Gate had long recognized that it took exceptional people to write outstanding software. The importance of recruiting well was constantly reinforced by Gates. He thought the most intelligent twenty employees make MS the best. It was effective because Gate considered about people who he hired, like graduated young kids. Thorough all the growth, Gates worked hard to keep alive the feeling of a small company. He continually restructured the organization into small units. but when Microsoft entered the 1990s, sales exceeded a billion and the number of employees moved over the 5000 mark. It was no longer the small, personal start-up company for which its original personnel policies and practices had been developed, and some of them had to be modified, adapted, or even radically overhauled. But there was still a strong desire to hold on to the underlying people philosophies that many felt were at the heart of MS success. Thorough the 1980s and into the 1990s, much of the direction setting, coordination, and control was managed by Gates personally. His legendary intellect, high-energy, involvement, and intensely competitive nature led him to adopt a very 'hands on' style.
One of Ballmer's first priorities was to embark on a series of one
2. As of mid-1999, does MS have a problem? Is the rising senior management turnover inevitable? Is it manageable?
What recommendations would you make to Steve Ballmer and Bill Gates? Even though Bill Gates continually restructured the organization into small units, when Microsoft entered the 1990s, sales exceeded a billion and the number of employees moved over the 5000 mark. It was no longer the small, personal start-up company. His company experienced a...