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

    http://www.motorola.com/seamless_mobility
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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

    http://www.motorola.com/seamless_mobility
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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

    http://www.motorola.com/seamless_mobility
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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.

    http://www.motorola.com/seamless_mobility
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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..

    http://www.motorola.com/seamless_mobility
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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

    http://www.motorola.com/seamless_mobility
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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

    http://www.motorola.com/seamless_mobility
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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

    MGTO 650N Managing Organizational Change

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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!