Microsoft Netherlands\' 700 employees now work, depending on the task that they have to perform, in the regional headquarters office near Amsterdam\'s airport, at home, or at clients. This extened white papers describes how they did this.
New World Of Work Microsoft Netherlands Case Studyvanwilgenburgh
Casestudy: how Microsoft Netherlands embraced its own technology in order to transform their workplace, their appeal to new employees as well as increase employee retention rate and boost sales
This document discusses how business leaders can improve productivity for remote workers. It suggests that leaders first map out which jobs can effectively be done remotely versus in-person. It also recommends that leaders schedule daily video meetings with remote staff to prevent feelings of isolation, and that these meetings include both work-related discussions and casual conversations. Leaders should also clearly define work expectations and metrics to motivate remote employees. Where possible, in-person meetings should still be encouraged.
Microsoft places a strong emphasis on training and developing its employees. It uses an on-the-job training approach where new employees learn from more experienced coworkers. Microsoft also offers some off-the-job training through refreshment classes. The company recruits ambitious and talented individuals and aims to develop them further through challenging assignments. Microsoft rewards high performance through stock options and links compensation closely to individual performance reviews. The company culture is informal yet hard-working, and aims to retain and motivate employees through this high-performance environment.
This document provides information about internship and graduate opportunities at Microsoft in the UK. It discusses the various roles and teams interns and graduates can work in such as software development, marketing, finance, and sales. It promotes Microsoft's internship program which provides real work experience and stretch projects. It also describes Microsoft's MACH graduate program which includes training, coaching, and the opportunity to work in technical roles, project management, or sales. The document emphasizes Microsoft's focus on developing skills and providing opportunities to have impact and contribute to shaping the future of technology.
This marketing plan summary provides an overview of the key points:
[1] The document presents a marketing plan for Mozilla Firefox to increase its market share beyond its current 21.77%.
[2] A PEST analysis identifies opportunities in new mobile technologies and lifestyle changes, as well as threats from Microsoft's monopoly control over Internet Explorer.
[3] A SWOT analysis finds strengths in Firefox's open source community and speed but weaknesses in limited marketing budget and brand awareness.
[4] The plan proposes market research to understand how to attract more users and overcome perceptions that Firefox offers no advantages over Internet Explorer.
New World Of Work Microsoft Netherlands Case Studyvanwilgenburgh
Casestudy: how Microsoft Netherlands embraced its own technology in order to transform their workplace, their appeal to new employees as well as increase employee retention rate and boost sales
This document discusses how business leaders can improve productivity for remote workers. It suggests that leaders first map out which jobs can effectively be done remotely versus in-person. It also recommends that leaders schedule daily video meetings with remote staff to prevent feelings of isolation, and that these meetings include both work-related discussions and casual conversations. Leaders should also clearly define work expectations and metrics to motivate remote employees. Where possible, in-person meetings should still be encouraged.
Microsoft places a strong emphasis on training and developing its employees. It uses an on-the-job training approach where new employees learn from more experienced coworkers. Microsoft also offers some off-the-job training through refreshment classes. The company recruits ambitious and talented individuals and aims to develop them further through challenging assignments. Microsoft rewards high performance through stock options and links compensation closely to individual performance reviews. The company culture is informal yet hard-working, and aims to retain and motivate employees through this high-performance environment.
This document provides information about internship and graduate opportunities at Microsoft in the UK. It discusses the various roles and teams interns and graduates can work in such as software development, marketing, finance, and sales. It promotes Microsoft's internship program which provides real work experience and stretch projects. It also describes Microsoft's MACH graduate program which includes training, coaching, and the opportunity to work in technical roles, project management, or sales. The document emphasizes Microsoft's focus on developing skills and providing opportunities to have impact and contribute to shaping the future of technology.
This marketing plan summary provides an overview of the key points:
[1] The document presents a marketing plan for Mozilla Firefox to increase its market share beyond its current 21.77%.
[2] A PEST analysis identifies opportunities in new mobile technologies and lifestyle changes, as well as threats from Microsoft's monopoly control over Internet Explorer.
[3] A SWOT analysis finds strengths in Firefox's open source community and speed but weaknesses in limited marketing budget and brand awareness.
[4] The plan proposes market research to understand how to attract more users and overcome perceptions that Firefox offers no advantages over Internet Explorer.
The document provides career advice from a speaker with 25 years of experience in business networking. It discusses opportunities at Microsoft, including types of jobs available, salaries, benefits, and training programs. The speaker emphasizes developing skills for the 21st century workplace, maintaining a professional online presence, attending industry events, building a network, and being open to new opportunities and career changes.
