Failure of Juliet Wu
Unlike Carley Fiorina, whose failure in HP was due to the interests conflicts within the board of directors and leadership style clashed with organizational culture. The failures in Microsoft and TCL of Juliet Wu were mainly caused by her personal factors.
First of all, it has to realize that personal background did not provide enough confidence and competence for Juliet Wu to take control of one company. As she did not receive a higher education, this fact cause limitation to her knowledge structure, and restrain her capability to manage a cooperation from an all-round strategic vision. Although Juliet Wu is an expert in sales, she successfully finished 130% of annual sales target of Microsoft China within seven months, increased revenue of TCL from 0.97 billion to 1.97 billion within one year period. However, her sales performance can only demonstrate her ability of being a sales expert, and public media was always doubting her competence for marketing strategy and management skills.
On the other hand, personal awareness also led to her failures. Juliet Wu pointed out that four changes had to be made by Microsoft. Firstly, pricing strategy must be changed, especially the price of pre-load Windows system by OEM must be cut down. Secondly, anti-illegal uses of software actions should be focused more on international companies rather than local enterprises. Thirdly, Microsoft should only have one entity in China in order to be consistent with its image, strategies and tactics. And finally, she suggested that Microsoft needed to place more emphasis on personnel developments. However, the fact was that when Juliet Wu was appointed to be the general manager of Microsoft China, Microsoft still had the other three entities in China: Microsoft China Products Development Centre, Microsoft Law Department and Microsoft China Research Center. Juliet Wu’s ambitions and visions were exceeded her competence and legitimate powers.
Lacking of strategic vision became
First of all, it has to realize that personal background did not provide enough confidence and competence for Juliet Wu to take control of one company. As she did not receive a higher education, this fact cause limitation to her knowledge structure, and restrain her capability to manage a cooperation from an all-round strategic vision. Although Juliet Wu is an expert in sales, she successfully finished 130% of annual sales target of Microsoft China within seven months, increased revenue of TCL from 0.97 billion to 1.97 billion within one year period. However, her sales performance can only demonstrate her ability of being a sales expert, and public media was always doubting her competence for marketing strategy and management skills.
On the other hand, personal awareness also led to her failures. Juliet Wu pointed out that four changes had to be made by Microsoft. Firstly, pricing strategy must be changed, especially the price of pre-load Windows system by OEM must be cut down. Secondly, anti-illegal uses of software actions should be focused more on international companies rather than local enterprises. Thirdly, Microsoft should only have one entity in China in order to be consistent with its image, strategies and tactics. And finally, she suggested that Microsoft needed to place more emphasis on personnel developments. However, the fact was that when Juliet Wu was appointed to be the general manager of Microsoft China, Microsoft still had the other three entities in China: Microsoft China Products Development Centre, Microsoft Law Department and Microsoft China Research Center. Juliet Wu’s ambitions and visions were exceeded her competence and legitimate powers.
Lacking of strategic vision became