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1. Describe the strategic management process at Microsoft under CEO Steve Ballmer (2000-2014). How were strategic decisions made? What were the strengths and weaknesses of this approach? Explain in detail.
2. Although Microsoft invented some promising computing breakthroughs, and often before competitors, why did Microsoft fail to successfully commercialize them?
3. Why is it so difficult for CEOs of large and successful companies such as Microsoft to balance exploitation-applying current knowledge to enhance firm performance in the short term-with exploration-searching for new knowledge that may enhance a firm's future performance? What are the trade-offs? How could they be reconciled?
4. In contrast, what can you infer from information in the case about the current design of Microsoft's strategy process under Microsoft CEO Satya Nadella, who started in 2014?
5. What advice would you give Nadella in his current efforts?
Attachment:- How the strategy process killed Innovation at microsoft.rar
Attachment:- Guide lines.rar
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