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　　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.

　　然而，扭轉(zhuǎn)乾坤還要求變革企業(yè)文化，這正是LBS案例研究的主要課題。向云服務(wù)轉(zhuǎn)變意味著將以一種不同的方式產(chǎn)生收入。在舊模式中，客戶(hù)以一份固定期限合同購(gòu)買(mǎi)軟件，一旦銷(xiāo)售完成，就鎖定了收入。云服務(wù)卻是按使用量付費(fèi)，僅在客戶(hù)使用服務(wù)時(shí)才會(huì)產(chǎn)生收入。這樣一來(lái)，微軟由讓-菲力浦∙古德華(Jean-Philippe Courtois)領(lǐng)導(dǎo)的銷(xiāo)售團(tuán)隊(duì)就得采取一種新方式。

　　這是個(gè)巨大的轉(zhuǎn)變。約有四萬(wàn)人不得不改變他們以往的工作方式。其中有三個(gè)重要因素。首先，員工必須了解客戶(hù)使用云服務(wù)的方式，以便鼓勵(lì)他們更多地使用。這需要雇用5000名專(zhuān)業(yè)人員。

　　其次，為了讓現(xiàn)有的銷(xiāo)售人員能夠集中精力吸引和留住客戶(hù)，必須減去他們的一些職責(zé)，比如不用再制定銷(xiāo)售預(yù)測(cè)。內(nèi)部評(píng)審會(huì)議減少了，包括一項(xiàng)稱(chēng)作年中評(píng)定的令人生畏的嚴(yán)酷考驗(yàn)——高級(jí)主管長(zhǎng)時(shí)間“拷問(wèn)”員工，員工則要像學(xué)生備考一樣花大量時(shí)間做填鴨式的準(zhǔn)備。

　　后，需要向銷(xiāo)售人員提供激勵(lì)，好讓他們努力地銷(xiāo)售新產(chǎn)品，因?yàn)樗麄儚男庐a(chǎn)品中的獲利可能少于舊的定期合同。這就需要用到更多的績(jī)效獎(jiǎng)金。