Organizational Diagnostic Tools for Evaluation of Skype

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Introduction The acquisition of Skype has given Microsoft an interesting asset. Skype has a large user base and a great brand, but has struggled to earn profits and has lost its technological leadership. Microsoft also does not appear to have a coherent vision for how it will integrate Skype and derive value from the purchase. In order to do that more effectively, it is important for Microsoft to have an in-depth understanding of what Skype is, what works there and what does not work there. Falletta (2008) has compiled explanations of different organizational diagnostic models that can be used to help evaluate Skype. This paper will outline some of the more prominent organizational diagnostic tools and make a recommendation as to which one is the best one to use for the evaluation of Skype. The theory of making a case holds that the claim is what we are trying to get people to accept. The recommendation at the conclusion of this paper will be the claim. The grounds are the evidence to support the claim. The grounds will come from the analysis of the different organizational diagnostic models. The warrant is the underlying assumption for the grounds and claim. The warrant provides a basic level of understanding of what the organizational diagnostics should accomplish. When companies make acquisitions, they often pay higher than market value. Certainly industry observers felt that Microsoft overpaid for Skype. Not only does Skype not make a profit, but Microsoft has a larger

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