,洞见未来科技趋势!

媒体评论:
“每一种新技术都会带来新挑战。我们如何帮助那些被人工智能助理和机器人取代工作的人?用户会相信人工智能助理提供的所有信息吗?如果人工智能助理在工作方式方面给你建议,你会接受吗?《刷新》之所以有价值,原因就在这里。在直面难题的同时,萨提亚也对如何利用技术所带来的机遇给出了一个路线图。另外,他在书中还讲述了自己的故事,引人入胜,各种精彩语录很可能超乎你的想象。”——比尔·盖茨

“在这本充满思想的作中,出生于印度的纳德拉讲述了他作为一名变革的个人生活和工作,并阐释了即将到来的机器智能的重要性。”——《柯克斯评论》

“萨提亚具有超乎寻常的能力,能迅速对复杂的事物抽丝剥茧,直触本源,同时又能耐心地引导团队。这种兼具深入浅出、化繁为简和团结他人、以同理心领导公司的能力实属罕见。”——沈向洋 微软执行副总裁,微软人工智能及微软研究事业部负责人

“At the core, Hit Refresh, is about us humans and the unique quality we call empathy, which will become ever more valuable in a world where the torrent of technology will disrupt the status quo like never before.” – Satya Nadella from Hit Refresh
“Satya has charted a course for making the most of the opportunities created by technology while also facing up to the hard questions.” – Bill Gates from the Foreword of Hit Refresh

The New York Times bestseller Hit Refresh is about individual change, about the transformation happening inside of Microsoft and the technology that will soon impact all of our lives--the arrival of the most exciting and disruptive wave of technology humankind has experienced: artificial intelligence, mixed reality, and quantum computing. It's about how people, organizations, and societies can and must transform and "hit refresh" in their persistent quest for new energy, new ideas, and continued relevance and renewal.
Microsoft's CEO tells the inside story of the company's continuing transformation, tracing his own personal journey from a childhood in India to leading some of the most significant technological changes in the digital era. Satya Nadella explores a fascinating childhood before immigrating to the U.S. and how he learned to lead along the way. He then shares his meditations as a sitting CEO--one who is mostly unknown following the brainy Bill Gates and energetic Steve Ballmer. He tells the inside story of how a company rediscovered its soul--transforming everything from culture to their fiercely competitive landscape and industry partnerships. As much a humanist as engineer and executive, Nadella concludes with his vision for the coming wave of technology and by exploring the potential impact to society and delivering call to action for world leaders.
"Ideas excite me," Nadella explains. "Empathy grounds and centers me." Hit Refresh is a set of reflections, meditations, and recommendations presented as algorithms from a principled, deliberative leader searching for improvement--for himself, for a storied company, and for society.

Review
“In this thoughtful debut, the Indian-born Nadella tells the story of his personal life and his work as a change-making leader, and he explains the coming importance of machine intelligence. The author emerges as a modest, likable individual from an accomplished family… A valuable blueprint for techies and others in a culture-change state of mind.” —Kirkus Review

互联网时代的霸主微软,曾经错失了一系列的创新机会。但是在智能时代,这家科技公司上演了一次出人意料的“大象跳舞”。2017年,微软的市值已经超过6000亿美元,高于和脸谱网。除了在传统上微软一直占有竞争优势的软件领域,在云计算、人工智能等领域,微软也获得强大的竞争力。通过领英,微软还进入社交网络领域。

 

 


自萨提亚•纳德拉2014年接任首席执行官以来,微软的市值翻番,超过了互联网泡沫以来的高点。Hit Refresh刷新:重新发现商业与未来全景回顾了萨提亚的变革路径,如在硬件Surface电脑上的投入,在混合现实、人工智能和量子计算三大领域的战略布局等;总结了他的核心管理思想,即任何组织和个人,达到某个临界点时,都需要自我刷新。为了迎接智能时代的挑战,他提出自我刷新的三个关键步骤:拥抱同理心,培养“无所不学”的求知欲,以及建立成长型思维。

萨提亚·纳德拉(Satya Nadella),微软CEO,自2014年上任以来,带领微软积极转型,三年时间使微软市值翻番,增加3000亿美元,达到17年以来的高点。1992年加入微软,曾先后领导过微软企业部和消费业务部,亲手打造了在世界受欢迎的搜索引擎必应等产品。纳德拉出生于印度的海得拉巴,现居美国华盛顿的贝尔维尤。他持有电机工程学士学位,以及计算机科学与企业管理硕士学位,已婚,育有三个子女。在业余时间,纳德拉喜欢读诗和追踪板球动态。


 


Satya Nadellais Chief Executive Officer of Microsoft. Before being named CEO on February 4, 2014, Nadella held leadership roles in both enterprise and consumer businesses across the company.Originally from Hyderabad, India, Nadella now lives in Bellevue, Washington. He holds a bachelor’s degree in electrical engineering from Mangalore University, a master’s degree in computer science from the University of Wisconsin, Milwaukee and a master’s degree in business administration from the University of Chicago. Nadella is married and has three children. In his spare time, he loves to read poetry and follows cricket, a sport he played in school.


I joined Microsoft in 1992 because I wanted to work for a company filled with people who believed they were on a mission to change the world. That was twenty-five years ago, and I’ve never regretted it. Microsoft authored the PC Revolution, and our success—rivaled perhaps only by IBM in a previous generation—is legendary. But after years of outdistancing all of our competitors, something was changing—and not for the better. Innovation was being replaced by bureaucracy. Teamwork was being replaced by internal politics. We were falling behind.
In the midst of these troubled times, a cartoonist drew theMicrosoft organization chart as warring gangs, each pointing a gun at another. The humorist’s message was isible to ignore. As a twenty-four-year veteran of Microsoft, a consummate insider, the caricature really bothered me. But what upset me more was that our own people just accepted it. Sure, I had experienced some of that disharmony in my various roles. But I never saw it as insolvable. So when I was named Microsoft’s third CEO in February 2014, I told employees that renewing our company’s culture would be my highest priority. I told them I was committed to ruthlessly removing barriers to innovation so we could get back to what we all joined the company to do—to make a difference in the world. Microsoft has always been at its best when it connects personal passion to a broader purpose: Windows, Office, Xbox, Surface, our servers, and the Microsoft Cloud—all of these products have become digital platforms upon which individualsand organizations can build their own dreams. These were lofty achievements, and I knew that we were capable of still more, and that employees were hungry to do more. Those were the instincts and the values I wanted Microsoft’s culture to embrace.
Not long into my tenure as CEO, I decided to experiment with one of the most important meetings I lead. Each week my senior leadership team (SLT) meets to review, brainstorm, and wrestle with big opportunities and difficult decisions. The SLT is made up of some very talented people—engineers, researchers, managers, and marketers. It’s a diverse group of men and women from a variety of backgrounds who have come to Microsoft because they love technology and they believe their work can make a difference.


 

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