Correcting the culture
- Empathy at the core business. He believed understanding customer unmet and uninformed needs required high levels of empathy. The thought the same levels of empathy need to be extended internally to employees as well. This helped Microsoft to transform from a metric-based, process-based organisation to a more humane one.
- He saw performance not as a zero-sum game but a win-win situation for everyone. Thus having a performance management system based on a forced ranking of employees didn't make much sense to him. The overhaul of the same led to the improvement of Microsoft culture.
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The rewards of the metric performance measurement can be as a form of a monetary bonus, stocks or just an enhanced grade or designation, leading to competition among employees. This leads to many employees gaming the system to affect the bottom line of their metrics.
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