Humanize this paragraph : When Satya Nadella became Chief Executive Officer of Microsoft in February 2014, the tech giant was trapped in a cycle of cultural stagnation and brutal internal competition. Stack-ranked performance reviews, a toxic culture, and rigid departmental silos created a highly incentivized environment for employees to protect their own space rather than share knowledge and collaborate with other teams. This required implementing Step 3 of Kotter’s change management: developing a compelling vision and strategy.

When Satya Nadella took the helm as Microsoft's CEO in February 2014, the tech giant was, frankly, a bit stuck. It was a place where internal competition was brutal, and the company culture felt stagnant. Things like harsh, stack-ranked performance reviews, a generally unhealthy atmosphere, and departments acting like separate islands meant that employees were encouraged to protect their own turf rather than share ideas and work together. To turn things around, Nadella knew he had to do something fundamental: he needed to create a compelling vision and strategy, much like Step 3 in Kotter's change management framework.