Microsoft Layoffs: Profits, CEOs, and a Culture of Fear?
This will be a rant, but a rant with roots in the belief that employee experience fosters customer experience. As it should be well-known by now, Microsoft fired around 9,000 employees in July, after doing some smaller layoff rounds already in 2025, totaling more than 15,000 employees according to the TechCrunch comprehensive list of 2025 tech layoffs. This continues a trend from 2023 and 2024. Now, I get it. Companies need to be and stay profitable, reorganize and, if needed, lay off employees. As such, there is nothing wrong with this. Where things start to get wrong is when at the same time two other things can be observed: strong and successful growth in revenues as well as profits, and very generous payments to the C-suite. Microsoft is immensely successful. For a long time now, we see record revenue and profits every quarter, which means strong growth. Looking at the most recent Q4/25 numbers, this is poised to continue and made Microsoft the second $4 trillion company after Nvidia. Consequently, Satya Nadella as the company CEO, receives an enormous total compensation ($ 79.1M in 2024). To compare this number, the average total compensation of a Microsoft employee is $220k with a median compensation of around $192k. This is a factor of 400. And no, this is not me being jealous. Microsoft’s written down corporate values are respect, integrity, and accountability. What triggered this text is the dissonance between all this that is also evident in Satya Nadella’s mail to the employees titled “Recommitting to our why, what, and how” that got published on the corporate blog on July...
Does Creatio create a new future for enterprise software?
The news I had the pleasure of spending two days at the Creatio NoCode Days in the Ritz-Carlton in Orlando, together with customers, partners and some fellow analysts to learn about what is new and to generally learn more about Creatio itself. The event itself showed a very vibrant community of customers and partners. On topic, in a nutshell, the event was all about whether and how AI reshapes business software, its creation, deployment, use and the corresponding impact on a business’s ecosystem. Creatio reiterated its four pillars of having AI at the core, AI being actionable, creating unified data through AI and offering a composable architecture, demonstrating this with four core agents, the marketing, sales, service, and studio twins, and how they help users become more efficient. Based on these pillars, Creatio enables customers to have fast turnaround times when implementing necessary changes. This drives a high user adoption and satisfaction plus a low total cost of ownership. It also changes the role of the CIO and, equally crucial, of implementation partners. CIOs morph more into partners and advisors for the business units while implementation partners focus less on the actual implementation but on identifying the value of an implementation, therefore turning more into consultants. There have been a multitude of customers and partners – on and off stage – who shared their experiences. Extreme ones include the functional replacement of a failed CRM implementation in a mere weekend and a seven thousand seat implementation with a 100 per cent user adoption that the company attributes to the flexibility of the system and the users’ ability to (within...
You think you can’t achieve 100% CRM adoption? Try this!
During ZohoDay2025 I had the pleasure of having a conversation with Udit Pahwa, CIO of Blue Star Ltd. Blue Star is a nearly 80-year-old company, based in India, which is a leader in cooling solutions for both the residential and commercial market. The company offers a variety of cooling products, including deep freezers, air conditioners, and chillers. Solutions are provided through direct sales, channel sales, or a combination of both. Blue Star went through a series of five CRM proof of concepts, evaluations and implementation attempts with limited success before settling on Zoho CRM. Blue Star certainly has been a “burnt child” at that time. The main reason for Blue Star deciding for going with Zoho CRM is that Blue Star did not want to go for what Pahwa calls a canned solution. Zoho offered the willingness and ability to co-create a solution that is tailored to Blue Star’s needs. “They’re ready to tailor it for us. That was a big advantage” he says. Before embarking into this sixth implementation, Blue Star performed what Pahwa calls an introspection to find out why there was no adoption but, in fact, resistance. He says that “what we came to know is any CRM for a sales guy is looked upon as moral policing”. This is not terribly uncommon and can be addressed. Blue Star chose to work with a comprehensive set of three levers to drive adoption. Here you can watch the full conversation with Udit Pahwa, The company started with executive sponsorship and a top-down approach in a division that had what Pahwa calls a “visionary leader who was also...