Among the hundreds of computers, mobile phones, and everything imaginable, Sony reigned supreme. In order to be prepared to meet with the Japan team, known by the corporate moniker MSKK, I needed to see first-hand what was on display at the world’s largest electronics store (each year more people visit Yodobashi than visit Disney World). I spotted this machine at Yodobashi Camera at Shinjuku Station, which was always my first stop after landing at Narita. Some said it was slow, but it was worth the tradeoff. The Sony VAIO PictureBook as seen in Japan (later model running Windows XP). Working through and managing such initiatives proved quite difficult for me personally.īack to 052. This is the first of three attempts, but also the start of increasingly challenging strategic initiatives across the company. In creating Office9, Outlook was on the front lines of the start of this journey. No single initiative would be a bigger symbol for top-down strategy, and execution failure, than unified storage, a grand vision for the one-database-for-everything technology providing the underpinnings for everything from email to photos to documents while scaling from laptops to servers. The ultimate expression of these strategic goals came in the form of the transformation of the senior leadership who increasingly emerged from the System/Platforms teams. We changed from relatively independent (and culturally unique) Apps and Systems organizations to increasingly interconnected strategies with a growing list of top-down initiatives. While that is a robust external narrative, the more interesting view is how the company changed strategically and organizationally as we transformed from a consumer to an enterprise company. Most tend to think of Microsoft strategy as the march from BASIC to DOS to Windows to Azure.
0 kommentar(er)
