Microsoft - New Wine in an Old Bottle

Microsoft - New Wine in an Old Bottle

Microsoft New Wine in an Old Bottle Soumyashree Sarangi Nirmal Joseph Prithwish Sarkar Sibi Othaloor Table of Contents 1. 2. 3. 4. 5. 6. 7. 8. 9.

Microsoft Overview. Nokia Overview. Microsofts Organizational Culture. Microsoft and Nokias Alliance. Role of Culture in Acquisitions. Contrast between US and European Culture. Impact of culture on the alliance. Challenges before Satya Nadella and his team. Suggestions / Conclusions. Microsoft Overview Head Office Redmond, Washigton Current CEO Satya Nadella Annual Revenue Close to $87 Billion in 2014 Products portfolio Operating System

Office Suite Servers Cloud Services Entertainment Console Web Services Mobiles and Tablets 1975 Microsoft is founded by Bill Gates and Paul Allen. 1978 Microsoft becomes global with its first overseas office in Japan. 1985

The first version of Windows OS is launched. 1989 Introduction of the earliest version of office suite. 2000 Bill Gates steps down and Steve Ballmer named the President and CEO. 2001 Introduction of the first gaming console, Xbox. 2012 Microsoft launches Surface.

2013 Microsoft acquires Nokias devices and services business. 2014 Steve Ballmer steps down and Satya Nadella named the CEO. Microsoft Timeline Nokia Overview Head Office Espoo, Finland Produced different type of products which included paper products, tires, rubber products, cables etc. before entering the telecommunication industry CEO Stephen Elop Annual Revenue Close to 12.7 Billion in 2013

Products portfolio Mobiles Phones Consumer Services Security Services Consumer Electronics 1871 Nokia founded by Fredrik Idestam as a wood-pulp mill. 1963 Enters into the telecommunication market with radio telephones. 1987 Launches its first handheld mobile phone, the Mobira Cityman.

1999 Nokia releases 3210, one of the most successful phones, 160 Million units sold. 2003 Nokia releases 1100, the best-selling mobile phone ever, 200 Million units sold. 2005 Nokia introduces N series smart phones on Symbian platform. Celebrated sales of 1 billion devices. 2010 Partnership with Intel and announcement of Meego initiative.

Nokia hires former Microsoft executive Stephen Elop as chief executive. 2011 Strategic partnership with Microsoft. Decision to gradually phase-out of Symbian and Mego. 2012 Samsung overtakes Nokia as the world's largest maker of mobile phones. 2013 Microsoft acquires Nokias devices and services business. Nokia Timeline

Microsofts Organizational Structure Stack ranking system Reward oriented system Objective of the stack ranking system was to balance creativity and discipline Disparity between Old employees and Newcomers Success in the company depended on mastery of politics Systems and procedures to analyze every facet of the organization Teams were devised based on each type of product Microsoft and Nokias Alliance Microsoft and Nokias Alliance Why Nokia needed Microsoft ? Nokias flagship product , the cell phone, was no longer a market leader

Nokia became inward looking with their own OS Symbian The new CEO, Stephen Elop decided to abandon Android and phase out Symbian & Meego to focus on the Microsoft Windows platform alone $4 billion in losses incurred by Nokia within a year Microsoft and Nokias Alliance Why Microsoft needed Nokia ? Microsoft had a new vision Mobile first and Cloud first world Desktops fading out Flagship products OS and Office suite cannot be relied on Limited success from other ventures such as the Xbox and Azure Very distant 3rd in the mobile market itself Microsoft and Nokias Alliance

Bottom Line Stephen Elop positioned Nokia in such a way that the Microsoft Windows OS should be its differentiating factor Microsofts new vision demanded a substantial shift to mobile devices Steve Ballmer restructured the company based on functionality rather than devices Analysis of Cultural Dimensions 1. Power Distance Index (PDI): The extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally. 2. Individualism versus Collectivism (IDV): The degree of interdependence a society maintains among its members. 3. Masculinity versus Femininity (MAS): The fundamental issue here is what motivates people, wanting to be the

best (masculine) or liking what you do (feminine). Analysis of Cultural Dimensions 4. Uncertainty Avoidance Index (UAI): The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these. 5. Long Term Orientation versus Short Term (LTO): How every society has to maintain some links with its own past while dealing with the challenges of the present and future. 6. Indulgence versus Restraint (IND): The extent to which people try to control their desires and impulses. Cultural Contrast of USA and EU

Using Hofstedes cultural dimensions theory we take a look at how the US and EU business cultures fare. PDI 100 IND IDV 50 USA EU 0 LTO MAS

UAI Major differences in Cultural Dimensions of USA and Finland 100 90 80 70 60 50 40 30 20 10 0

USA FINLAND PDI IDV MAS UAI LTO IND Role & Impact of Cultural Dimensions on Acquisitions and Mergers

Organizational culture and social culture differences can decide the success or failure of a merger or acquisition Impact of Social Culture Preoccupation How is this going to impact me? Trust

Result oriented Short term and long term results Impact of Cultural Dimensions on Acquisitions and Mergers How do companies adapt to cultural differences? Cultural fit Acculturation Social Constructive What is happening in this acquisition ? Acculturation in Microsoft Nokia Stephen Elop Trojan Horse Microsoft reorganization - a plan to easily integrate Nokia. Impact of Cultural Dimensions on Acquisitions and Mergers Challenges before Satya Nadella and his team Verify whether Balmers reorganization tactic is in line with the companys vision Understanding and handling Nokia employees Legal and Culture Handling layoffs and pay cuts

Handling relationship with previous partners To make the Windows ecosystem more appreciable to developers Integration with Nokia increased the complexity of cultural change Microsoft was aiming for Lumia 535 Lumia 2520 - Tablet Lumia 1820

20 0 1 ia m u L ft o os r c i M e

c a rf u S Conclusion Nokias strategy to focus on the Windows platform was good but not handled well due to cross cultural misunderstandings. Microsofts reorganized structure, strategy and culture provides a good start for the road to recovery. Even though seamless cultural integration is necessary, Microsofts focus should be mainly on innovation Culture should be placed at the heart of integration strategies References /10282657/Nokia-a-timeline-in-pictures.html

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