A new managing director of Microsoft South Africa was designated in 2007 at a dippoint in the dominance of the application business of Microsoft South Africa. He set out to address the issues by focusing on four pillars: people (workers), partnerships, earnings and local relevance. The latter comprised regulatory compliance requirements fulfilling the stringent Broad Based Black Economic Empowerment codes and regarding social transformation.
The managing director knew that targets must be attained in order to develop relationship after this was in place, it would be simpler to manage the requests that were to come and that goals needed to be met in order to build the relationship with head office. Helena Barnard and Jonathan Marks are affiliated with University of Pretoria.
PUBLICATION DATE: December 23, 2014 PRODUCT #: W14621-PDF-ENG
Microsoft South Africa Corporate Entrepreneurship and Innovation Case Study Solution
This is just an excerpt. This case is about STRATEGY & EXECUTION
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