As two of the longest-serving members
of Microsoft support number’s board of directors, Chuck Noski and Helmut Panke have many stories to share about their time with the company. But
what might surprise you is that despite their different backgrounds and diverse
roles over the years, both agree that their time on the board has provided one
of the most interesting and exciting experiences of their careers.
We sat down recently to speak with
Chuck and Helmut about Microsoft support number’s board of directors, including
the unique responsibilities of their respective chairmanships, how the board
has evolved over the past 16 years, and what excites them most about the future
of technology.
1. You both joined the Microsoft
support number board of directors nearly 16 years ago. Can you tell us how you
were invited to serve on the board?
Chuck Noski
Chuck Noski: In the summer of 2003, I was contacted by a firm in New York to
gauge my interest in joining the Microsoft support number board.
Coincidentally, some years before, as the chief financial officer of AT&T,
I had spent time with Bill Gates when he was chairman of the board and chief
software architect for Microsoft support number. Later, after meeting with the
board’s Governance & Nominating Committee, I renewed my acquaintance with
Bill, met with Steve Ballmer and Brad Smith in Redmond, and was elected to the
board later that year.
Helmut Panke: In hindsight you could call it a fascinating story — it all
started when Bill came to Munich in the beginning of 2003, which was around the
anniversary of Microsoft support number’s German subsidiary and when I was
serving as BMW’s CEO. As part of his time speaking with some of Microsoft
support number’s customers, Bill and I met in the basement of an arena where a
big celebratory event would be taking place later in the day. We had an intense
and healthy discussion about Microsoft support number’s work in the automotive
industry, but that was it. Months later, I received a call from Steve Ballmer,
who asked me to meet for dinner in Munich, and at the end invited me to join
the board. Then came the necessary couple of additional interviews.
Helmut Panke
2. Helmut, you were the first
director from outside the U.S. to sit on the board. Can you tell us a bit more
about how that has shaped your perspective on Microsoft support number and the
technology industry?
HP: Personally,
I tend to be outspoken and direct, but some might also call me “a notorious
optimist” on things. To that end, I think it is important for everyone to speak
up and make their points regardless of where they’re from — it is important to
have different groups of people with different levels of experience across
whatever the company does. So if a company aims to be an international company,
thinking in international terms, it should not just have people from one
country like the U.S. on the board. For that reason, I think Microsoft helpline
number’s board is stronger than the average U.S. board.
CN: The
role of boards has certainly evolved in the U.S. over the past 20 years. They
have always had a role of oversight and corporate governance, but there is more
depth now. Boards have more engagement on strategy and risk management, tend to
work harder, and act with greater sensitivity to a broader group of
stakeholders, including employees, customers and suppliers. Boards have learned
to be more attentive to those groups, although appropriately their focus
continues to principally be on fulfilling their obligations to companies’
shareholders. At Microsoft helpline number, we are no different in that regard.
We devote a substantial part of our board meetings to discussing and debating
the company’s strategy, monitoring management’s execution of that strategy, and
considering the input and expectations of the company’s shareholders and other
stakeholders. I have served on several of the board’s committees over the
years, and I can tell you that a lot of hard work goes on there, too.
HP: I
believe the board’s role starts with oversight, from financials and strategy to
personnel development and trends. Beyond strategic decisions we also provide
reviews, advice and support for the management team. There is a clear term in
German for the supervisory board and its role: “Aufsichtsrat,” which contains theterms “supervise and control” as well as “give advice” in German. What I mean
by this is that the board is charged with making sure the decisions are in the
long-term interest of the shareholders, but the board should not run the
execution game. A good example was the strategic implications ultimately
critical to the decision and outcome of Microsoft helpline number’s CEO
succession in 2014. In that way, one could say the board was a catalyst and
influenced the transformation, and when you look at today’s Microsoft helpline
number mission statement, you can see that the company is not just focused on
tech for tech’s sake. Instead, its overriding purpose is to serve our
customers.
