學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Satya Nadella at Microsoft: Leading the next transformation into AI
內容大綱
The case study follows Microsoft's transformation under CEO Satya Nadella over the last decade. The story of the transformation emphasizes two critical and inseparable themes, namely strategy and leadership. In doing so, it hews closely with the classical view of a turnaround and how Nadella was able to command the attention of the organization as he breathed new life into what had become a complacent company resting on past laurels. It traces a host of changes that were made to articulate and implement a cloud-first strategy with an emphasis on customer centricity and ubiquity of the product suite. The changes called for destroying some of the core advantages the company had relied in the past to deliver predictable revenue growth. It discusses the approaches that Nadella deployed to reengage the talent of the company and rebuild a new culture consistent with his new vision for the company, and the manner in which he infused a growth mindset among the rank and file. It closes with the partnership deal with OpenAI and the changes that have followed at the company. The case also raises questions about the viability of another turnaround, this time a pivot toward generative AI in an intensely competitive landscape.