People & Strategy Spring 2018 Vol. 41 No. 2 - 72

LEADERSHIP INSIGHTS

CHRO Connection: Kathleen Hogan
Microsoft Chief People Officer Kathleen Hogan spoke with HR People + Strategy
Executive Director Lisa Connell about her journey in evolving and empowering the
company's workforce as well as the importance of HR's role in driving the company's
digital transformation.
Lisa Connell: What was your journey
that brought you to your current role as
Chief People Officer at Microsoft?
Kathleen Hogan: I didn't start my
career in HR. My degree is in applied
mathematics and economics from
Harvard University, and I started out
at Oracle as a software developer and
later was a marketing manager. After
Oracle, I got my MBA at Stanford
University, and then joined McKinsey.
I was a partner in the firm and
Microsoft was one of the many clients
I served. When Microsoft offered me
a full-time job, I couldn't resist. After
nearly 15 years with the company, I am
still learning new things and growing
in my career. In my last role before
becoming chief people officer, I ran
the Microsoft Services organization
(over 20,000 consulting and support
professionals worldwide), so I had a
lot of experience where your success is
dependent upon your ability to attract,
develop, and retain exceptional talent.
When [Microsoft CEO] Satya
Nadella called and asked me to help
evolve our culture and empower
Microsoft's global workforce, I was
excited about the opportunity to lead
HR and work to make a difference
for others, yet I knew I had a lot
to learn. I spent a lot of time that
first year meeting with my peers in
the industry and learning from my
colleagues at Microsoft. Three years
later, I feel like I am still just getting
started with so much to learn, but I'm
so excited about the progress we've
made, and incredibly grateful for the
support of so many of my peers and
the outstanding HR colleagues at our
company.
72

PEOPLE + STRATEGY

LC: What pivotal moments stand out as
shaping your career?
KH: Believe it or not, one of the most
fundamental moments of my career
was in fourth grade when my teacher,
Mr. Dedhart, saw my potential and told
me he thought I had a knack for math,
which ultimately led to my pursuit of
mathematics in college.
Mr. Dedhart is one of many people
who encouraged me along the way, and
over the years, I've been fortunate to
have (and still have) several powerful
mentors in my life who helped coach
and guide. Another example was when
Kevin Johnson, now CEO of Starbucks
but at the time leading Worldwide Sales
and Services for Microsoft, encouraged
me to take a new role leading customer
support. He helped me scale from
leading a team of 250 people to 9,000.
This was a pivotal moment in my career
where he inspired me to take a risk,
believe in myself, and step up as a
leader.
LC: What is one thing about the role of a
CHRO that you think most other
executives don't realize is critical to an
organization's success?
KH: If you had asked me this question a
few years ago, I think my answer would
have been slightly different. Today, I see
the increased importance of HR and its
elevated role to help drive a company's
digital transformation. As so many
companies transform with digital at
their strategic core, they require people
transformation alongside that change.
HR is critical to helping companies
evolve their most important asset-
people-and using people data and

VITAL SIGNS
Name: Kathleen Hogan
Title: Chief People Officer
Company: Microsoft
Employees: More than 115,000
global employees
Fortune 500 Ranking: 28
Fiscal 2017 revenue: $89.50B

analytics to help in decision making.
In this new digital world, the increased
need for insights around talent, change
management, agile and innovative
teams, learning and development, and
diversity and inclusion means CHROs
are playing a much more strategic role.
LC: How would you describe your
leadership style?
KH: I try to paint a big-picture vision
for what we collectively are trying to
achieve together as a team, and then
support and empower my directs and
their teams to deliver. I love winning as
a team and celebrating our milestones
together. And I hope I always lead with



Table of Contents for the Digital Edition of People & Strategy Spring 2018 Vol. 41 No. 2

