My last column was all about the culture of Microsoft and how it makes real change difficult for the company. It’s not just at Microsoft that these things happen, by the way: nearly all mature organizations get into similar ruts. And if, like Microsoft, they are spectacularly profitable ruts, well then it isn’t surprising that things stay more or less permanently dysfunctional.
I said last time that a second column would follow with my specific suggestions for restructuring Microsoft, but now that I am really into it I think we might be looking at a total of three columns, not two. But then I’ll be finished with Microsoft for a few months.
Setting out […]
