Microsoft's culture bid farewell to hostility: "breathable film" alternative "city walls"-Microsoft, Nadela, Office 365-IT information
The late 90 when when I was in charge of software, my colleagues and I hope that with Microsoft (Microsoft), and afraid of meeting with it.
Were acquired to earn real money--this is a tempting prospect. However, then there won't be any fame and glory. Is likely to happen is that Microsoft acquired the technology's purpose is to kill them; make clear there is no partnership and cooperation.
Not what it was.
Since February 2014 sadiya·Nadela (Satya Nadella) was appointed as Chief Executive, and Microsoft has become much more open. When Microsoft Office 365 , Vice President of KEKE·kenixisibaoer (Kirk Koenigsbauer) appear in the Apple (Apple) products promotion on stage, West of technology many people feeling the Sun came out. However, it shows a new way of thinking: today, Microsoft stopped trying to destroy every other high-tech companies on the planet, it also wants to make friends . Microsoft formed a partnership with many companies: document contained a large number of Office 365 on Dropbox, Salesforce and Skype have also been integrated into the Office productivity applications.
Completed the acquisition in different ways. Microsoft to acquire Enterprise closed, now will use their wisdom and insight. Microsoft as an entrepreneur, the founder of the takeover of seriously not only sought their views on Microsoft's products, and sought their views on Microsoft's corporate culture . Microsoft founder once these enterprises as a threat, now use them as external position of the entrepreneur as a legacy, that had the opportunity to learn from, update, corporate culture and related technologies.
Anyone involved in making acquisitions is known, no matter how such a move of strategic significance, success depends on whether the corporate culture of both matches. Therefore, most companies insisted that the merged newcomers to comply with buyer's behavior. Microsoft's approach is more difficult, and may also bring more payoff: it found in its deal for their own vitality and opportunity to boost their global position.
It can be said that Microsoft's cultural transformation is made of breathable film instead of a wall, the breathable membrane is the dynamic relationship between Microsoft and its services market. Microsoft doing all this is, this is the only way to stay young and the market position of the enterprise.
Now, I understand that most companies are trying to take a similar approach. Of the rapid pace of change so that they are afraid, they are trying to improve the ability to adapt: less emphasis on planning, but more concerned about flexibility. At Microsoft, this was described as a shift from fixed ideas-growth philosophy. Fixed idea relies on a handful of superstars, and growing philosophy, everyone must be willing to learn from all things and each other.
This change is consistent with Nadela's overall strategy: according to the strategy, all the technology to move to the cloud, and any kind of software can work seamlessly. Want to be able to do this business, need to be able to collaborate effectively with a variety of technology and human talent. Therefore, Microsoft must be inclusive – both in technical as well as on the corporate culture. Moreover, as the entire technology environment is rapidly changing, people must be able to rapidly change.
Microsoft's United Kingdom CEO mihaier·fandebeier (Michel Van der Bel) claims that "transformation must begin with itself. ”
Past fandebeier once told me, only with numbers. If the number outstanding, only good performance late in the third quarter, people will begin to consider the question of corporate culture.
However, this is not the case. He said: "today, must at all times ensure that performance and transformation. Sitting in the Office staring at a spreadsheet will not help to achieve performance targets. You have to go out, with partners, and customers – – face to face dialogue. You have to think about this question: what changes do you make the behavior of your company better? What are you learning? ”
Fandebeier with an iPhone mobile phones. Curious about other companies ' products, and understand that there is no problem. He said he is learning to be, if you want to allow others to change, you must let them see the change of leadership. "The changes begin with oneself. You must always be full of energy and open-mindedness. Annual survey is already a thing of the past. You have to learn every week. What do I want to drive, how to contribute, and I think more. You have to go more, listen more to the views of others. ”
At Microsoft, no one thinks he got. Moreover, given the task they set themselves, change is never ending. Like $ 26 billion acquisition of leading British (LinkedIn) such a deal will surely will let Microsoft get a dose of honest feedback. However, at least for now, Chief Executive of leading British jiefu·weina (Jeff Weiner) is unlikely to be worried about neglect, more likely, is that he will board dialogue with Microsoft.
