bobgalvin motorola
TRANSCRIPT
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7/27/2019 BobGalvin Motorola
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MGTO 650N Managing Organizational Change
Bob Galvin and Motorola
Group Members:Angela Lee
Dragon Pak
Gary Wong
Peter Petrov
Suki Chan
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MGTO 650N Managing Organizational Change
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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MGTO 650N Managing Organizational Change
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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MGTO 650N Managing Organizational Change
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
http://quarknet.fnal.gov/toolkits/ati/graphics/unequal.jpg -
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MGTO 650N Managing Organizational Change
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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MGTO 650N Managing Organizational Change
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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MGTO 650N Managing Organizational Change
Evaluation of Galvins Style
(Visionary Leadership)Elements of Visionary Leadership Visions of the future
-Technology Roadmap- Promoting investment in R&D
Great inspiration
- Initiating the issue of structural reorganization Initiate action
- Fighting unfair trade practices
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MGTO 650N Managing Organizational Change
Evaluation of Galvins Style
(Visionary Leadership)cont
Setachievable goals
-Participative Management Program
Enlist the participation of others
- 3 Bears
- Sharing COO positions
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MGTO 650N Managing Organizational Change
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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MGTO 650N Managing Organizational Change
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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MGTO 650N Managing Organizational Change
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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MGTO 650N Managing Organizational Change
Threats(if we dont change)
Opportunity(if we change)
Short
Term
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?
LongTerm
Long Term Threats:
What are the threatsif 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?
Focusing on the Long Term ensures involvement beyond what canbe gained from the Short Term sense of urgency!
This matrix
helps determine
the drivingfactors behind
the changes
which can then
be used in
communicating
the need.
Threat Opportunity Matrix
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MGTO 650N Managing Organizational Change
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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MGTO 650N Managing Organizational Change
A Basic Change Model
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
As IsTo Be
G O O C
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MGTO 650N Managing Organizational Change
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.
MGTO 650N M i O i ti l Ch
http://www.motorola.com/seamless_mobility -
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MGTO 650N Managing Organizational Change
Keep stakeholders
aware and involved
in your project
Gate Reviews
Update Meetings Gallery Walks
Communication is the Key to
Overcoming Resistance
MGTO 650N M i O i ti l Ch
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MGTO 650N Managing Organizational Change
A war could have been
avoided, had SaddamHussain known better about
Arms Inspection....
MGTO 650N M i O i ti l Ch
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MGTO 650N Managing Organizational Change
MGTO 650N Managing Organizational Change
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MGTO 650N Managing Organizational Change
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
MGTO 650N Managing Organizational Change
http://www.motorola.com/seamless_mobility -
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MGTO 650N Managing Organizational Change
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 concernsAllocate resources and remove barriers
MGTO 650N Managing Organizational Change
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MGTO 650N Managing Organizational Change
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.
MGTO 650N Managing Organizational Change
http://www.motorola.com/seamless_mobility -
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MGTO 650N Managing Organizational Change
What is Stakeholder Management?
Identify
Stakeholders
Understand
Stakeholders
Influence
Stakeholders
MGTO 650N Managing Organizational Change
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MGTO 650N Managing Organizational Change
Stakeholder Management
Leadership Team:First l ink in the act ion leadership
chain
Middle Management:Second l ink in the act ion leadership
chain
Frontline Employees:Third l ink in the act ion leadership
chain
Successful Change Needs an Unbroken Leadership Chain, Top to Bottom
MGTO 650N Managing Organizational Change
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MGTO 650N Managing Organizational Change
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.
MGTO 650N Managing Organizational Change
http://www.motorola.com/seamless_mobility -
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MGTO 650N Managing Organizational Change
Major Types of Resistance
Technical Resistance: believe changes reveal inadequacyor 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 notconducive 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 toattach to the Status Quo.
MGTO 650N Managing Organizational Change
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MGTO 650N Managing Organizational Change
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
MGTO 650N Managing Organizational Change
http://www.motorola.com/seamless_mobility -
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MGTO 650N Managing Organizational Change
Sustaining Gains
Communication
Spread success stories
Replication of best practicesRewards (monetary and/or psychological) system
Continuous improvement
Control plan
MGTO 650N Managing Organizational Change
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g g g g
Initiating change in a good time
(Advantages)
Enough financing
Financial strong for correctionBasis for a future growth
Philosophy of life
change and grow or stagnate
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g g g g
Initiating change in a good time
(Difficulties)
Resistance of employees
Misunderstanding of Board of Directors
and shareholders
MGTO 650N Managing Organizational Change
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g g g g
Questions?
- Thank you!