organisational culture - a comparative analysis

7910EHR | MANAGING CHANGE THROUGH RESPONSIBLE LEADERSHIP

"IF YOU ARE WORKING ON SOMETHING EXCITING THAT YOU REALLY CARE ABOUT,YOU DON'T HAVE TO BE PUSHED. THE VISION PULLS YOU." -STEVE JOBS-

LEADING CHANGE


A COMPARATIVE ANALYSIS OF CHANGE LEADERSHIP IN TWO REALWORLD ORGANISATIONS (APPLE VS MICROSOFT)


PART 1 - BACKGROUND AND BRIEF

PART 2 - CHANGE OVER TIME

PART 3 - CHANGE LEADERSHIP CULTURE

PART 4 - A COMPARATIVE ANALYSIS

PART 5 - CONCLUSION

TABLE OF CONTENTS

BACKGROUND AND BRIEF


THIS SECTION WILL EXPLORE AND RESEARCH THE RELEVANT COMPANIESBACKGROUND PROFILE

PART 1


THE TWO COMPANIES THAT HELPED PIONEER THE INDUSTRY AND DEFINE AN ERA. EACH DIFFERENTCOMPETED AND CHALLENGED ONE ANOTHER IN WAYS THAT HELPED SHAPE THE LANDSCAPE OF TECHNOLOGY


MISSION STATEMENT: "EMPOWER EVERY PERSON AND EVERY ORGANISATION

ON THE PLANET TO ACHIEVE MORE" -BILL GATES-

NAME: MICROSOFT CORPORATIONINDUSTRY: COMPUTER SOFTWARE, CONSUMER ELECTRONICS. COMPUTER HARDWAREFOUNDED: 1975MARKET CAP: $446 BILLIONFULL TIME STAFF: 118,000 PRODUCTS: WINDOWS, OFFICE, SERVERS, MOBILE


MISSION STATEMENT: "TO MAKE A CONTRIBUTION TO THE WORLD BY

MAKING TOOLS FOR THE MIND THAT ADVANCE HUMANKIND" -STEVE JOBS-

NAME: APPLE INCINDUSTRY: COMPUTER SOFTWARE/HARDWARE, CONSUMER ELECTRONICS, DIGITALDISTRIBUTIONFOUNDED: 1976MARKET CAP: $644 BILLIONFULL TIME STAFF: 110,000 PRODUCTS: MAC, IPOD, IPHONE, IPAD, APPLE WATCH

CHANGE OVER TIME


THIS SECTION WILL EXPLORE AND RESEARCH THE RELEVANT COMPANIES ANDTHEIR ORGANISATIONAL CULTURE OVER TIME

PART 2


ENCOMPASSES VALUES AND BEHAVIORS THAT "CONTRIBUTE TO THE UNIQUE SOCIAL ANDPSYCHOLOGICAL ENVIRONMENT OF AN ORGANIZATION" - DAVID NEEDLE- (2004)

ORGANISATIONAL CULTURE

CULTURE


A RESEARCH INTO ORGANISATIONAL CULTURE AT MICROSOFT

"A DEVELOPING AND ELUSIVE CONCEPT ROOTED IN THE UNSPOKEN,

UNCONSCIOUS AND THE IMPLICIT” -MICROSOFT 1997-

CULTURE



THE 12 SIMPLE SECRETS OF MICROSOFT MANAGEMENT:1. TOTAL WORLD DOMINATION2. TOP 5 PERCENT3. BET THE COMPANY4. REQUIRE FAILURE5. MANAGERS ARE QUALIFIED6. PERFORM, PERFORM, PERFORM

7. "SHRIMP VS WEENIES"8. SIZE DOES MATTER9. BILL IS WATCHING10. ESPRIT DE CORPS11. STOP THE INSANITY12. HOME AWAY FROM HOME

CULTURE



1. FIND SMART PEOPLE2. ORGANISE SMALL TEAMS3. EMERGING MASS MARKETS4. FOCUS CREATIVITY5. DO EVERYTHING IN PARALLEL 6. IMPROVE THROUGH SELF CRITIQUING7. ATTACK THE FUTURE

