Microsoft cms 2000

Biden to send military medical teams to help hospitals. GameStop PS5 in-store restock. N95, KN95, KF94 masks. Microsoft is done with Xbox One. Windows Windows. Most Popular. New Releases. Desktop Enhancements. Networking Software. Trending from CNET. CMS Free. Update your embedded sound from Realtek to the latest AC'97 codec. Update your onboard HD sound from Realtek to the latest driver release.

By joining Download. Free YouTube Downloader. IObit Uninstaller. Internet Download Manager. Advanced SystemCare Free. VLC Media Player. MacX YouTube Downloader. Microsoft Office YTD Video Downloader. Adobe Photoshop CC. VirtualDJ Avast Free Security. WhatsApp Messenger. Talking Tom Cat. It is toughest on Microsoft, more than anything I may ever write again about the company. I dedicate this seemingly harsh post to all the Microsoft employees that privately have complained about management problems -- not because they were mad or resentful but because they desperately wanted to fix the problems.

They spoke to me in confidence out of their love for Microsoft. I apologize for not speaking up for them before. I do so today, as reflection on the past to shed light on future actions.

The decade could be better if Microsoft learns from its mistakes. Microsoft executives and product managers -- Chairman Bill Gates, above all of them -- showed great technology vision for the new millennium. The company was right about so many trends to come but, sadly, executed poorly in bringing too many of them to market. Microsoft's stiffness, perhaps a sign of its aging leadership, consistently proved its foible.

Then there is arcane organizational structure, which has swelled with needless middle managers, and the system of group competition -- and in the new century compensation -- that worked well for a growth company but not one trying to manage mature markets. Ebooks -- Microsoft released its ebook reader software in early , but didn't stick with the strategy. So it would be Amazon and not Microsoft that would fulfill the ebook vision. HailStorm -- Microsoft had the right idea about consumer Web services, announced in early and killed about a year later.

Today the Web is all about consumer Web services with Facebook leading the way. Digital music -- Microsoft saw the potential for digital content, starting with music, long before Apple. But Microsoft chose to drive usage through digital rights management tied to Windows when the focus should have been digitizing the content consumers already owned on CDs.

Apple got it right. Microsoft was right about storage's importance but gave up on a vision that would have made Windows and Windows Server the center. Instead, Amazon took storage to the cloud, and Microsoft is still playing catch up with Azure, which goes live later this week.

Origami -- Microsoft was right that consumers and business users would want a small, low-cost tablet computer. But Apple delivered the right kind of touchscreen device, with iPhone in June I could easily rattle off twenty visionary projects that Microsoft started, only to later cancel or fumble. It's a maddening reflection, because there is so much promise gone bad.

The new millennium's first 10 years is really Microsoft's lost decade. It is a decade of shattered dreams. Microsoft is a casebook study why no company should allow its ranks of MBAs to swell too large.

The company's 5,plus layoffs should have sacked 95 percent of the MBAs rather than the many good, hard-working employees sent packing. I repeatedly hear Microsoft employees privately complain about there seemingly being one MBA -- or lawyer -- on campus for every other employee. I'm so hard on the MBAs and lawyers , because Microsoft's problem during wasn't lack of the aforementioned vision but of execution.

Somebody had a good idea, Microsoft started to bring it to market and the project was cut clearly for some business or legal reason. A close examination shows a common trend: Repeated starts, stops, realignments, more starts and major directional changes or closure of many good projects.

It's like some business dude spent too much time plowing through spreadsheets when he or she needed to get out into the real world. Microsoft Chairman Bill Gates shows off Origami devices. That's another problem -- and I've heard about it so many, many times from Microsoft employees: Most every technology decision must be justified by some data point.

No company spends on research like Microsoft -- third-party analyst studies, Microsoft collected data and seemingly bazillions of focus groups.