微软文化告别戾气：以“透气薄膜”替代“城墙” -
微软,纳德拉,Office 365 - IT资讯
上世纪90年代末，当我掌管软件企业的时候，我的同行和我一方面希望与微软（Microsoft）会面，另一方面又害怕与它会面。
被收购，挣到真金白银——这样的前景十分诱人。然而，接下来不会有什么名誉和荣耀。很可能发生的情况是，微软收购该技术的目的，就是为了将其扼杀；合伙与合作明摆着是不存在的。
今非昔比了。
自2014年2月萨蒂亚·纳德拉（Satya Nadella）被任命为首席执行官以来，微软已变得开放多了。当微软Office 365的副总裁柯克·柯尼希斯鲍尔（Kirk Koenigsbauer）出现在苹果（Apple）产品推介会的舞台上时，技术圈的很多人都感觉太阳打西边出来了。不过，这显示了一种全新的思维：如今，微软不再试图消灭地球上其他每一个高科技企业，它也想结交朋友了。微软与许多企业达成了合作：Dropbox上存有大量Office 365的文档，而Skype和Salesforce也被集成进了Office的效率应用。
完成收购的方式也不同了。微软曾经把收购来的企业关闭，如今却会利用这些企业的智慧和洞察力。微软把被收购企业的创始人当做创业家认真对待，不仅征询他们对微软产品的看法，还征询他们对微软企业文化的看法。微软曾经将这些企业创始人视为威胁，如今将他们作为外部创业者的立场视为一份财富，认为有机会从中学到东西、更新企业文化和相关专业技术。
任何参与过收购的人都知道，不论这种举动有怎样的战略意义，结果成功与否都取决于两者的企业文化是否匹配。因此，多数企业坚持让被并购的新来者遵从收购方的行为方式。微软的处理方法则更困难一些，可能也会带来更多回报：它在其收购交易中发现为自身重注活力和提振自己全球地位的机会。
可以说，微软的文化转型是用透气的薄膜代替了城墙，这个透气的薄膜就是微软与其所服务市场间的动态关系。微软这么做的原因是，这是企业保持青春和市场地位的唯一方式。
如今，我了解的多数企业都在试图采取类似做法。变革的节奏之快令他们害怕，他们试图提高适应能力：不再那么执着于规划，而是更关心灵活性。在微软，这种做法被表述为从固定式理念转向增长式理念。固定式理念依赖于少数几位超级巨星，而在增长式理念下，每个人都必须愿意从任何事物和彼此身上学习。
这一转变符合纳德拉的总体战略：按照该战略，所有技术都要转向云端，与任何一种软件都能无缝协作。要成为能做到这一点的企业，需要能够与各种各样的技术和人有效协作的人才。因此，微软必须具有包容性——不论是在技术上还是在企业文化上。而且，由于整个科技大环境正在急速转变，人也必须能够迅速地改变自己。
微软英国首席执行官米海尔·范德贝尔（Michel Van der Bel）声称：“转型必须从自身开始。”
过去，范德贝尔曾告诉我，业绩只与数字有关。如果数字表现优异，只有在业绩良好的第三季度末，人们可能才会开始考虑企业文化的问题。
不过，如今的情况并非如此。他说：“如今，任何时候都必须在保证业绩的同时进行转型。坐在办公室盯着电子表格不会有助于完成业绩目标。你必须走出去，与合作伙伴、与客户——面对面地——对话。你必须思考这样的问题：你对自己的行为方式做出的什么改变让公司变得更好了？你正在学到什么？”
范德贝尔带着一部iPhone手机。对其他公司的产品保持好奇和了解是完全没有问题的。他说，他正在学到的是，要想让其他人改变，必须让他们一眼看到领导身上的变化。“改变从自身开始。你必须始终显得精力充沛并且思想开放。那种一年一度的调查已经是过去式了。你必须每周都去了解。对于我要开什么会，如何贡献价值，我的想法更多了。你必须更多地走出去，更多地听取他人的意见。”
在微软，没有人认为自己全做对了。而且，考虑到他们为自己制定的任务，改变是永远不会结束的。像260亿美元收购领英（LinkedIn）这样的交易，无疑又会让微软得到一剂真诚的反馈。不过，至少现在领英首席执行官杰夫·韦纳（Jeff Weiner）不太可能担心被打入冷宫，更可能出现的，是他会与微软的董事会对话。