Microsoft: Competing on Talent (A)

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Prize winner

Case

Reference no. 9-300-001

Subject category: Strategy and General Management

Authors: Christopher A Bartlett (Harvard Business School); Meg Wozny (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: 2000

Version: 25 July 2001

Length: 28 pages

Data source: Field research

Topics: Organizational behavior; Human resource management; Incentives; Employee retention; Recruitment; Organizational culture; Motivation; Competitive advantage; Business growth; Talent and change management; Implementing strategy; Accounting; Termination; Jobs; Strategic planning

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Abstract

Describes the evolution of Microsoft's human-resource philosophies, policies, and practices and how they used as a core of the company's competitive advantage. In particular, the focus is on how Microsoft tried to retain its ability to recruit, develop, motivate, and retain first-class talent as it grew from a start-up to a global behemoth. Triggered by high-profile, senior-level departures in 1999, the company must decide if it is time to change its 'hard core' culture came to be.

Locations:

Washington; United States

Industry:

Software publishing

Size:

USD20 billion revenues, 31,000 employees

Other setting(s):

1975-1999