Microsoft Rebooted: How Bill Gates and Steve Ballmer Reinvented Their Company

by Robert Slater

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• Format: Hardcover
• Language: English
• ISBN: 1591840392
• ISBN13: 9781591840398
• Release Date: August 2004
• Publisher: Portfolio
• Length: 257 Pages
• Weight: 1.10 lbs.
• Dimensions: 1.0" x 6.4" x 9.4"

Customer Reviews

The transition from start up to a large corporation

Microsoft is a company whose origins and leader, Bill Gates, are well documented. The brand is one of the most recognized in the world, and countless millions use their products. What is less known though is how the organization had to transform itself recently while never letting their collective foot off the gas. The first hundred pages or so start with the history of how Gates founded the company. I felt the author didn't go into too much detail or attempt to write an autobiography, just provide enough background to set the stage for the changes to come. The catalyst according to the author is the DOJ lawsuit filed against Microsoft. The impact on Gates is described as profound, and helped Bill and Steve Ballmer initiate some changes to a few company philosophies. There are a few themes that emerged for me when reading. Among them are the facts that the company has a (rare) focus on never standing still. Always concerned about being out innovated, or beat in the marketplace, the company has created a culture where employees and leadership are relentless about improving. Another (rare) organizational trait is the focus on hiring talented people. Only GE in my personal experience understood that hiring the smartest, and best, at all levels is critical to success. Microsoft leaders are legendary for their unusual interviewing techniques, all designed to hire the brightest thinkers. While these traits made the company successful, according to the author they alone were not enough to take Microsoft forward after recent events. One of the biggest changes was Bill Gates stepping out of the top role into a technology role, and Steve Ballmer taking on the CEO role. This move may have been surprising from the outside, but it seems it allows both to do what they do best. Further changes in focus were developed in two broad areas, values and customer focus. Steve Ballmer sought to influence the talent inside Microsoft to better work together, be more respectful and self critical, and so on. The book outlines a short list of these values. The second area was an even stronger focus on customer orientation. These concepts are outlined in some detail. Overall, the book is an easy read, and was not in any way dry in my opinion. The author does a credible job at portraying the events and outside influences that led to the "reboot" or transition that companies must go through as they grow. For anyone interested in Microsoft, the book provides an interesting overview of the life cycle of an organization that has had a profound impact on the world.

Even Gates, Ballmer, and Microsoft....

An abundance of research leaves absolutely no doubt whatsoever that for an organizations to be both profitable and durable, they must constantly reinvent themselves. Obviously, the nature and extent of that process will be determined by various factors such as timing, available resources, competitive marketplace, etc. Meanwhile, like the Southwest Airlines flight schedule between Dallas and Houston, there seems to be a new paradigm every 20-30 minutes. Moreover, organizations are at various stages of transition from one paradigm to another. And meanwhile, change remains the only constant. In this volume, Slater explains how Bill Gates and Steve Ballmer reinvented their company. Microsoft? Yes, even one of the world's most profitable and valuable companies reached a point at which significant transformation was necessary. Slater organizes his material within five Parts: The Four-Year Crisis, Emerging from the Crisis, How Bill Gates Reinvented Microsoft, How Steve Ballmer Reinvented Microsoft, and The Rebooting of Microsoft. Slater responds to questions such as these: 1. What was the nature and extent of what he calls "the four-year crisis"? 2. Why did it last for as long as it did? 3. What did Gates and Ballmer learn from it? 4. To what extent (if any) did they disagree on what to do in response to it? 5. If there were differences between them, how were they resolved? 6. In Leading Change, Jim O'Toole has much of value to say about resistance to change. He claims that much of it is the result of what he calls "the ideology of comfort and the tyranny of custom." To what extent was there such resistance within the Microsoft organization? 7. What was done to overcome it? Were those efforts successful? 8. According to Slater, what lessons can be learned from the entire process which included but was not limited to Microsoft's rebooting? 9. Given his direct and extensive access to Gates and Ballmer (interviewing them separately as well as together), what does he think of each? 10. In Slater's opinion, what must be done to complete the reforms at Microsoft now underway? Slater is the author of more than 25 books, most of which I have read and reviewed. In my opinion, this is his most important work thus far, in part because of what it reveals about Gates, Ballmer, and their company but also because it reminds all of us that even a Microsoft will always be a "work in progress"...and that only hard and smart "work" will achieve the "progress" on which success depends.