Microsoft

Andrew Hill

There is no longer much call for poetry at Microsoft’s devices division, the bulk of which consists of Nokia’s old handset business.

Stephen Elop, former Nokia chief executive, now heads the Microsoft unit and on Thursday had the task of announcing 12,500 job cuts (out of 18,000 in total). The axe will fall on many former Nokians who remember the flights of fancy in Mr Elop’s 2011 “burning platform” memo, in which he urged them to make a leap into the unknown to help turn the company around: Read more

Andrew Hill

Rajeev Suri, newly appointed head of Nokia, has plenty to tackle at the Finnish group, but one challenge relates to the part of the business he no longer oversees – the handset business that has finally transferred to Microsoft’s ownership.

As head of Nokia Solutions and Networks, Mr Suri developed the telecoms equipment business, which now makes up the largest part of “new Nokia”, more or less autonomously from the devices business. Its culture is likely to dominate the Finnish group as it now evolves. But what of the deep-rooted residual link with the handsets in our pockets?

Even if the Nokia brand is quickly stripped from smartphones, I wonder whether the Finnish group will experience the business equivalent of “phantom limb syndrome” – twitching and wincing as though the amputated devices arm is still attached to the rest of the body corporate. Read more

John Gapper

Satya Nadella’s unveiling of Office for the iPad is a significant moment for Microsoft, and his leadership of the company. I wonder if it will also be an incentive to improve the product itself?

I write this because Word in particular still strikes me as a product that is too big to fail. The network effect of so many companies using it makes individuals follow suit but it is bloated and irritatingly full of bugs. Read more

Once upon a time, a worried manager realised staff were ignoring his instructions. He paid a handsome fee to sages and soothsayers, who advised him to use a compelling tale to season the facts and figures he wanted his team to digest. And so, business storytelling was born and spread throughout the land.

Nadella channelling Zuckerberg (photo: Microsoft)

Executive biographies keep a low profile on most company websites. Not so at Microsoft, which has been showing off its new chief executive, Satya Nadella, on a special microsite of the kind usually used to hawk things that consumers can actually buy. This is unlikely to persuade anyone to buy a PC or a Surface tablet. What, then, is the point?

Visitors see a list of Mr Nadella’s qualifications (Education: BS, MSCS, MBA; Hobbies: poetry). A video shows the new CEO answering questions such as “Why do you think Microsoft is going to be successful?”, which gives you an idea of how useful he might be in a boardroom. The blurb strikes an aspirational tone: “Nadella wanted to complete his master’s degree and take the Microsoft job. He did both.” Read more

Andrew Hill

New Microsoft CEO Satya Nadella has produced an opening memo to employees that is rich in repetitive rhetoric but short on substance. Here is what he really meant.

From: Satya Nadella

To: All Employees

Date: Feb. 4, 2014

Subject: RE: Satya Nadella – Microsoft’s New CEO

Today is a very humbling day for me.

“Humility” is the appropriate tone for CEOs these days, but, believe me, when I got the nod I was punching the air like Steve Ballmer on an adrenaline highRead more

John Gapper

Are we seeing the emergence of a grand alliance between Google and Samsung for Android mobile devices, similar to the Microsoft-Intel alliance for Windows personal computers? It looks like that from events this week:

On Monday, Google and Samsung announced a long-term patent licensing deal. That will give the two sides access to each other’s patented technology and allow Samsung to concentrate on its legal battle with Apple. Read more

Andrew Hill

Windows 8: unfairly maligned (Bloomberg)

Windows 8 – which runs on the family computer I bought last year – is growing on me. Maybe I should not let its roots go too deep, though. Unconfirmed blog chatter claims that Microsoft plans to move on from the tile-based, touchscreen operating system and plant Windows 9 (codenamed Threshold) as early as next year. Read more

Andrew Hill

Mustang Mulally: the Ford CEO, in a 2015 Ford Mustang (Getty Images)

Alan Mulally has a reputation for being decisive, so his declaration that he has “no plans to do anything other than serve Ford” – crushing speculation that he could leave to run Microsoft – should probably be taken at face value.

But Ford’s chief executive has wavered over big jobs before – notably when the carmaker was trying to lure him to Dearborn from Boeing in 2006. Read more

Andrew Hill

Stephen Elop, ex-Nokia, soon-to-be ex-husband

I firmly believe boards need to be less squeamish about prying into their senior executives’ private lives, particularly when divorce is looming, because the corporate consequences can be grave. Now researchers at Stanford’s Graduate School of Business have broadened the debate to suggest that shareholders should worry about chief executives’ marital disharmony, too.

Divorce, they write, could undermine CEOs’ control and influence, affect their “productivity, concentration and energy levels”, and have an impact on their attitude to risk. They cite Rupert Murdoch’s split from Wendi Deng and the divorce of Harold Hamm, CEO of Continental Resources, from his wife. News of the first, thanks to a pre-nuptial agreement, left News Corp shares unmoved; news of the second, with no pre-nup, knocked 2.9 per cent off Continental Resources’ stock price as investors worried about the fate of Mr Hamm’s 68 per cent stake in the group. Read more

John Gapper

BlackBerry’s belated decision to focus on corporate customers, amid the uncertainty over its future, is further evidence of how hard it is to bridge the gap between business and retail markets in mobile.

Both Microsoft and BlackBerry have been stranded by the shift toward consumer power in buying mobile devices. Individuals are no longer happy to take the smartphones their employers want. Read more

John Gapper

The news that Stephen Elop is receiving a pay-off of €18.8m to move from Nokia back to Microsoft will be the last nail in the coffin of his reputation in Finland, where many people resent what happened under his leadership of the national champion.

Mr Elop’s decision, on becoming chief executive of Nokia in 2010 to bet the future of its mobile phones on Microsoft Windows software, didn’t work. He rejected the more obvious path of adopting Android for its smartphones. Instead, Nokia has struggled to turn Windows into a rival to the Google platform or Apple’s iOS.

As the Lex column notes, Mr Elop is getting the money despite Nokia’s market capitalisation having fallen from €28bn to €18bn under his leadership. That hardly suggests he deserves a big payout. Read more

The life and career of Ronald Coase, who died last week aged 102, spanned the century in which modern management developed. That is appropriate, because Coase contributed immeasurably to our understanding of the potential and limits of the basic management unit that is the modern company.

Many years back, an American friend who was visiting London from New York remarked on the odd way in which people were walking around with blocks of plastic held to their ears. “Why don’t they just use normal phones?” she asked.

Lucy Kellaway

First came Ben & Jerry’s. Now we have a new brand: Steve & Stephen. It sounds like a men’s hairdressing salon, but turns out to be the sign-off used by Steve Ballmer and Stephen Elop in their open letter telling the world that Steve at Microsoft has bought Stephen’s Nokia handsets.

The effect leaves me feeling slightly queasy. The ampersand usually belongs to more formal pairings – Johnson & Johnson or Dun & Bradstreet – and to see it joining two first names like that gives the new “brand” a cheeky, snappy feel. Read more