Assessing Microsoft's Corporate Strategy Development and Governance

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Assessing Microsoft's Corporate Strategy Development and Governance

Introduction Microsoft has one of the most pervasive portfolios of software applications, services and products globally, equally effective in gaining and keeping customers in the consumer, small business and enterprise markets. The series of broad business models that comprise the company require intensive levels of governance, risk and compliance management (Ali, Green, 2012). Microsoft operates in over 160 different nations and needs to balance the many requirements of internal and external stakeholders while also meeting governance and compliance requirements globally. Balancing the three strategic priorities of governance, risk and compliance (GRC) requires intensive levels of stakeholder ownership, participation, support in addition to the precise defining of financial and strategic controls as well. GRC considerations are often managed at the board of director level where it is common to find frameworks designed to balance each area of GRC performance in conjunction with a series of analytics and metrics of performance to evaluate relative progress over time (Frigo, Anderson, 2009).
As Microsoft is often at the center of litigation and foreign government inquiries regarding their competitive market and pricing practices, the frameworks used within the company are multidimensional and often used for long-range GRC planning and performance management. GRC frameworks are indispensable to boards
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