The innovative organization: doing more vs knowing more

Purpose – The purpose of this paper is to contrast “doing more” and “knowing more” corporations. The paper sheds light on what makes a corporation competitive in the marketplace. Design/methodology/approach – The paper discusses the concept of “doing more”, as exemplified in practice by Microsoft under the leadership of Steve Ballmer. The paper relies on recent debates on Microsoft to make its point. Findings – Based on a survey of the current literature on Microsoft and its CEO, the paper demonstrates that only corporations that are innovative and shape the competition landscape are able to make a difference in the marketplace and significantly alter the competition equation. Originality/value – The paper reflects on the state of Microsoft and what has led to its inability to recognize key shifts in technology and customers' expectations. The paper sets the stage for a better understanding of corporations that are about “doing more” and those which focus on reinventing themselves and their industry by being about “knowing more”.