This guide aims to provide constructive advice to senior digital professionals and those aspiring to
such roles. Contained within this guide:
The key challenges for digital leaders, including how to identify what you want from
your career and the different points to consider when advancing your career.
A discussion of digital leader roles, including examples from both the client and agency
side and advice on working in either a freelance or consultancy role.
The skills required to be a leader, including practical examples of when these skills were
used well and not so well.
The document discusses how organizations like banks are moving away from traditional siloed structures and adopting a "composite enterprise" model with discrete business capabilities. It argues that businesses need to look at their core capabilities rather than technology layers and take advantage of hybrid cloud environments. The banks are given as an example of organizations that have recognized this approach.
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This document provides guidance on adopting SharePoint through effective stakeholder engagement, prioritizing usage scenarios, raising awareness, and providing training. It recommends recruiting executive sponsors and empowering champions to drive adoption. It also suggests implementing communications campaigns, launch events, and training end users and help desks. Scenarios should be prioritized to demonstrate SharePoint's benefits. Awareness involves teaser campaigns and launch events. Training includes training champions and end users as well as establishing a training portal.
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Overview
Businesses don’t garner insights or make decisions. Businesses don’t close deals, invent new products, or find new efficiencies.
People do.
Companies excel when they empower their people to drive the business forward.
Strategies, organization, motivation, and leadership all set the stage for business success. But to see results, you also have to give your people the right tools, information, and opportunities—because success ultimately comes down to your people. We call a business that fosters a winning environment a “people-ready business.”
Software is instrumental to the people-ready business. Software is increasingly how we harness information, the lifeblood of business today. Software enables people to turn data into insight, transform ideas into action, and turn change into opportunity.
Microsoft is building the next generation of breakthrough business applications designed to amplify the impact of your people. MICROSOFT
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Startups, whether inside or outside corporation, require different set of management approaches than a mature business. How can managers apply new practices, emerging from the statup world, inside established companies for managing innovation projects leveraging internal capabilities? What are the main obstacles? How to overcome the corporate immune system? What are the main enablers to foster an innovation initiative? How are their companies’ environments hospitable to the work of corporate entrepreneurs? The panelists discussed real cases of how corporate entrepreneurs are able to connect people, resources, ideas and act as startupper.
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The document provides an overview of a company called <Company Name> that supplies social networking software to corporate clients. <Company Name> was established in 200X and has grown to over XXX clients in the UK and US, paying on average £XXX for setup plus monthly fees of £XXX. <Company Name> is now looking to raise additional funding to further develop its product, expand operations in the US and UK, and continue international expansion. The company's mission is to be the leading provider of social networking software for corporate clients and startups based on its product and experience developing successful online communities.
White Paper Mentor Series: Burned Out - Authored by Khalil Rehmenbraggy
The document discusses stress and burnout in the workplace. It defines stress and outlines the three stages of stress: alarm, respond, and recovery. It notes that stress can be positive or negative depending on one's perception and resilience. Long-term stress that continues over extended periods without resolution poses more serious health risks than situational stress. The document also defines burnout as the extreme condition of being physically, emotionally, and mentally exhausted by stress to the point of being unable to cope. It provides examples of how stress and burnout can occur in large ERP implementation projects.
In this PM Crosstalk forum, share with your peers two lessons lea.docxjaggernaoma
In this PM Crosstalk forum, share with your peers two 'lessons learned' that you will take away from this course.
Make something up related to Project Management on the topic of lessons learned. See below for additional content.
Why Retrospectives? Lessons learned represent an analysis carried out during and shortly after the project life cycle; they attempt to capture positive and negative project learning. That is, “what worked and what didn’t?” Lessons learned (postmortems, post-project review, or whatever name you choose to use) have long been part of project management. Peter Senge’s The Fifth Discipline: The Art and Practice of the Learning Organization (1990) drew attention to institutionalizing organizational learning. Although the past processes have been useful for closure and lessons learned, sadly their real value has not been exploited. Large, multinational companies with projects spread across the globe have been disappointed in their failure to effectively mine lessons learned. Smaller organizations observed, they too were not reaping the golden rewards of lessons learned. The same mistakes continue year after year. In the words of one executive: “Lessons learned are worth their weight in gold. I do not understand why we don’t do a better job nurturing, dispersing, and implementing lessons learned.” The processes for capturing lessons learned continue to evolve, but there are still many barriers to effectively mining the lessons learned that have been identified by practitioners. A few of the most ubiquitous barriers are noted here. • The most common reason given for not creating lessons learned is lack of time. • Most lessons learned are captured when the project is complete; teams get little direction or support after the lessons are reported.
