In the late aughts and early 2010s, as other tech firms began outpacing it in mobile computing, social media and gaming, Microsoft was in danger of losing its status as one of the world’s most innovative companies. And the organization’s huge culture problem, which was wreaking havoc internally, was mostly to blame.
Employees were deeply competitive with one another. Workers were critical of themselves and of each other. There were internal political battles. Departments were siloed. A former employee’s cartoon drawing of the company’s org chart—depicting the departments pointing guns at each other—was hard to ignore.
“Satya [Nadella, who became Microsoft CEO