Microsoft throws weight behind singluar strategy in major reorg

Ballmer sends massive missive to all staff outlining pan-company reshuffle

Microsoft has shed light on details of a "far-reaching realignment of the company" as it seeks to unite the entire business behind a singular strategy.

Chief executive Steve Ballmer sent a 2,700-word email to all staff this morning outlining that, in the future, "our strategy will focus on creating a family of devices and services for individuals and businesses". He goes to claim that Microsoft will be "rallying behind a single strategy, not a collection of divisional strategies".

The vendor wants all its varied units and technologies - including Xbox, Windows, servers and communications - to work in a more integrated way.

"This is a big undertaking," said Ballmer. "It touches nearly every piece of what we do and how we work. It changes our org structure, the way we collaborate, how we allocate resources, how we best empower our engineers and how we market."

Employees will now be split by function, rather than specialism. The vendor will be organised into the following areas: engineering; marketing; business development and evangelism; advanced strategy and research; finance; legal; HR; and COO - which includes field, support, commercial operations and IT. Engineering ops will be sorted into four facets: operating systems; devices and studios; applications and services; and cloud and enterprise. Microsoft Dynamics is to remain as a stand-alone unit.

Some 12 new leaders were announced for each of these divisions, while it was announced that Office head Kurt DelBene is to leave the company.

The final section of Ballmer's missive was devoted to "how we work together", with the CEO claim procedural and cultural change must take place. He outlined the five key adjectives he wants his employees to embody: nimble; communicative; collaborative; decisive; and motivated.

"Process-wise, each major initiative of the company (product or high-value scenario) will have a team that spans groups to ensure we succeed against our goals. Our strategy will drive what initiatives we agree and commit to at my staff meetings," explained Ballmer (pictured).

"Most disciplines and product groups will have a core that delivers key technology or services and then a piece that lines up with the initiatives. Each major initiative will have a champion who will be a direct report to me or one of my direct reports. The champion will organise to drive a cross-company team for success, but my whole staff will have commitment to the initiative's success."

"Culturally, our core values don't change, but how we express them and act day to day must evolve so we work together to win."

The letter can read in full here.