• Lessons learned often degenerate into blame sessions that became emotionally damaging. • Lessons learned are not being used across different locations. • Lessons learned while implementing the project are seldom used to improve the remaining work in the project. • Too often the lessons learned are not used in future projects because the organizational culture fails to recognize the value of learning. What is needed to overcome these barriers is a methodology and management philosophy to ensure lessons learned are identified, utilized, and become a significant part of the project management organizational culture. The keys are to turn lessons learned into actions taken and to have someone own the lesson. One effort that appears to address the barriers and offer a solution is retrospectives. The military has long used retrospectives to improve their operations (e.g., after each maneuver). Retrospectives have emerged as a strong process and management philosophy used by project-driven organizations around the world to mine the gold that lessons learned can provide. Retrospectives are championed by Norman Kerth in his text Project Retrospectives (2001). A retrospective is a methodology.
Social Business in the Cloud: Achieving Measurable ResultsRawn Shah
As social technologies have evolved, they have increased in adoption across a wide spectrum of
businesses, industries, and geographies. Some organizations, usually with strong business and IT
alignment, are realizing that social technologies initiated for one business activity can spark innovative
uses in other areas. This insight creates motivation to widen the reach and adoption of these
investments. Unfortunately, this is not always the case; many organizations are still struggling with how
to justify social business investments in a way that reflects their actual business value. This inability to
quantify the business impact of social technology has become a key inhibitor to adoption.
I created this slidedeck as an inspirational talk for an interactive presentation on the new world of work to be held for participants (students and profs) of the Erasmus University in Rotterdam
Intergen's newsletter, Smarts, now available for online reading.
Intergen provides information technology solutions across Australia, New Zealand and the world based exclusively on Microsoft’s tools and technologies.
Smarts 31 - All for one and one for all (Australia)Intergen
All for one and one for all. Consistent experiences help to unify people, systems and organisations.
Visions are given that name for many reasons; they’re a goal, a direction for organisations to head towards; a means of bringing together people to support a common cause or purpose. In the technology world, visionaries are everywhere – they’re the people and organisations constantly driving change, challenging the status quo and trying – often desperately – to evolve or disrupt what’s happened in the past in order to arrive at a better future.
Advice and Challenges of Human Capital when expanding Microsoft Incorporation...Blesson Raj
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FasterCapital is an incubator and co-founder/co-funder of startups that helps entrepreneurs build their ideas from conception to product stage. It provides mentoring, product development, marketing/sales help, and raises capital in exchange for equity. Current incubators focus on consumer apps and recruit students, but FasterCapital supports all entrepreneurs, especially non-technical ones, by developing the product as a co-founder and investing $50k-$250k as a co-funder. It has helped numerous startups successfully launch products and grow their businesses through its comprehensive incubation process.
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This guide aims to provide constructive advice to senior digital professionals and those aspiring to
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The key challenges for digital leaders, including how to identify what you want from
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A discussion of digital leader roles, including examples from both the client and agency
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The skills required to be a leader, including practical examples of when these skills were
used well and not so well.
The document discusses how organizations like banks are moving away from traditional siloed structures and adopting a "composite enterprise" model with discrete business capabilities. It argues that businesses need to look at their core capabilities rather than technology layers and take advantage of hybrid cloud environments. The banks are given as an example of organizations that have recognized this approach.
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This document provides guidance on adopting SharePoint through effective stakeholder engagement, prioritizing usage scenarios, raising awareness, and providing training. It recommends recruiting executive sponsors and empowering champions to drive adoption. It also suggests implementing communications campaigns, launch events, and training end users and help desks. Scenarios should be prioritized to demonstrate SharePoint's benefits. Awareness involves teaser campaigns and launch events. Training includes training champions and end users as well as establishing a training portal.
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Businesses don’t garner insights or make decisions. Businesses don’t close deals, invent new products, or find new efficiencies.
People do.
Companies excel when they empower their people to drive the business forward.
Strategies, organization, motivation, and leadership all set the stage for business success. But to see results, you also have to give your people the right tools, information, and opportunities—because success ultimately comes down to your people. We call a business that fosters a winning environment a “people-ready business.”
Software is instrumental to the people-ready business. Software is increasingly how we harness information, the lifeblood of business today. Software enables people to turn data into insight, transform ideas into action, and turn change into opportunity.
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At Moken Group, we understand that business environments are ever changing and fluctuate at a seemingly unstoppable pace. As a growing startup, opportunities and exciting openings often seem generated at a rate teams rarely can keep up with. Moken provides customized solutions optimized for startups and founders to assist with paving the way for success, while identifying and filling spaces created by growth throughout a startup’s lifecycle. We assist with talent, sales, marketing, design, and product through customized consulting, workshop sprints, solutions, and mentorship.
