微軟公司雲端策略執行之研究

Abstract

雲端服務在近年快速的成熟，市場接受的程度亦日益提高，對於傳統上以研發銷售套裝軟體之軟體公司，皆面臨到將既有業務轉換為雲端服務之機會與挑戰。這種產品型態的轉換，不但是企業轉型的重要環節，亦常伴隨著內部組織與文化、盈利方式改變及合作夥伴關係等不同面向上的戰略考量。 微軟公司自2010年至迄今，即處於透過雲端策略以達成企業轉型之目標之過程。本研究藉由審視此期間微軟之雲端策略背景及策略規劃、以至策略執行層面的評量及檢討、以及未來的機會及挑戰等，在企業轉型的連續性觀點下探討管理上的意涵。本研究側重於策略執行細節之研究，透過三個策略執行時期的連續性研究架構中，於每一時期中探討微軟內部組織與文化、盈利方式以及合作夥伴關係等三個面向，達成以下的研究目的： 一、分享微軟作為一個雲端服務「提供者」，如何透過雲端策略轉型的經驗， 作為傳統以研發銷售套裝軟體之軟體公司企業轉型之參考。 二、由三大面向檢視微軟執行雲端策略的過程，及其所面對的錯誤、修正及挑戰，探討企業轉型策略在執行構面上之管理意涵。

Cloud services are getting matured rapidly in recent years, and the degree of market acceptance has increased as well. For traditional software companies that developed and sold packaged software as the core business, are facing the opportunity and challenge of transforming existing services into cloud services. This type of product conversion is not only an important part of business transformation, but also accompanied by different strategic considerations such as internal organization and culture, changes in profit model and partners relationship. Since 2010, Microsoft has been in the process of achieving the goal of business transformation through the cloud strategy. This study explores the implications of management in the context of business transformation by examining the strategic planning of Microsoft's cloud strategy and review of strategic implementation, as well as future opportunities and challenges. This study focuses on the study of the details of Strategy Implementation. We explore three aspects of Microsoft’s internal organization and culture, profit model and partners relationship, to achieve the following research purposes: First, share Microsoft's experience as a cloud provider 'provider', how to perform business transform through the cloud strategy, as a solid reference for the business transformation for traditional software companies. Second, identify Microsoft's implementation of the cloud strategy, including the challenges and the lesson learned, from the three major aspects of the process,