Motorola Initiation of Change “A change leader looks for change, knows how to find the right changes and knows how to make them effective both outside the organization and inside it - Motorola Reasearch introduction. ” From “Management Challenges for the 21st Century” by Peter F. Drucker Companies need to be flexible and innovative in the ways in which they deal with the unfamiliar situations they often find themselves in. We are in a time of great change. The reality of yesterday proves wrong today, and nobody really knows what will be the truth tomorrow.
Organizational change is the implementation of new procedures or technologies intended to realign an organization with the changing demands of its business environment, or to capitalize on business opportunities. Managing change is an integral part of every manager’s job. There are both external and internal forces that constrain managers and bring about the need for change. External Forces: * India became the Headquarters for High Growth Markets * The market dynamics was chaotic. India was to be the world economic giant by 2020 as suggested by the Goldman Sachs Report, 2007.
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* The talent pool of telecom engineers was being fished by the leading players in the market, namely, Nokia and Samsung. India was the happening place for telecom sector * Suddenly, there was a realization that the Indian telecom market was the fastest growing market in the world. The entire focus of Motorola Inc. started shifting back to India. It had to move fast. even faster than the competition. * Motorola considered India to be very strategic from two perspectives. firstly, as a development hub and secondly, as a market. Internal Forces: * The HR team had only two members .
Raghuram Reddam, the HR Director, who was with Motorola since 1996, and a fresh management recruit designated as the HR Manager. Together they thought of innovative ways to recognize the talent pool. Their focus was on how to implement the HR Vision and Mission * The strong focus was on employee growth, happiness, involvement, and high energy. * With so much of action happening, there was no time for growth and career planning of employees. * The systems and processes were not clear. It was towards the end of 2006 that MDB focused on capability building of its employees.
* It established a Sales Academy to train and hone their skills. Three-day workshops were conducted for various functional areas like service, field engineering, product marketing, marketing, sales, and finance. OD-focused functional interventions were carried out. * Diagnostic exercises were conducted with leaders to find out the vision they had for their team, the various tools of engagement they need to employ, and how they wanted the execution to happen. All this was not forced upon the leader. If a particular function did not desire or the leader was not ready, such measures were pulled back.
The Manager as a Change Agent: * On January 5, 2004, Edward J Zander was selected as the Chairman and Chief Executive Officer of Motorola Inc. , by the Motorola board of directors. He succeeded Chris Galvin who retired in September of 2003 as the Head of the electronics giant, ending a three generation reign of his family. * Zander successfully reorganized the company, oversaw the introduction of several exciting new products, and sharpened Motorola’s focus on innovation and operational efficiency. * While building Motorola’s strategy in Asia, Zander focused on the high-growth markets (HGMs).
* A core team was created to harness the India factor * On August 22, 2005, Zander, announced that the company had established India as its headquarter for the High Growth Markets (HGM) because of the country’s strategic importance to Motorola’s global operations and the highest growth rate and potential within the identified HGMs and the geographic advantage. The Personal Communications Division of Motorola India was rechristened as the Mobile Devices Business (MDB). Motivation * The strong focus was on employee growth, happiness, involvement,and high energy. It was the trajectory of growth that kept them motivated.
* The career prospects attracted employees to Motorola. Recognition for theirefforts kept the employees further engaged and energized. * The team was very lean with people having multiple accountability and responsibilities. * The growth was happening exponentially. This achievement was so exciting that it kept the employees fully engaged. * Motorola had an enabling culture. It was one company which supported flexi-timing, telecommuting, and fun at work. * Working at Motorola meant a 24×7 job, where speed and delivery at any cost were the biblical words, to be honoured under any circumstances. a culture which motivated them to perform.
Lack of formally established systems was in fact a supporter instead of being a barrier. An employee felt like a new entrepreneur willing to work, willing to perform, full of zeal and energy. * To further build the capability and the competency, the HR team founded the Bravo Awards to recognize and reward employees for their outstanding performance during each quarter. The rewards included cash prizes, certificates of merit, and recognition from the General Manager, etc. The identification of an outstanding performer was based on performance and behaviour like sheer hard work, high team collaboration, and so on.