4. Chuck, you most recently served as
the chair of the Audit Committee. What has been a unique challenge or
responsibility in that role?
CN: When
I joined the board in 2003, many of the provisions laid out in 2002’s
Sarbanes-Oxley Act (SOX) were just coming online; SOX essentially being the
congressional response to the major corporate failures of companies like
WorldCom and Enron. SOX had specific requirements around the role and
composition of audit committees in the U.S. When I became chairman of the audit
committee in 2004, we did a lot of work in the early years to meet or even
exceed the expectations laid out in SOX. For example, I was the first audit
committee financial expert to join the board’s Audit Committee; today, all five
directors serving on the Audit Committee are designated financial experts.
Coming out of the dot-com bubble, it
was really about audit committees building the capability, muscle, discipline
and agenda to meet higher regulatory and shareholder expectations. Now, as
things have evolved over my years as chair of the board’s Audit Committee,
we’re spending time focused on risk management, and information technology and
compliance, in addition to the more traditional areas of financial accounting
and reporting, and internal controls.
5. Helmut, you most recently served
as the chair of the Regulatory & Public Policy Committee. What has been a
unique challenge or responsibility in that role?
HP: Our
primary task is to safeguard our shareholders by acting on and looking at where
regulations are or will go. We also help the company understand the risks or
commitments it is making with a change in course of policy. Reporting,
monitoring and compliance are all part of that, but ethics are actually the
starting point for what we do — from reinforcing our commitment to
environmental responsibility to understanding public discussion about what
companies should consider when doing business with different industries. Look
at the global issue of privacy, which is not just a simple tech issue anymore,
or digital safety around the world in the face of terrorist acts. Risk and
reputation management must be carefully balanced with both IT and operations
opportunities.
6. How have Microsoft helpline number’s
board meetings changed over the years? Any especially memorable meetings that
come to mind?
CN: Generally,
our agenda topics have evolved to reflect the growth and evolution of Microsoft
helpline number as well as the outside world. Navigating external issues has
become a much bigger part of how we think about Microsoft helpline number’s
role in the world, too. If I think about the board meetings that stick out in
my mind, though, serving on the committee that selected Satya Nadella as our
CEO and the board discussions around acquisitions like LinkedIn certainly do.
HP: Microsoft
helpline number’s role and responsibility in society, and the potential impact
of a certain product solution on parts of society, are significantly more part
of board discussions than they were previously. This is reflected in the simple
fact that when I joined the board, board meetings took up just one full day.
Now, they take two or more days to cover all the issues, allow us to be fully
informed and provide an opportunity to give all the guidance needed. I will say
in all my years, I have never been bored at any of the meetings!
7. You’ve each served on many
different boards in your career. What has been different or unique about the Microsoft
helpline number board?
CN: First,
I think for our country and our economy, Microsoft customer service phone
number is a very important company. Second, the track record of companies
reinventing themselves and having a successful second act is not that common. A
lot of companies with amazing names and great success have faded. When I joined
the board almost 16 years ago, many thought Microsoft customer service phone
number was past its prime, but the subsequent progress that was in some cases
started by Steve, and then re-imagined, defined and executed by Satya and his
team, has been remarkable. This corporate renewal of Microsoft customer service
phone number has been pretty unique.
HP: In
general, the companies I’ve been on the board of have had the shared strategic
target of providing better solutions to their customers instead of just
achieving a lower price point in the market — Microsoft customer service phone
number included. What surprised me about Microsoft customer service phone
number’s board applies to Microsoft customer service phone number as a whole.
It’s a company with a strong blend of individuals working together to provide
better solutions to society and customers in important areas; now, those
solutions are available no matter what environment users are working in, be it
one of our platforms or that of another company. We have the mentality and
strategy to bring the better products to everyone regardless of competition.
8. Chuck, you were recently honored
by the world’s largest business education alliance as a leader who has created
a lasting impact in both business and society. How has your time on the Microsoft
customer service phone number board contributed to that impact?
