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）

　　Technology chivvied the process along. A new tool helped workers analyse how much time they spent in meetings or writing emails and whether they were interacting with fellow employees or with clients. It also allowed the usefulness of meetings to be gauged. If staff were fiddling with their smartphones, they were not listening to their colleagues. (The test could be usefully applied at a lot more places than Microsoft.)

　　Managers have had to change, too. Microsoft is introducing a programme called “Reimagine Managers” which aims to foster an approach of coaching and caring for the staff. Technology has made some routine management tasks (like organising rotas) easier, leaving more time for talking to employees.

　　Changing a corporate culture is an enormous task, and Mr Courtois admits that it is a work in progress. Microsoft, he says, has shifted from a “fixed mindset” to a “growth mindset”.

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