Questions for Microsoft as It Nears a Crossroad

Justin Lane/European Pressphoto AgencySteven A. Ballmer, chief of Microsoft and a friend of the company’s chairman, Bill Gates, said he would retire in the next year.

Microsoft’s plan, announced Friday, to replace Steven A. Ballmer as its chief executive does not exactly follow — at least to people outside the company — the way they draft these things in business school.

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Steven Sinofsky
Left Microsoft last year amid friction and is seen as unlikely to return.

But Mr. Ballmer and Microsoft’s board have been considering the possibility of his retirement for some time. Still, because of Mr. Ballmer’s larger-than-life personality, the board’s reluctance to push back and the company’s recent product and financial problems, finding a new chief executive for Microsoft was never going to resemble a cut-and-dry, business-school case study, according to people with knowledge of the company.

“No one is an obvious candidate,” said Michael A. Cusumano, a professor of business and engineering at the Massachusetts Institute of Technology who studies strategy in the computer software industry. “All the really interesting people who were in the company over the last dozen years who might have been have left. I also find it hard to imagine they could bring an outsider in. Microsoft is known for having quite a lot of powerful groups within the company and they make life very difficult for anyone who tries to oversee them.”

Succession planning is a delicate issue for many companies, particularly one like Microsoft, where Mr. Ballmer has been a senior employee since 1980 and chief executive since 2000, and his longtime friend, Bill Gates, Microsoft’s co-founder, remains chairman.

“Particularly for a person like Ballmer, who really is one of the founders, leaving is almost like death, so it’s extremely difficult to have an orderly process,” said Joseph L. Bower, a professor at the Harvard Business School. “It requires a very grown-up relationship between the chief executive and his board.”

Industry insiders almost immediately began to place bets on which executives inside and outside Microsoft — and even outside the technology industry — could be tapped. The decision will go a long way to determining whether Microsoft will successfully transition to tech’s future of mobile computing and computing in a virtual cloud of data-storage devices.

But at the moment, at least, the betting cards are virtually empty.

Even though Mr. Ballmer had indicated he was going to retire when the youngest of his children went to college, which was in about two more years, “I think people thought Ballmer would maybe die with his boots on in that role,” Mr. Cusumano added.

Developing a succession plan is one of a board’s chief responsibilities, but only half of companies actively groom executives, according to a 2010 study by Stanford University’s Rock Center for Corporate Governance and Heidrick & Struggles, the executive search firm that is leading Microsoft’s search. Boards spend only an average two hours a year on succession planning, the study found.

“When you have such strong personalities as Gates and Ballmer, is the board really proactive with them, or is it more of a caretaker board?” said David Larcker, director of corporate governance research at Stanford University’s business school, who worked on the study.

Though it might not be obvious outside the boardroom, Microsoft’s directors have been planning the transition, according to a person briefed on the board’s meetings who was not authorized to speak about them publicly.

Discussions have been happening for a decade, the person said, and intensified in 2010. Several months ago, Mr. Ballmer suggested to the board that it was time to begin a formal succession process, the person said, and told directors on Wednesday that he would announce his retirement.

Mr. Ballmer and the board have discussed the attributes they want in the next chief executive and have been appraising internal and external executives who might be candidates. Over the last 18 to 24 months, Mr. Ballmer has personally met with several outside executives, including people outside the tech industry with experience transforming very large companies, according to the person knowledgeable about the board’s work.

Nick Wingfield contributed reporting.

Dassault Approaches Crossroad in Fractured Jet Industry

“This is a living tool,” Mr. Camps said, as an assistant rotated the projected image with a few keystrokes. “This is it. There are no blueprints.”

Dassault Aviation, the French maker of the Falcon series of business jets as well as the Rafale military fighter, first started to dispense with traditional paper drawings and physical scale mock-ups a decade ago, migrating to an all-digital design system that has since been adopted globally by the aerospace industry, as well as by automakers and other manufacturers. It is an innovation that the company — still controlled by the heirs of Marcel Dassault, a pioneer of France’s modern aerospace industry — is fiercely proud.

Despite its broader influence, Dassault, while respectably profitable, is fighting to maintain its footing after the financial crisis eroded demand for flashy business jets, coupled with deep, austerity-driven cuts in European defense budgets. In this environment, some industry analysts wonder how much longer the company can continue to go it alone in an increasingly competitive global market.

“France, and especially Dassault, are unique in the world of aerospace,” said Richard Aboulafia, an analyst at the Teal Group in Fairfax, Va. “They don’t outsource much outside of France.”

Dassault is dealing with a confluence of issues.

Of Dassault’s 11,600 employees worldwide, more than two-thirds are based in France, where hourly manufacturing pay is 20 percent higher than in the United States in dollar terms and labor laws are notoriously inflexible.

High-tech manufacturers face added political pressure to resist moving coveted skilled jobs to less costly markets. While the company’s roots are in military aircraft, private jets have been its mainstay for decades, generating 70 percent of its 3.9 billion euros, or $5.1 billion, in revenue last year. Demand plunged with the global financial crisis that hit in late 2008, diminishing the global jet set as bank credit tightened and private planes became a symbol of excess.

Dassault says new orders have begun to recover, but Éric Trappier, Dassault’s chief executive, still describes the market as “convalescent.” The company wants to deliver 70 Falcon jets this year, up from 66 in 2012.

Dassault’s Rafale order book has been almost entirely dependent on the French government, which has so far ordered about 200 fighters — of which a little more than half have been delivered, at a rate of around 10 a year. Last month, however, the government of François Hollande slashed its commitment to the Rafale, capping France’s total projected fleet at 225, down from 286. The cuts are part of an austerity budget that aims to limit overall French military spending.

As such, Dassault faces intense pressure to find export customers for the Rafale. It won a critical victory in early 2012 after India selected it as the preferred bidder for a $10 billion order of 126 planes, beating out Eurofighter as well as its American rivals Boeing and Lockheed Martin. But talks to complete the deal drag on. Analysts say Dassault’s prospects in other international fighter contests — in Brazil, Kuwait, the United Arab Emirates and elsewhere — look grim.

“I don’t have too many doubts that Dassault can continue to flourish in business jets,” said Sash Tusa, an aerospace analyst at Echelon Research and Advisory in London. “But I don’t think it has got the ability to maintain its combat jet capability without French government commitment and French government funding.”