Microsoft’s Transformation Required a Change of Culture（節(jié)選）
微軟轉(zhuǎn)型要求文化變革（節(jié)選）
However, the turnaround also required a change to the company’s culture and that is the main subject of the LBS study. The shift to cloud-based services meant that revenues would be generated in a different way. Under the old system, clients bought software under a fixed-term contract; once the sale was made, the revenue was guaranteed. Cloud services are paid for on a metered basis; revenue comes in only when customers use them. That required a new approach by the company’s sales team, led by Jean-Philippe Courtois.
The shift was enormous. Around 40,000 people had to change how they did their jobs. Three elements were important. First, staff had to understand how customers were using cloud-based services, so that they could be encouraged to use them more. This required 5,000 specialist hires.
Second, to permit existing sales staff to concentrate on attracting and retaining customers, they had to be relieved of some duties, such as preparing sales forecasts. Internal review meetings were reduced, including an intimidating ordeal known as the mid-year review in which senior executives grilled employees – and for which workers spent lots of time cramming like students for a test.
Lastly, salespeople needed an incentive to put in the work to flog the new products, which were potentially less lucrative for them than the old fixed-term contracts. This involved a greater use of performance bonuses.
口譯：翻譯資格考試三級口譯模擬題 翻譯資格考試二級口譯模擬題 翻譯資格考試一級口譯模擬題
筆譯：翻譯資格考試三級筆譯模擬題 翻譯資格考試二級筆譯模擬題 翻譯資格考試一級筆譯模擬題
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