Few would quibble with that. The question is: what, if anything, can Microsoft do to change it?In at least some respects, the company appears to be suffering from similar ailments to thosethat laid IBM low before Lou Gerstner was hired in 1993 to get it back on its feet. These includearrogance bred of dominance of a particular areamainframe computers at IBM, personalcomputers at Microsoftand internal fiefs that hamper swift change. For instance, thedivision that champions cloud computing must deal with one that is the cheerleader forWindows, which is likely to want computing to stay on desktops for as long as possible tomaximise its own revenues.
几乎没人会对这个观点吹毛求疵。问题是:微软能做些什么来改变它呢?至少在某些方面,该公司看起来罹患一些疾病,类似的疾病曾击倒IBM,直到1993年路易??郭士纳:上任才使其重新恢复元气。它们包括因为控制某一领域而滋生的骄傲自大于IBM是大型计算机,于微软则是个人电脑以及阻碍迅速转变的公司内部的各个阵营。比如,支持云计算的部门必须应对Windows系统的支持者,后者可能希望计算在台式电脑上停留越长越好,以便获得最多的收入。
As IBMs experience shows, rejuvenation in thetech world is possible. And some observers seeencouraging glimmers of progress at Microsoft.Sarah Rotman Epps of Forrester, a research firm,reckons that Windows 8, a forthcoming version ofMicrosofts operating system, could be a seriouscompetitor to Googles Android on tablet computersif the company can get it to market next year.Microsoft is also in far better shape financially thanIBM was at its nadir, so it can afford to splash outon acquisitions such as its recent $8.5 billionpurchase of Skype, an internet-phone and video-calling service.
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