Text 7580, 96 rader
Skriven 2005-10-09 08:47:56 av Mike '/m' (1:379/45)
Ärende: Reader input on Business Week's article
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From: Mike '/m' <mike@barkto.com>

On Sept 26, Business Week had an article on the general malaise that has struck
the Redmond campus, a malaise that was leading to Microsoft's brain drain to
google, among other destinations.

This week some readers have sent in their comments on the articles.

http://www.businessweek.com/magazine/content/05_42/c3955037.htm

===
Reading Between The Lines At Microsoft

Having worked at Digital Equipment Corp. for 20-plus years before its
acquisition by Compaq and eventually by Hewlett-Packard (HPQ ), I find the
parallels between Digital and Microsoft Corp. (MSFT ) frightening ("Troubling
exits at Microsoft," Cover Story, Sept. 26). Both companies were founded and
run by singular individuals: Ken Olsen for Digital and William H. Gates III for
Microsoft. Both companies relied on one or two products for much of their
revenue: Digital on its VAX systems and Microsoft on Windows and Office. Both
companies had extremely strong balance sheets. Digital for a while was one of
the very few companies with an AAA bond rating.

At their zeniths, both companies had employee benefits that were the envy of
the industry: Digital with family days at the local parks, turkeys for
employees during the holiday, and exercise facilities at its main plants; and
Microsoft as detailed in your article. Both companies began losing their top
employees. When the competition got tough and the stock market demanded better
results, both companies reduced employee benefits that had little impact on the
bottom line but a lot of negative impact on employee morale: bottled water at
Digital and towels at Microsoft.

Both companies viewed their stock as undervalued and spent billions buying back
shares. Both companies had many reorganizations. I hope the parallels end here
-- Digital no longer exists.

Gim P. Hom
Cambridge, Mass.


With 25 years of experience as a human resources and organization consultant, I
found the hollow phrases of Ballmer and his evasive response to the pointed
questions of your journalists very recognizable. I've heard and seen them
before in numerous companies where, soon afterward, the chief executive and the
organization were in deep trouble and totally "surprised." The obsessive need
for good news and confirmation of one's wishes completely cuts some top
executives from the reality of their company. The gap between the described
reality within Microsoft and the CEO's response is such that a crisis is
unavoidable.

If 15% of Microsoft's employees are dissatisfied with the way things are run,
chances are that a large number of those are among the top new talent of the
company. When (not if) they walk, the downward spiral will be impossible to
stop. Let Steve Ballmer stop worrying about the short-term "needs" of his
shareholders and concentrate on the long-term survival of the company they
entrusted to him.

Herman J. Hoolants
Antwerp, Belgium


Reading this was like reading about IBM (IBM ) 20 years ago.

Cliff Chapman
Hayling Island, Hampshire, England


Steve Ballmer is not creative or sensitive enough to nurture a culture of
America's best and brightest techies. Your account of Ballmer's vicious tirade
against an employee who had jumped to a competitor was truly frightening to
read. It should have been reason enough for Bill Gates and Microsoft's board to
fire him. Taking that action would, indeed, have met some high expectations --
those of Microsoft employees, stockholders, and suppliers.

Mike Van Winkle
Ridgefield, Conn.


Steve Ballmer's failure to answer Kathy Rebello and Jay Greene's questions with
any honest and straightforward response is the sign of someone either
completely clueless, in total denial, or both.

Paul Thomas
San Mateo, Calif.
===


An interesting look from the inside of Microsoft:
http://news.com.com/2311-10784_3-102380.html



 /m

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