Text 7583, 131 rader
Skriven 2005-10-09 14:07:18 av Randy H (1:379/45)
   Kommentar till text 7580 av Mike '/m' (1:379/45)
Ärende: Re: Reader input on Business Week's article
===================================================
From: "Randy H" <randy_holcomb@attglobal.net>

Saw this snippet on one of the blogs:

-------------------
9year veteran of msft. Premier escalation engineer. published many, many kb's,
whitepapers, delivered workshops, etc..

4.0
2% merit increase
3% bonus

*review went something like this*
"Thanks for the hard work, likely your group will be in Bangalore next year, I
might be able to get you a relo." By the way, msft is very secretive and
mitigating bad pr /risk and likely wont mention it.. jobs will be lossed in NC
not like a massive layoff, but a slow leak..." you might consider a TAM role.

Again, thanks for all the extra hours, middle of the night escalations"...
work/life should be a priority for you NOW..hint, hint

---------------------

Well, well now-doing a 'slow leak' gets around those pesky state/federal WARN
Act notices, and the resulting negative press.

Nice.

Methinks its too late.


"Mike '/m'" <mike@barkto.com> wrote in message
news:go3ik1128cu7jhtvpp8i9kgrdb3rnofv5m@4ax.com...
> On Sept 26, Business Week had an article on the general malaise that has
> struck the Redmond campus, a malaise that was leading to Microsoft's
> brain drain to google, among other destinations.
>
> This week some readers have sent in their comments on the articles.
>
> http://www.businessweek.com/magazine/content/05_42/c3955037.htm
>
> ===
> Reading Between The Lines At Microsoft
>
> Having worked at Digital Equipment Corp. for 20-plus years before its
> acquisition by Compaq and eventually by Hewlett-Packard (HPQ ), I find
> the parallels between Digital and Microsoft Corp. (MSFT ) frightening
> ("Troubling exits at Microsoft," Cover Story, Sept. 26). Both companies
> were founded and run by singular individuals: Ken Olsen for Digital and
> William H. Gates III for Microsoft. Both companies relied on one or two
> products for much of their revenue: Digital on its VAX systems and
> Microsoft on Windows and Office. Both companies had extremely strong
> balance sheets. Digital for a while was one of the very few companies
> with an AAA bond rating.
>
> At their zeniths, both companies had employee benefits that were the
> envy of the industry: Digital with family days at the local parks,
> turkeys for employees during the holiday, and exercise facilities at its
> main plants; and Microsoft as detailed in your article. Both companies
> began losing their top employees. When the competition got tough and the
> stock market demanded better results, both companies reduced employee
> benefits that had little impact on the bottom line but a lot of negative
> impact on employee morale: bottled water at Digital and towels at
> Microsoft.
>
> Both companies viewed their stock as undervalued and spent billions
> buying back shares. Both companies had many reorganizations. I hope the
> parallels end here -- Digital no longer exists.
>
> Gim P. Hom
> Cambridge, Mass.
>
>
> With 25 years of experience as a human resources and organization
> consultant, I found the hollow phrases of Ballmer and his evasive
> response to the pointed questions of your journalists very recognizable.
> I've heard and seen them before in numerous companies where, soon
> afterward, the chief executive and the organization were in deep trouble
> and totally "surprised." The obsessive need for good news and
> confirmation of one's wishes completely cuts some top executives from
> the reality of their company. The gap between the described reality
> within Microsoft and the CEO's response is such that a crisis is
> unavoidable.
>
> If 15% of Microsoft's employees are dissatisfied with the way things are
> run, chances are that a large number of those are among the top new
> talent of the company. When (not if) they walk, the downward spiral will
> be impossible to stop. Let Steve Ballmer stop worrying about the
> short-term "needs" of his shareholders and concentrate on the long-term
> survival of the company they entrusted to him.
>
> Herman J. Hoolants
> Antwerp, Belgium
>
>
> Reading this was like reading about IBM (IBM ) 20 years ago.
>
> Cliff Chapman
> Hayling Island, Hampshire, England
>
>
> Steve Ballmer is not creative or sensitive enough to nurture a culture
> of America's best and brightest techies. Your account of Ballmer's
> vicious tirade against an employee who had jumped to a competitor was
> truly frightening to read. It should have been reason enough for Bill
> Gates and Microsoft's board to fire him. Taking that action would,
> indeed, have met some high expectations -- those of Microsoft employees,
> stockholders, and suppliers.
>
> Mike Van Winkle
> Ridgefield, Conn.
>
>
> Steve Ballmer's failure to answer Kathy Rebello and Jay Greene's
> questions with any honest and straightforward response is the sign of
> someone either completely clueless, in total denial, or both.
>
> Paul Thomas
> San Mateo, Calif.
> ===
>
>
> An interesting look from the inside of Microsoft:
> http://news.com.com/2311-10784_3-102380.html
>
>
>
> /m

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