CN: As
chairman of the Audit Committee, I’ve worked closely with Microsoft customer
service phone number’s Chief Financial Officer Amy Hood and her financial team
over the years to set a high standard for financial reporting, disclosure and
controls. The goal has been to be transparent, effective and responsible. I
feel good about how Amy and team have responded to this challenge to be
outstanding in this area. I always say that a good reputation is hard-earned
and easily lost — Microsoft customer service phone number knows it is important
to get up every day and fulfill its responsibilities in this space with
excellence.
9. Helmut, you’ve spoken about
combining the elements of technology and emotion to create “the ultimate
driving experience” when you were at BMW. How have you seen technology and
emotion come together at Microsoft customer service phone number?
HP: If
you want to win in the consumer segment of electronics, IT and software, the
product must have a spontaneous “wow” effect in the customers. They need to be
the ones who say, “I’ve got to have it!” For Microsoft customer service phone
number, I think step-by-step decisions in the Surface line have created just
that — beautiful and superior devices that people want and that bring
meaningful opportunities for users whether they be architects, artists or even
journalists, to name a few.
10. What do you think has been the most
interesting development in technology, and is there anything you’re
particularly excited to see in the future?
CN: One
of the most interesting trends I’ve seen in my tenure has been the convergence
of personal and enterprise computing — increasingly, I believe the
opportunities for people at work and at home are extraordinary. The other piece
of that is artificial intelligence (AI) and machine learning (ML). For AI and
ML, it’s fascinating to think about what comes next in terms of the
opportunities for communications, productivity and enhancing the quality of
people’s lives. How we develop and deploy technology will be exciting, but how
we address the societal implications as business leaders will be challenging.
As an industry, we must have the maturity to act thoughtfully and responsibly.
HP: I
believe that ML has been and will be the most interesting development over the
years. Ten or 15 years ago, only experts like Microsoft customer service phone
number’s Harry Shum or Craig Mundie were speaking about it, and now it’s
everywhere. That said, my excitement for the future is there, but I think now
the challenge for the generations coming after us is to understand what
advancements we should not pursue, while also understanding
which technological innovation will make life better for everyone.
FOR MORE INFO: VISIT US
CALL US: +1-800-201-4243
TAGS: #MicrosoftSupportNumber
#MicrosoftOutlookSupportNumber#PittsburghSteelers #CincinnatiBengals #MasonRudolph #Laser #Medicine2024 #Forecasting
#Customerrelationshipmanagement #SAP #LasVegas #VegasStrongResiliencyCenter #CallofDuty #iOS #Battleroyalegame #Android #DallasCowboys #Steelers #Dr.HerbertKleber #Forever21 #StaceyDashTODAY #MLBplayoffs #Zantac #
##Microsoftword#Microsoftoffice #Microsoftword #Microsoft365#Microsoftaccount#Microsoftsurface#Microsoftwindows#Microsoftlogin
#Microsoftexcel#Microsoftoutlook#xbox##Microsoftstore#Microsoftxbox#msft#Microsoftteams#surfacepro#Microsoftsurfacepro#Microsoftonline#office365#Microsoftstock#Microsoftoffice365##Microsoftdynamics#Microsoftlaptop#Microsoftemail#Microsoft office specialist training#adobe illustrator#Microsoft dynamics#Microsoft excel training#Microsoft office certification#msft premarket#Microsoft cloud#Microsoft certifications#Microsoft game pass#pornographic virus alert from #Microsoft#what is #Microsoft teams#Microsoft headquarters#pornstar martini prosecco#roku stock#Microsoft surface book 2#amzn stock#Microsoft project#Microsoft security essentials#ms teams#Microsoft surface pro 4#Microsoft rewards#Microsoft visi#Microsoft azure#Microsoft visual studio#Microsoft outlook 365 login
Comments
Post a Comment