Microsoft Strategy
Analyzing Microsoft's Current and Future Strategic Vision
Like many successful technology companies, Microsoft over time had become complacent and too willing to believe their own technologies could continually fuel new organic revenue growth. Analysts have often pointed out that Microsoft's transition from a provider of personal productivity applications to delivering enterprise-class solutions to many of the Fortune 500 failed initially to create a scalable, stable platform for continual growth (Cusumano, 16). Today Microsoft has a new CEO who often speaks of the company's mobile first, cloud first strategy. CEO Satya Nadella's agenda mirrors the foundational elements of the five forces that shape industry competition as conceptualized by Michael Porter's models and analysis (Porter, et.al.). Microsoft needed to completely revamp their enterprise strategy, rethink their mission and vision statements, and also sharpen their unique value proposition to concentrate more fully on the emergent group of enterprise customers they had only been somewhat successful with in the past. All of these factors led to the decision to pursue an aggressive mobile first, cloud first strategy predicated on their strong ties to Nokia (Choi, 296). Despite an intensive level of planning and orchestration, Microsoft's legacy silos, systems and processes have slowed their progress, just as it has for decades (Anderson, Wood, 30). Clearly the company needs to embrace a more services-based model, monetizing the exceptional depth of expertise in the company. Microsoft has been on a long journey of transition into a services-based business, with one of the most valuable lessons learned being the defining of value propositions and the metrics to measure them must be aligned with customers first (Baker, 37).
Assessing Microsoft's Enterprise Strategy
Microsoft's transformation from a provider of personal productivity software and devices and a very limited series of enterprise applications to a broad, deep portfolio of enterprise operating systems (Windows NT, XP) and applications has taken decades to complete (Cusumano, 18). This has mainly been due to the fact that the Microsoft culture is designed to promote competition that delivers excellent software, with the downside that cooperation and large-scale collaboration on projects suffer (Laverty, 44). Microsoft's previous mission, vision...
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