THE 12 SECRETS ARE CONSISTENT WITH THE 7 STRATEGIESIDENTIFIED IN "HOW MICROSOFT COMPETES"-CUSUMANO AND SELBY-

CULTURE


A RESEARCH INTO ORGANISATIONAL CULTURE AT APPLE

"INNOVATION DISTINGUISHES A LEADER AND A FOLLOWER" -STEVE JOBS-

CULTURE



IN THE EARLY DAYS APPLES CULTURE CAN BE SIMPLIFIEDAS ADHOCRACY WHERE A SINGLE CHARISMATIC LEADERWAS SETTING THE DIRECTION:1. THE CULTURE WAS DESCRIBED AS "RENEGADES AND CRAZIES"2. TO FIND PEOPLE WHO WOULD FIT3. IT WAS ALL ABOUT GAMBLING ON VISION4. LEADING BY EXAMPLE5. APPLE MADE DREAMS DREAMABLE

CULTURE



APPLES CHANGE OVER TIME IN ORGANISATIONALCULTURE WAS PRESCRIBED BY DIVERSITY :

1. JOBS WAS THE SOLE CREATIVE LEADER2. JOBS PARTNERS WITH IVY TO RELEASE THE FIRST IPOD3. THE INVOLVEMENT OF OTHERS4. VISIONARY LEADERSHIP BY EXAMPLE 5. DIVERSITY WAS A KEY FACTOR TO CULTURAL CHANGE

CHANGE LEADERSHIPCULTURE


THIS SECTION WILL EXPLORE AND RESEARCH THE CHANGE LEADERSHIP CULTUREIMPACT PRESCRIBED BY THEIR RELEVANT INFLUENTIAL LEADERS

PART 3

LEADERSHIP



MAPPING THE CULTURE UNDER GATES:1. HIERARCHY, POWER AND SYMBOLISM2. MYTHS / LEGENDS3. ORGANISATIONAL STRUCTURE4. CONTROL SYSTEMS5. RITES AND ROUTINES6. CREATIVITY AND CONFLICT7. DIVERSITY

LEADERSHIP



MAPPING THE CULTURE UNDER JOBS:1. HIERARCHY, POWER AND LEADERSHIP2. SIMPLIFY 3. INNOVATION4. ORGANISATIONAL STRUCTURE5. SECRECY6. CREATIVITY7. APPLE MYTHS8. CONFIDENCE

A COMPARATIVE ANALYSIS


THIS SECTION WILL COMPARE AND CONTRAST THE ORGANISATIONAL CULTURE OFTHE RELEVANT COMPANIES HIGHLIGHTING THE STRENGTHS AND DIFFERENCES

PART 4


BOTH COMPANIES FOCUSED ON EMPLOYING PEOPLE THAT FIT THEIR CULTURE. THEY EXISTEDAS ADHOCRACIES WHERE A SINGLE CHARISMATIC LEADER WAS SETTING EACH COMPANY’S

DIRECTION.

VALUES



MICROSOFT HAS, PERHAPS UNCONSCIOUSLY DEVELOPED ADIFFERENT CULTURE TO THAT OF APPLE OVER THEYEARS. THE ESPOUSED CULTURE IS ONE OF:

1. FOCUSING ON INNOVATION2. TEAMWORK3. CREATIVITY4. SELF-IMPROVEMENT

-DAVID THEILEN- (FORMER MICROSOFT EMPLOYEE)

VALUES



1. PUSHED TO CONTINUALLY PERFORM2. NO ROOM FOR MISTAKES3. PRODUCT BEFORE INNOVATION4. FEAR OF FAILURE5. GATES CONTROLLED CREATIVITY6. DIVERSITY DISCOUNTED

THE ACTUAL CULTURE IS SIMILAR IN SOME AREASHOWEVER OFTEN COUNTER INTUITIVE TO THEESPOUSED CULTURE:

VALUES



WHEN JOBS RETURNED IN 1997, HE LED ATEAM THAT COULD ASSIST HIM INNOVATEWITH CREATIVITY:

