Linked by Thom Holwerda on Thu 4th Feb 2010 20:48 UTC
Microsoft Now this is something you don't read every day. Dick Brass, vice president at Microsoft from 1997 to 2004, has written an article for The New York Times' Op-Ed section, detailing the flaws in Microsoft's corporate culture, and how they've severely affected the company in a negative way. Telling, and painful. And, in a way, very sad. Update: Microsoft responds. "For Microsoft, it is not sufficient to simply have a good idea, or a great idea, or even a cool idea. We measure our work by its broad impact."
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Nobody is happy when someone expose with details the plausible reasons of "why, after all the invested millions and considerable human assets, are we unable to drive innovation?". S Ballmer could say "Nah, D Brass is just upset we kicked him out" but you have then to offer another plausible reason to the continuous incapacity to drive the industry beyond their two historic products. S Ballmer can't just say "ey, they are simply better than us".

This can be a call for an opportunity to take an official corporative position that says "You are not supposed to play down new ideas, your work is to integrate them". At end, new features may be cut out of a final version, but at least the different big teams should do an honest effort to put ideas coming from other groups. Every big team in MS should budget certain amount for the integration with "far" groups.

As people in science says, in general it is scientifically more difficult to defend "That can't be done" than "it may work" (always to a certain extend, but definitively it "always" may work).

Edit: typo

Edited 2010-02-04 21:58 UTC

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