Bob Galvin and Motorola

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Bob Galvin and Motorola

• Group Members
• Angela Lee
• Dragon Pak
• Gary Wong
• Peter Petrov
• Suki Chan

2
Our team analysis approach

• Galvin's missions but no Vision
• Evaluation of Galvin's delivery
• Internal response to the speech
• Can we do it better?
• When should we Do it? Good Time? Bad Time?

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Galvin's missions but no VISION

• Mission
• Simpler Organization structure with direct ties
  to the customers
• Bring management to market/consumer
• Smaller, sharp focused business units
• Decrease layers of management
• Where does this lead to ?
• Nowhere

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No Vision but more effective?

• Galvin is still struggling with the vision of
  future Motorola
• More effective running of business
  change Motorola
• From Christensen Claytons central analysis,
• more effective running business cycles without
  clear central strategy always lead to faster and
  disastrous downfall of large corporate

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Hewlett-Packard lesson

• Carly Fiorina mission failed and fired
• Confused central strategy
• HP Printer ? PC maker? or
• Carly Fiorina thought
• HP Printer PC
• 5 years later, mission failed and kicked out
• HP share drops 80 20
  

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Evaluation of Galvins Style(Initiating Change)

• Authoritarian
• - Thought he could turn the corporation
  up-side- down
• - Thought everyone would follow with no
  questions
• Did not structure the change
• Did not communicate it
• Got no support

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Evaluation of Galvins Style(Visionary
Leadership)

• Elements of Visionary Leadership
• Visions of the future
• - Technology Roadmap
• - Promoting investment in RD
• Great inspiration
• - Initiating the issue of structural
  reorganization
• Initiate action
• - Fighting unfair trade practices

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Evaluation of Galvins Style(Visionary
Leadership) cont

• Set achievable goals
• - Participative Management Program
• Enlist the participation of others
• - 3 Bears
• - Sharing COO positions

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Impacts After The Speech

• May have few supporters
• Most left the hall with a fear of unknown
• Feeling being treated unfairly
• Surprise and confusion more than eagerness

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What should be done next?

• Create a Burning Platform
• Clearly state the vision (a road map)
• Well-communicate the burning platform and the
  vision (Campaign, workshop..etc.)
• Put together a critical mass of Change Agent
• Top-down approach. Leaders Walk the Talk
• Identification and managment of resistance
  (structural, political, cultural and technical)
• Sustain gains on successful changes.

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Burning Platform

• Significant culture change begins with the
  creation of a burning platform, a compelling
  vision of why change is needed
• An enterprise can not move forward unless the
  need for change is clearly established

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Threat Opportunity Matrix
Threats(if we dont change) Opportunity (if we change)
ShortTerm Short Term Threats What are the threats if the project does not happen / if we do not do the project? Short Term Opportunities What are the short term opportunities with the proposed project?
Long Term Long Term Threats What are the threats if the project does not happen / if we do not do the project? Long Term Opportunities What are the long term opportunities with the proposed project?
This matrix helps determine the driving factors
behind the changes which can then be used in
communicating the need.
Focusing on the Long Term ensures involvement
beyond what can be gained from the Short Term
sense of urgency!
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What should be done next?

• Create a Burning Platform
• Clearly state the vision (a road map)
• Well-communicate the burning platform and the
  vision (Campaign, workshop..etc.)
• Put together a critical mass of Change Agent
• Top-down approach. Leaders Walk the Talk
• Identification and managment of resistance
  (structural, political, cultural and technical)
• Sustain gains on successful changes..

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A Basic Change Model
To Be
As Is
TransitionState

• Change can cause a mixture of thoughts and
  emotions
• Excitement
• Yearning for the past
• Unfocused energy
• Productivity dipremember, the dip is going to
  happen, however the objective is to lessen
  the dip, not remove all the pain

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What should be done next?

