![]() Since 2000, we have seen Apple and Google rise above Microsoft with an ever-widening gap in stock price and market share, effectively ‘cornering’ the incumbent. Some critics describe Gates’ move as avoidance of the innovator’s dilemma, suggesting that he left while Microsoft was at its best. As of 2008, Gates was practically phased out, and began dedicating most of his time to his non-profit. Namely, our analysis will address changes in power distribution and culture in order to assess Microsoft’s position in the market relative to Google, Facebook, Apple, etc.Īfter Bill Gates left his post in 2000, Steve Ballmer took over as chief executive officer and Ray Ozzie was brought in as chief software architect. ![]() In addition to the obvious age disparity, there are various (and well documented) differences in organizational structure, company culture, and product orientation that are motivating significant changes in Microsoft’s approach to leadership. ![]() The competitive landscape faced by Microsoft today consists primarily of companies founded after 1998. Software giant Microsoft is 36 years old and struggling. Analysis of Microsoft’s Power, Culture, and Innovation
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