Individual within the organization

Herzberg – in essence, the things that make people dissatisfied at work are different from
those that make them satisfied

Intrinsic and extrinsic motivators

Slide 2

When we analyzed Microsoft, we saw that the things employees were motivated by were not
status symbols or high salaries because these were not there. In fact, employees back in the
day were paid at the 50th percentile. What we did see was the motivation by more intangible
factors such as sense of importance. …

There was a rigid interview process, hiring the best is a filter that suggests that only the best
are hired. If you happen to be one of them, you’re the best.

There was a lot of respect for a young kid right out of college. You’d have your own office.

Slide 3

This culture did work for Microsoft at the time. Why? Because they were hiring young
graduates, they could shape their development
Savvy people wanting to climb the ladder would do anything for it. Including working 14 hour
shifts.

The culture itself was set by the founders, who started off with hard work, long hours and
occasionally sleeping on the floor. Its expected that employees would share the same mindset.

The initial people that Gates worked with were inspired and motivated by him. Although they
could not compete with his work pace and intelligence, they worked together for long hours to
mimic his drive, ambition, and skills.

Was this sustainable?

No. Because work-life balance in the long-run is important. Which triggered the need for a
change.