• Create a Burning Platform
• Clearly state the vision (a road map)
• Well-communicate the burning platform and the
  vision (Campaign, workshop..etc.)
• Top-down approach. Leaders Walk the Talk and
  put together a critical mass of Change Agents
• Identifify Stakeholders for the change
• Identification and managment of resistance
  (structural, political, cultural and technical)
• Sustain gains on successful changes.

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Communication is the Key to Overcoming Resistance

• Keep stakeholders aware and involved in your
  project
• Gate Reviews
• Update Meetings
• Gallery Walks

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A war could have been avoided, had Saddam Hussain
known better about Arms Inspection....
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(No Transcript)
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What should be done next?

• Create a Burning Platform
• Clearly state the vision (a road map)
• Well-communicate the burning platform and the
  vision (Campaign, workshop..etc.)
• Top-down approach. Leaders Walk the Talk and
  put together a critical mass of Change Agents
• Identifify and leverage on Stakeholders to
  maximize change efforts
• Identification and managment of resistance
  (structural, political, cultural and technical)
• Sustain gains on successful changes

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Leaders Committment

• Highly visible
• Involve senior management
• Serve as role models - Walk the Talk
• Be consistent with message with the
  organizations visions, goals and expectations
• Listen and address concerns
• Allocate resources and remove barriers

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What should be done next?

• Create a Burning Platform
• Clearly state the vision (a road map)
• Well-communicate the burning platform and the
  vision (Campaign, workshop..etc.)
• Top-down approach. Leaders Walk the Talk and
  put together a critical mass of Change Agents
• Identifify and leverage on Stakeholders to
  maximize change efforts
• Identification and managment of resistance
  (structural, political, cultural and technical)
• Sustain gains on successful changes.

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What is Stakeholder Management?
Identify Stakeholders Understand
Stakeholders Influence Stakeholders
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Stakeholder Management
Leadership Team First link in the action
leadershipchain
Middle Management Second link in the action
leadership chain
Frontline Employees Third link in the action
leadership chain
Successful Change Needs an Unbroken Leadership
Chain, Top to Bottom
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What should be done next?

• Create a Burning Platform
• Clearly state the vision (a road map)
• Well-communicate the burning platform and the
  vision (Campaign, workshop..etc.)
• Top-down approach. Leaders Walk the Talk and
  put together a critical mass of Change Agents
• Identifify and leverage on Stakeholders to
  maximize change efforts
• Identification and managment of resistance
  (structural, political, cultural and technical)
• Sustain gains on successful changes.

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Major Types of Resistance

• Technical Resistance believe changes reveal
  inadequacy or stupidity on business and process
  knowledge
• Political Resistance see change (or any
  restructuring as a re-shuffle (and possibly loss
  of power and control )
• Structural Resistance Organization structure is
  not conducive to change (e.g. rigidly structured
  hierarchy that does not encourage collaboration
  and/or communication)
• Cultural Resistance Deeply entrenched beliefs,
  assumptions, patterns of behaviours. It is human
  nature to attach to the Status Quo.

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What should be done next?

• Create a Burning Platform
• Clearly state the vision (a road map)
• Well-communicate the burning platform and the
  vision (Campaign, workshop..etc.)
• Top-down approach. Leaders Walk the Talk and
  put together a critical mass of Change Agents
• Identifify and leverage on Stakeholders to
  maximize change efforts
• Identification and managment of resistance
  (structural, political, cultural and technical)
• Sustain gains on successful changes

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Sustaining Gains

• Communication
• Spread success stories
• Replication of best practices
• Rewards (monetary and/or psychological) system
• Continuous improvement
• Control plan

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Initiating change in a good time(Advantages)

• Enough financing
• Financial strong for correction
• Basis for a future growth
• Philosophy of life
• change and grow or stagnate

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Initiating change in a good time(Difficulties)

• Resistance of employees
• Misunderstanding of Board of Directors and
  shareholders

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Questions? - Thank
you!