Deal and Kennedy's Cultural Framework: A Comparative Analysis of Google and Microsoft

Microsoft has their dominance of the industry at stake. They could potentially come out on top if left to continue their current tactics. They are masterfully “marketing their products” and it is paying off for them (Love, 1997).

in the most part, states that Microsoft is truly dismantling the competitive market. IBM and Apple created OS/2 and the Mac OS, respectively. Because of this “barrier of entry,” these top companies have not been able to “compete effectively with

Google, Inc. is a corporation that is known for innovation and amazing leadership practices. Google’s greatest innovation may actually be its managerial practice. Google is not led by a single CEO, but by a team that gives it immense strategic and management strength. (Nussbaum, n.d.) Engineers at Google are able to work on their ongoing projects 4 days out of the 5 day work week, and one day a week is designated for potential ideas of their own choice. (Sawyer, 2009) Google has innovation reviews, where each executive presents the most promising ideas from within his own division. The CEO is at these innovation reviews to listen to these innovative ideas. Another way to ensure that some of these ideas have the opportunity to be developed is to allow the engineers to work on these ideas for more than one day a week and in some cases full time. Allowing time to be creative and develop ideas is embracing the art of innovation and

This paper defines the concept of ‘cultures’ of organization and compare the cultures between two renown Organization, analyzes it with various tools like services, employment, stocks, and environ mental issues and studies some of its economic consequences. In turn, culture is defined as the stock of knowledge shared by the members of the organization. The acquisition of this knowledge is an investment. The paper is divided into four sections. First, it studies

Microsoft is a growing company that began with Bill Gates’ ambition in the garage of his home. Microsoft “purchased MS-DOS, the PC’s first operating system, from another firm” (mondediplo 11/1997) as a company it learned the ways of the market and was able to buy out most of its competition. “Microsoft has succeeded in part because its management was willing to spend enormous resources to improve its products, which were often poor performers in the early releases, and also because it excels in marketing its products” (mondediplo 11/1997). Microsoft has become the epitome of a company that has nurtured and grown its own success and now is being penalized for doing so.

As the most widely recognized company in the world, Microsoft dominated the home computer operating system market with MS-DOS and Microsoft Windows, a graphical extension for MS-DOS in 1980s.The company was founded by Bill Gates and Paul Allen and went public on March 13th, 1986 with the price of $25.75 per share. Since going public, the company’s performance kept being outstanding. Microsoft not only had a high level growth of revenue and operating income, but also achieved this growth in really short period. The net income of Microsoft always grew more than 15% compared to the same quarter in prior years. Thus, the stock price of the

Microsoft is a highly diversified company. Its technologically-related products span from software to music players to game consoles to web browsers to search engines to phones. However, its flagship product, the product which has been the primary driver of its profits has been Microsoft Windows, the ubiquitous operating system that runs on virtually every computer in the world. Windows has been deemed so critical that even Microsoft's competitor Apple was effectively forced by market pressures to allow its Macs to run Windows, in an effort to boost sales. "As astounding as Apple's success has been, it hasn't put a dent in the Microsoft Office monopoly. [Current CEO] Ballmer and company still profit on every Macbook running Word, Excel and PowerPoint" (Greg 2012).But while Microsoft continues to make its highly profitable Windows products (despite industry criticism about its user features); it has struggled to diversify in its many critical areas, most notable in its music, phones, and Internet service.

Google’s web browser-based Chrome operating system and its online applications suite are now challenging Microsoft’s long-term dominance of those marketplace sectors. ● What should be Microsoft’s first response to this competitive challenge? ● How will Microsoft’s response to this

Microsoft is now more valuable than Google's parent company Alphabet, as firm's market cap soars to $760...

Competition, technology compatibility and integration needs, pricing, delivery and service parameters can precipitate substantial threat to Microsoft and afford opportunities for other players. It is not that Microsoft is not aware of this. It is focusing on R&D and business strategies to sustain market shares in its own way. But is it enough and is it taking the right direction is the big question.

Growing businesses face many risks and uncertainties, and Microsoft is not the exception. With such intense competition, Microsoft continues to innovate to maintain current. Along with competition, Microsoft face geographical and product challenges. Altering their products to meet government regulations only reduces attractiveness to their products whole increasing production cost. Almost everything is a give and take. Constant risks need to be taken with hope that the outcome drives sales and customer satisfaction. Microsoft takes great

Google’s organizational structure is less about control and meeting goals set by the company. The company is more focused on employees meeting the objectives that they have set for themselves. Google takes some aspects of the Laissez Faire style of leadership as all employees are given freedom to create and determine their own deadlines and ideas for projects. The managers act

Google has a unique approach of keeping an effective organization culture by keeping innovation running and going through employee empowerment. According to an article from Forbes, Google’s secrets are empowering employees and creating as many channels as they can in order for manifestation, distinguishing different people and ideas (Google 's Secrets of Innovation, 2013). Furthermore, in order to create a strong culture Google has an open culture where employees have the ability to directly email the company leaders. Hence, Google enriches their innovative leadership by enhancing the ability to encourage interactions between top leaders and subordinates. Another fascinating channel Google uses to boost company culture is through Google Cafes. Typically, when employees have a place, topic and motive new ideas spur and innovative interactions are stimulating. Secondly, Google’s management system and their eight pillars of innovation has lead them to maximize their full

Klein, B. (2001). The Microsoft Case: What Can a Dominant Firm Do to Defend its Market Position? In The Journal of Economic Perspectives. University of California, Los Angeles (UCLA) - Department of Economics; Compass Lexecon.

One company that appears to have a gap between its mission and its capabilities is Microsoft. The software giant has long had a problem with respect to innovation, and continues to rely on aging franchises for the bulk of its revenue. It was left out of the mobile operating systems boom and has failed to be a leader in either software or consumer electronics as a result (Clarke, 2010).