Microsoft in 2004: Shaping a New Image

            
 
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Case Details:

Price:

Case Code : BSTA113 Electronic Format: Rs. 300;
Courier (within India):Rs. 25 Extra
Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies

Themes

-
Case Length : 08 Pages
Period : 1998 - 2004
Organization : Wal-Mart
Pub Date : 2005
Teaching Note : Not Available
Countries : USA
Industry : Software

Abstract:

Microsoft, the world's largest software company''s culture is going through a major cultural shift. The old culture propagated by the founder Bill Gates, focused on being aggressive and competitive, in line with Microsoft's image as a start-up. Steve Ballmer, Microsoft's new CEO (Chief Executive Officer) realises that Microsoft's culture has to adjust to its status of industry leader. Ballmer has been empowering the lower level employees while abandoning the attitude of winning at any cost. He is asking employees to be open and respectful, less secretive, less mysterious and more communicative, towards people and organisations outside, to improve the company's image. The case discusses Steve Ballmer's initiatives to change Microsoft's image.

Contents:

  Page No.
Introduction 1
Background Note 1
The Reorganization 2
Promoting a New Culture 3
The Road Ahead 5
Exhibits 6

Keywords:

Microsoft, Bill Gates, Steve Ballmer, Microsoft's reorganisation, Microsoft's business segments, New culture at Microsoft, Microsoft's mission, Gates' trustworthy computing initiative, The Client segment, Server and Tools, The Information Worker, Microsoft Business Solutions, MSN (Microsoft Network), Mobile and Embedded services, Home and Entertainment

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