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With the departure of the head of Windows, the firm seeks greater collaboration of its divisions, the company wants its devices and software are integrated as Apple and Google.
The sudden departure of the powerful Windows chief Steven Sinofsky this week is the first step in a plan’s chief executive Steve Ballmer Microsoft Corp to remodel more inclusive, in an attempt to catch up with Apple Inc and Google Inc .
After almost 13 years at the helm of the largest software producer in the world, has just launched its first computer brand, company sources say the removal of Sinofsky said the new focus of Ballmer put on cooperation between self-sufficient units .
“What I keep hearing is that collaboration and horizontal integration is the new mantra,” a Microsoft person, who declined to be named.
“(Management) understands it well, if not encourage a model in which software and devices become more integrated into the whole system of Microsoft, are in a weak position,” he added.
After a decade struggling to stay afloat, Microsoft is trying to emulate the way the software and hardware, such as Apple iTunes and the iPhone-work together in perfect harmony, or how seamlessly integrates Google services, from the Web Search and Gmail to YouTube.
Microsoft, which last month was renamed by Ballmer as a “company of devices and services,” has all the parts, say analysts, but failed when integrating. Now Ballmer seems determined to restore the company to fulfill that desire.
“I certainly hope that the organization will look different in six months,” said Brad Silverberg, who controlled the Windows unit during its massive growth in the 1990s.
“There will be a reduction of people to Steven (Sinofsky) and Steve Ballmer will have the opportunity to create a more harmonious,” he continued.
Sinofsky Ballmer replaced with two executives with a reputation for encouraging cooperation. This is the third time in recent years that Ballmer replaces a single head with two industry leaders who share responsibilities.
“Sinofsky really centralized all power in himself.’ll See how (Microsoft) changes that,” said a manager of the Windows drive.
Sinofsky, a veteran with 23 years at Microsoft, he built an empire around his walled Windows unit.
His persistent and methodical style, which adopted the name “Sinofskyzación” alienated other business groups, especially the Office unit, another pillar of Microsoft’s financial success.
“Steven is a brilliant guy who made a tremendous contribution to Microsoft,” said Silverberg. “But it was also a type polarizer and finally underwent antibodies,” he added.
Meanwhile, Ballmer made it clear that executives need to work better together. Next year, the top managers get bonuses based on the overall performance of the company, not only by their own units, expected to produce a “deeper collaboration across the organization.”
However, there is no guarantee that Ballmer might radically redirect a culture-of which he is also responsible-that has characterized Microsoft for nearly four decades: giving primacy to compete internally Windows and make their teams to achieve the best results.