Boldly leading thedigital transformation
The Core Services Engineering and Operations (IT) organization at Microsoft is at the helm of ourinternal journey to succeed as a future-focused company.
Investing in key outcomes
Our engagement strategy ties together customer insights across all channels. That builds deeper, more contextual relationships across all segments for our customers.
We’re helping our employees achieve more by creating a modern workplace that’s intelligent, flexible, and secure.
By building state-of-the-art digital services on flexible and scalable platforms, we’re creating operational and process efficiencies that reduce costs.
We use data to reinvent our business functions and unlock the power of intelligent technology to transform products, services, and business models.
Transitioning to transform
Organizations today must find ways to adapt to the disruption from digitization. Every industry and institution must evolve their business and technology landscape to address new competitive forces and create new value. Microsoft is no different. We are deeply invested in transitioning from old approaches to new ones:
Many of our products are now online services (Windows as a service, Office 365, Microsoft Azure) with continuous delivery cycles instead of multi-year releases.
We’re no longer a product-centric business. Instead, we’re focusing on the person using the technology (user-centric) as well as how much our customers use our technology (consumption-centric).
How we work
To facilitate our new business model, we’ve adopted agile engineering practices and a culture of continuous innovation and improvement. And we’re using data to make decisions and measure service quality.
Moving towards fully digital experiences boosts Microsoft employee productivity, which ultimately translates to better experiences for our customers.
Reshaping ITfor the future
We’re moving away from being a traditional IT organization viewed primarily as a service provider. As Core Services Engineering, we function as a product and strategy organization structured to drive efficiencies and business outcomes for Microsoft.
Previously, a CIO drove a coordinated effort for all IT operations with each of our product and business teams, resulting in shared goals and governance.
CDO leads the
CDO leads digital transformation at Microsoft through one organization called Core Services Engineering and Operations for greater efficiency and effectiveness.
Organization that provides a service to business units and delivering solutions that meet the needs for specific business functions.
We are transforming our operating processes and systems as products to result in a set of end-to-end experiences. We focus on these features as a cohesive whole rather than a sum of individual parts.
Business function optimized
Teams and organizational structure optimized for achieving optimal solutions aligned to business functions.
We have defined a set of core interconnected business processes, with a clear vision for each. These interconnected services are driven by a NorthStar vision that’s realized by multiple teams spanning multiple leaders at Microsoft—all working together
Digital transformation priorities
Just as we’ve transformed our products, we must transform how we operate at Microsoft. We’ve set six strategic priorities for our internal digital transformation, each of which align to one or more of the outcomes. Two overarching strategies drive the others- data & intelligence and modern cloud centered architecture.
We want customers and partners to feel they do business with one Microsoft across all our products, services, and channels. Considering that just one of our products, Microsoft Office, is used by 1.2 billion people in 140 countries, this is an enormous undertaking.
Microsoft has more than 120,000 employees across 120 subsidiaries who need modern devices and highly secure access to be more productive and connected with our customers.
End to end
We must relentlessly simplify processes and policies to make it easy to do business with Microsoft. We’re eliminating manual work both by reducing unnecessary process and by simplifying and automating what remains.
Our weekly product launches are worldwide, multilingual initiatives. We need faster processes and operations for continuous delivery to meet expected market outcomes.
Modern cloud-centered architecture
We will run our business on flexible, highly secure, cloud-based systems. Across the company, we must continue using modern engineering practices running on our intelligent cloud offerings. We also need to make clear, overt choices about what systems we’re going to build, buy, and use.
Data and intelligence
The core currency of our business will be the ability to convert our data into insights, using AI to drive competitive advantage. The value of our data is directly proportional to the number of people who can use it within our ecosystem.
Transformation starts with our people and our culture. We must embrace a growth mindset with an insatiable curiosity to discover our customers’ needs and a drive to innovate. We will only truly transform if we put our customers, partners, and employees at the center of everything we do and work together as one to positively impact the world.