Abstract

Microsoft the world's largest computer software company is currently at a crossroads. Growth has slowed down while the competitive environment is changing. The company's new operating system, Longhorn has been delayed and the Linux threat is intensifying. A new Microsoft seems to be evolving under the joint leadership of Bill Gates and Steve Ballmer. In Microsoft's early years, Gates believed in centralising as much of the decision making as possible. With the organisation becoming large and unwieldy, Gates has made Ballmer in charge of operations. Gates himself has decided to concentrate on the technology aspect of the business. Ballmer has overhauled the company's image, reorganised the business and redesigned its human resource policies. After some initial hiccups, Gates and Ballmer seem to be complementing each other and working well together. The case discusses Microsoft under the leadership of Gates and Ballmer and how the transition is taking place.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

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Keywords

Microsoft, Bill Gates, Steve Ballmer, Global software industry, Anti-trust proceedings, Gates' management style, Think Week, Internal tidal wave, Trustworthy computing, Redefining roles, Managing human resources at Microsoft, Recruitment criteria at Microsoft