From the Executive Editor
From the Guest Editor
Perspectives
Ignition Teams: Rising to the Challenges of Innovation
Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
Facilitating Trust and Communication in Virtual Teams
Building Entrepreneurial Teams: Talent, Social Capital, and Culture
Organizations That Get Teamwork Right
Team Development: The Power of Debriefing
The Rise of Digital Team Building
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover1
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover2
People & Strategy Spring 2018 Vol. 41 No. 2 - 1
People & Strategy Spring 2018 Vol. 41 No. 2 - 2
People & Strategy Spring 2018 Vol. 41 No. 2 - 3
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Executive Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 5
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Guest Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 7
People & Strategy Spring 2018 Vol. 41 No. 2 - Perspectives
People & Strategy Spring 2018 Vol. 41 No. 2 - 9
People & Strategy Spring 2018 Vol. 41 No. 2 - 10
People & Strategy Spring 2018 Vol. 41 No. 2 - 11
People & Strategy Spring 2018 Vol. 41 No. 2 - 12
People & Strategy Spring 2018 Vol. 41 No. 2 - 13
People & Strategy Spring 2018 Vol. 41 No. 2 - 14
People & Strategy Spring 2018 Vol. 41 No. 2 - 15
People & Strategy Spring 2018 Vol. 41 No. 2 - Ignition Teams: Rising to the Challenges of Innovation
People & Strategy Spring 2018 Vol. 41 No. 2 - 17
People & Strategy Spring 2018 Vol. 41 No. 2 - 18
People & Strategy Spring 2018 Vol. 41 No. 2 - 19
People & Strategy Spring 2018 Vol. 41 No. 2 - 20
People & Strategy Spring 2018 Vol. 41 No. 2 - 21
People & Strategy Spring 2018 Vol. 41 No. 2 - Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
People & Strategy Spring 2018 Vol. 41 No. 2 - 23
People & Strategy Spring 2018 Vol. 41 No. 2 - 24
People & Strategy Spring 2018 Vol. 41 No. 2 - 25
People & Strategy Spring 2018 Vol. 41 No. 2 - 26
People & Strategy Spring 2018 Vol. 41 No. 2 - 27
People & Strategy Spring 2018 Vol. 41 No. 2 - 28
People & Strategy Spring 2018 Vol. 41 No. 2 - 29
People & Strategy Spring 2018 Vol. 41 No. 2 - Facilitating Trust and Communication in Virtual Teams
People & Strategy Spring 2018 Vol. 41 No. 2 - 31
People & Strategy Spring 2018 Vol. 41 No. 2 - 32
People & Strategy Spring 2018 Vol. 41 No. 2 - 33
People & Strategy Spring 2018 Vol. 41 No. 2 - 34
People & Strategy Spring 2018 Vol. 41 No. 2 - 35
People & Strategy Spring 2018 Vol. 41 No. 2 - Building Entrepreneurial Teams: Talent, Social Capital, and Culture
People & Strategy Spring 2018 Vol. 41 No. 2 - 37
People & Strategy Spring 2018 Vol. 41 No. 2 - 38
People & Strategy Spring 2018 Vol. 41 No. 2 - 39
People & Strategy Spring 2018 Vol. 41 No. 2 - 40
People & Strategy Spring 2018 Vol. 41 No. 2 - 41
People & Strategy Spring 2018 Vol. 41 No. 2 - Organizations That Get Teamwork Right
People & Strategy Spring 2018 Vol. 41 No. 2 - 43
People & Strategy Spring 2018 Vol. 41 No. 2 - 44
People & Strategy Spring 2018 Vol. 41 No. 2 - 45
People & Strategy Spring 2018 Vol. 41 No. 2 - Team Development: The Power of Debriefing
People & Strategy Spring 2018 Vol. 41 No. 2 - 47
People & Strategy Spring 2018 Vol. 41 No. 2 - 48
People & Strategy Spring 2018 Vol. 41 No. 2 - 49
People & Strategy Spring 2018 Vol. 41 No. 2 - 50
People & Strategy Spring 2018 Vol. 41 No. 2 - 51
People & Strategy Spring 2018 Vol. 41 No. 2 - The Rise of Digital Team Building
People & Strategy Spring 2018 Vol. 41 No. 2 - 53
People & Strategy Spring 2018 Vol. 41 No. 2 - 54
People & Strategy Spring 2018 Vol. 41 No. 2 - 55
People & Strategy Spring 2018 Vol. 41 No. 2 - Executive Roundtable
People & Strategy Spring 2018 Vol. 41 No. 2 - 57
People & Strategy Spring 2018 Vol. 41 No. 2 - 58
People & Strategy Spring 2018 Vol. 41 No. 2 - 59
People & Strategy Spring 2018 Vol. 41 No. 2 - 60
People & Strategy Spring 2018 Vol. 41 No. 2 - 61
People & Strategy Spring 2018 Vol. 41 No. 2 - In First Person
People & Strategy Spring 2018 Vol. 41 No. 2 - 63
People & Strategy Spring 2018 Vol. 41 No. 2 - 64
People & Strategy Spring 2018 Vol. 41 No. 2 - 65
People & Strategy Spring 2018 Vol. 41 No. 2 - Linking Theory + Practice
People & Strategy Spring 2018 Vol. 41 No. 2 - 67
People & Strategy Spring 2018 Vol. 41 No. 2 - 68
People & Strategy Spring 2018 Vol. 41 No. 2 - 69
People & Strategy Spring 2018 Vol. 41 No. 2 - Insight into Action
People & Strategy Spring 2018 Vol. 41 No. 2 - 71
People & Strategy Spring 2018 Vol. 41 No. 2 - Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - 73
People & Strategy Spring 2018 Vol. 41 No. 2 - 74
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover3
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover4
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