1. DIVERSITY WAS THE KEY TO CULTURAL CHANGE2. INCLUSION INSPIRES INNOVATION3. EMBRACING TEAMWORK4. LEADING BY EXAMPLE5. INNOVATION WITH CREATIVE MINDS

VALUES



PERHAPS IT WAS THE FORCED LUXURY OF STEPPING AWAY THAT ALLOWEDJOBS TO CREATE THE APPLE CULTURE WHEREIN DIVERSITY WAS VALUED1. DIVERSITY DRIVES INNOVATION2. CREATING FAMILY CULTURE3. SHARED CREATIVE CONTROL4. LEADING TOWARDS COMPANY VISION5. SYNERGY FOSTERS ESPOUSED CULTURE

VALUES


A RESEARCH INTO ORGANISATIONAL CULTURE USING A VENN DIAGRAM

DIVERSITYINNOVATIONTEAMWORKCREATIVITY

SYNERGYLEADERSHIP

COLLABORATECULTURE

PERFORMSUCCESSCONTROL

DEVELOPMENT

CONCLUSION


THIS SECTION WILL SUMMARISE THE RESEARCH FINDINGS AND CONCLUDE THEPRESENTATION WITH A SINGLE-MINDED PROPOSITION

PART 5

SINGLE MINDED PROPOSITION


GREAT IDEAS PUSH THE WORLD FORWARD. AND THEY CAN COME FROM ANYWHERE. AS GLOBAL LEADERS, WE RELY ON OUR TEAMS DIVERSE BACKGROUNDS AND PERSPECTIVES TO SPARK INNOVATION.

#INCLUSION_INSPIRES_INNOVATION

GROUP MEMBERS


SERGIO MORENO-SCIUTTOSEAN MADIGAN

CAMDEN MCKENZIEKAZUYA MIYAKAWA

REFERENCES


APPLE INC (2015). INCLUSION INSPIRED INNOVATION. RETRIEVED FROM: HTTP://WWW.APPLE.COM/DIVERSITY/CAMERON, K. S., QUINN, R. E., & EBRARY, I. (2011). DIAGNOSING AND CHANGING ORGANIZATIONAL CULTURE:BASED ON THE COMPETING VALUES FRAMEWORK (THIRDITION.;3; ED.). SAN FRANCISCO, CA: JOSSEY-BASS, P 84, 115.FORBES (2015). THE WORLDS MOST VALUABLE BRANDS. RETRIEVED FROM: HTTP://WWW.FORBES.COM/POWERFUL-BRANDS/LIST/#TAB:RANKINTERBRAND (2000). BEST BRANDS – GLOBAL RANKINGS. RETRIEVED FROM: HTTP://INTERBRAND.COM/BEST-BRANDS/BEST-GLOBAL-BRANDS/2000/RANKING/INTERBRAND (2015). BEST BRANDS – GLOBAL RANKINGS. RETRIEVED FROM: HTTP://INTERBRAND.COM/BEST-BRANDS/BEST-GLOBAL-BRANDS/2015/RANKING/LINZMAYER, O. (2006). 30 PIVOTAL MOMENTS IN APPLE’S HISTORY. RETRIEVED FROM: HTTP://WWW.MACWORLD.COM/ARTICLE/1050112/30MOMENTS.HTMLMICROSOFT CORP (2015). ABOUT MICROSOFT. RETRIEVED FROM: HTTP://WWW.MICROSOFT.COM/EN-US/ABOUTPOPOVA, M. (2014). HOW APPLE WENT FROM UNDERDOG TO CULT IN SIX DESIGN AND INNOVATION STRATEGIES FROM THE EARLY DAYS.RETRIEVED FROM: HTTPS://WWW.BRAINPICKINGS.ORG/2014/02/10/HARTMUT-ESSLINGER-KEEP-IT-SIMPLE-APPLE-STEVE-JOBS/THIELEN, D. (1999). THE 12 SIMPLE SECRETS OF MICROSOFT MANAGEMENT.

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