One Strategy, One Microsoft We are rallying behind a single strategy as one company - not a collection of divisional strategies. It changes our org structure, the way we collaborate, how we allocate resources, how we best empower our engineers and how we market. It touches nearly every piece of what we do and how we work. Improving our performance has three big dimensions: focusing the whole company on a single strategy, improving our capability in all disciplines and engineering/technology areas, and working together with more collaboration and agility around our common goals. To advance our strategy and execute more quickly, more efficiently, and with greater excellence we need to transform how we organize, how we plan and how we work. It also means operational excellence in cloud services, datacenter operations, and manufacturing and supply chain that are essential in a devices and services world. That means better execution from product conceptualization and innovation right through to marketing and sales. We have delivered many great products and had much success in market, but we all want more. Driving Our Success It is also clear to me and our leadership that we must do an extraordinary job to succeed in this modern world. ![]() This memo shows you how far we have developed our thinking on our strategy for high- value activities based on devices and services delivery. The frontier of high-value scenarios we enable will march outward, but we have strengths and proven capabilities on which we will draw. The form of delivery shifts to a broader set of devices and services versus packaged software. And, we have enabled enterprise value through products like Windows Server and Exchange. We have delivered high-value experiences through Office and other apps. We have powered devices for many years through Windows PCs and Xbox. We will do this by leveraging our strengths. Going forward, our strategy will focus on creating a family of devices and services for individuals and businesses that empower people around the globe at home, at work and on the go, for the activities they value most. We made important strides - launching Windows 8 and Surface, moving to continuous product cycles, bringing a consistent user interface to PCs, tablets, phones and Xbox - but we have much more to do. SHARPENING OUR STRATEGY About a year ago, we embarked on a new strategy to realize our vision, opening the devices and services chapter for Microsoft. The impact we have collectively made on the world is undeniable, and I am inspired when talented new hires say they chose Microsoft because they want to change the world - that’s what we do today, and that’s what we’ll do tomorrow. We’ve come farther than we could have imagined. ![]() ![]() In the earliest days, it was by putting a PC on every desk and in every home. ![]() This company has always had a big vision - to help people realize their full potential. Today’s announcement will enable us to execute even better on our strategy to deliver a family of devices and services that best empower people for the activities they value most and the enterprise extensions and services that are most valuable to business. Today, we are announcing a far-reaching realignment of the company that will enable us to innovate with greater speed, efficiency and capability in a fast changing world.
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