Case | HBS Case Collection | June 2012

Microsoft IT India

by Willy C. Shih, Margaret Pierson, Alexander Down, William Gustave Jair-Shemuel Jurist, Diego Medicina and Helen Wang

Abstract

Raj Biyani faced tough challenges managing Microsoft IT India: leading a remote development organization in which key decisions were made in Redmond, and managing an organization that was perceived as less strategic than its sister Microsoft India Development Center with which it shared the Hyderabad, India site. The case follows Biyani's thought process in diagnosing the organization's problems, and poses the challenges of leading globally distributed operations.

Keywords: organizational development; cross-functional management; foreign subsidiaries; strategy alignment; organizational behavior; leadership; Indian software development; global distributed R&D; software industry; Organizational Structure; Research and Development; Operations; Leadership; Globalized Firms and Management; Business Subsidiaries; Information Technology; Technology Industry; India;

Citation:

Shih, Willy C., Margaret Pierson, Alexander Down, William Gustave Jair-Shemuel Jurist, Diego Medicina, and Helen Wang. "Microsoft IT India ." Harvard Business School Case 612-078, June 2012.