Marc Andreessen, formerly CEO of Netscape and cofounder of Loudcloud, believes that a startup's (新公
司) founder has a strong influence on the development of the organization's culture and the employee's behavior.
"These companies are like organisms. It's as if you took a DNA sample from the chief executive and blew it
up to monstrous size. The founder and the company share all the same strengths and weaknesses," he explains.
That certainly seems to be the case with Microsoft since employees have copied every detail of Gates's behavior,
including his dress and speaking style. And the phenomenon extends beyond Microsoft. Other founders who
have shaped their enterprises include Sam Walton, whose plain spoken, down-home style is still evident at
Wal-Mart; and Arthur Andersen, whose military-style discipline shaped the accounting partnership's reporting
structure and career paths.
In January of 2000, Gates resigned as CEO, and Steve Ballmer, who had been president, assumed the top
role. At the time there was speculation that Microsoft might soften its competitive stance, lose it sharp focus
on innovation, or even agree to split the firm in order to settle the Department of Justice's antitrust suit. None
of those things happened, and, in fact, the company structure has remained very much the same, and business is
being conducted as usual. If anything, Microsoft today is regarded as an even more unrepentant monopolist.
This is not surprising, given that Ballmer has worked at Microsoft since 1980 and is often described as Gates's
Is this conformity to a strong organizational culture an asset (資產)or liability(負債)? Some believe that
the question is beside the point because they feel that a "personality cult" around the company founder is
inevitable in high-tech startups. "Other industries hire people for jobs. The assets are in real estate or a
factory. But in high tech, the people are the assets.
So you need a charismatic leader to attract the people,"
former Microsoft executive Naveen Jain says. Although some individuals have become disenchanted, many
more remain in awe of Gates's accomplishments in creating a cohesive and high-performance culture that has
endured even his
resignation as CEO.
In Microsoft's latest configuration, CEO Ballmer is in charge of strategy, marketing, and public relations
while president Richard Belluzo takes over finance, logistics, and other operations, leaving Gates the task of
creating software architecture.
- 1 decade agoFavorite Answer
網景的Marc Andreessen，以前Loudcloud CEO和共同創立者，相信起動創建者有對組織的發展的強的影響文化和雇員 行為。
這些公司是像有機體,好像您採取了從首席执行官的一個脫氧核糖核酸樣品並且吹了它 由怪異大小決定。 創建者和公司股票完會一樣的他解釋。 因為雇員複製了門，每個細節那一定似乎是與微軟的實際情形行為，包括他的禮服和講的樣式。 並且現象在微軟之外延伸。 塑造了他們的企業的其他創建者包括山姆Walton，簡單講話，下來家樣式是顯然的在沃爾碼; 並且亞瑟Andersen，軍事樣式學科塑造會計合作報告 結構和事业。 在1月2000年，作為CEO辭職的門和史蒂夫Ballmer，是總統，担任頂面角色。 在有猜想時候微軟也許软化它的競爭姿態，丟失它在創新的鋒利的焦點，甚至同意分裂牢固為了安定司法部反垄断案。 無 那些事發生了，並且，實際上，公司結構非常依然是同樣，並且生意照常做。 如果有任何微軟今天被认為一個更加頑固不化的壟斷者。 這不驚奇，假设Ballmer运作在微軟自1980年以來和經常被描述作為門這整合是否是對強的組織文化財產或責任？ 一些相信那 問題是離題，因為他們認為個性在公司附近創建者是不可避免的在高技術起動。工作的其他產業聘用人民。 財產在房地产或工廠。 但是在高技術，人民是財產。