Gec workshop corporate entrepreneurship march 2015 stefano mizioStefano Mizio
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The document discusses stress and burnout in the workplace. It defines stress and outlines the three stages of stress: alarm, respond, and recovery. It notes that stress can be positive or negative depending on one's perception and resilience. Long-term stress that continues over extended periods without resolution poses more serious health risks than situational stress. The document also defines burnout as the extreme condition of being physically, emotionally, and mentally exhausted by stress to the point of being unable to cope. It provides examples of how stress and burnout can occur in large ERP implementation projects.
In this PM Crosstalk forum, share with your peers two lessons lea.docxjaggernaoma
In this PM Crosstalk forum, share with your peers two 'lessons learned' that you will take away from this course.
Make something up related to Project Management on the topic of lessons learned. See below for additional content.
Why Retrospectives? Lessons learned represent an analysis carried out during and shortly after the project life cycle; they attempt to capture positive and negative project learning. That is, “what worked and what didn’t?” Lessons learned (postmortems, post-project review, or whatever name you choose to use) have long been part of project management. Peter Senge’s The Fifth Discipline: The Art and Practice of the Learning Organization (1990) drew attention to institutionalizing organizational learning. Although the past processes have been useful for closure and lessons learned, sadly their real value has not been exploited. Large, multinational companies with projects spread across the globe have been disappointed in their failure to effectively mine lessons learned. Smaller organizations observed, they too were not reaping the golden rewards of lessons learned. The same mistakes continue year after year. In the words of one executive: “Lessons learned are worth their weight in gold. I do not understand why we don’t do a better job nurturing, dispersing, and implementing lessons learned.” The processes for capturing lessons learned continue to evolve, but there are still many barriers to effectively mining the lessons learned that have been identified by practitioners. A few of the most ubiquitous barriers are noted here. • The most common reason given for not creating lessons learned is lack of time. • Most lessons learned are captured when the project is complete; teams get little direction or support after the lessons are reported.
• Lessons learned often degenerate into blame sessions that became emotionally damaging. • Lessons learned are not being used across different locations. • Lessons learned while implementing the project are seldom used to improve the remaining work in the project. • Too often the lessons learned are not used in future projects because the organizational culture fails to recognize the value of learning. What is needed to overcome these barriers is a methodology and management philosophy to ensure lessons learned are identified, utilized, and become a significant part of the project management organizational culture. The keys are to turn lessons learned into actions taken and to have someone own the lesson. One effort that appears to address the barriers and offer a solution is retrospectives. The military has long used retrospectives to improve their operations (e.g., after each maneuver). Retrospectives have emerged as a strong process and management philosophy used by project-driven organizations around the world to mine the gold that lessons learned can provide. Retrospectives are championed by Norman Kerth in his text Project Retrospectives (2001). A retrospective is a methodology.
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As social technologies have evolved, they have increased in adoption across a wide spectrum of
businesses, industries, and geographies. Some organizations, usually with strong business and IT
alignment, are realizing that social technologies initiated for one business activity can spark innovative
uses in other areas. This insight creates motivation to widen the reach and adoption of these
investments. Unfortunately, this is not always the case; many organizations are still struggling with how
to justify social business investments in a way that reflects their actual business value. This inability to
quantify the business impact of social technology has become a key inhibitor to adoption.
I created this slidedeck as an inspirational talk for an interactive presentation on the new world of work to be held for participants (students and profs) of the Erasmus University in Rotterdam
Intergen's newsletter, Smarts, now available for online reading.
Intergen provides information technology solutions across Australia, New Zealand and the world based exclusively on Microsoft’s tools and technologies.
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All for one and one for all. Consistent experiences help to unify people, systems and organisations.
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Advice and Challenges of Human Capital when expanding Microsoft Incorporation...Blesson Raj
The article based on exploring the advice and challenges of Microsoft Incorporation when expanding their service to Kerala,India. The study was to fulfill the requirement of the module of Managing Human Capital.
This document summarizes a presentation on strategic business planning given by Prof. Dr. Colin Thompson. The presentation covers defining goals to produce an effective strategic plan, including distinctive capabilities, market focus, identity, people, and profit goals. It also describes the logical flow from goals to action programs. Finally, it discusses that the strategic planning process itself, from building a leadership team to implementing change, helps create an organization committed to its strategic goals.
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Similar to White Paper A New Way Of Working Microsoft Netherlands External[1] (20)
White Paper A New Way Of Working Microsoft Netherlands External[1]
1. A New Way of Working
The 7 factors for success, based on Microsoft
Netherlands experience.
Authors
Mark Meerbeek
Katherine Randolph
Daniel W. Rasmus
Jaco van Wilgenburgh
Hans van der Meer
Jonathan Witkamp
Hans Kompier
Do not distribute without notice to Microsoft b.v.