|
| Search for Cases |
|
Case Details |
|
|
|
|
Cultural Shift at Microsoft Corporation |
|
| - |
|
|
|
| <<Previous Page |
EXCERPTS |
|
| |
| Nadella had been working at the company since 1992. He had held a variety of leadership roles, including the Head of Dynamics Business Software Development, Senior Vice President of Research and Development for the Online Services Division, Executive Vice President of Cloud and Enterprise Engineering Group, and President of Server and Tools... |
| |
 |
| or |
 |
| or |
PayPal (9 USD)
|
|
|
| |
| |
| Nadella started to overhaul Microsoft’s organizational culture in early 2014. Very soon, it was evident that he would chart his own course in the company and not rely on things that had made Microsoft a great hit in the 1990s. “Our industry does not respect tradition – it only respects innovation,” he quipped. One of his first actions was to ask his company’s top executives to read Marshall Rosenberg’s Nonviolent Communication, which emphasized empathic collaboration... |
| |
| |
| Analysts were of the opinion that while Nadella had revamped the organizational culture, the company still struggled with discrimination at the workplace. In March 2019, an email thread came up with internal emails from several female Microsoft employees who had reported years of sexual harassment and discrimination to senior corporate leaders.. |
| |
| |
| Nadella was credited with orchestrating a grand turnaround at Microsoft and helping it gear up to compete in the 21st century. Some industry observers credited Nadella with bringing in a new culture and enthusiasm at Microsoft, making it to once again an exciting place to work. Some of them were of the view that Microsoft’s culture transformation would lead to new product developments. . |
| |
| |
Exhibit I:Microsoft’s Stock Price Chart (January 1, 2010 - January 1, 2020)
Exhibit II: Microsoft’s Financial Highlights
Exhibit III: Posters Used in Microsoft Conference Rooms
Exhibit IV: Number of Returning Employees at Microsoft
|
| |
|
|
|
