Kokokoko

1. How effective was Ko in defining and framing a vision for Motorola Penang? In what ways were her efforts similar to and different from the example of Charles Schwab cited earlier?

* How did Ko resolve the dilemma of where visions come from? Where did she find her vision?

S.K. had a very aggressive and challenging vision for the future of the Motorola Penang facility and she struggled with the most effective way of making that vision reality. She engaged many of her top team in discussions about the challenges of the future of the facility, but they still looked to her as the leader and wanted to hear her vision of the future. Ko had many specific and concrete ideas but did not want to seem to be imposing them on the group—and, she was not totally convinced that her ideas were the appropriate and best ones. She very much wanted to get the most involvement possible from her team to ensure all relevant information was considered and to ensure buy-in and commitment from the team that would be tasked with making the vision a reality. But, she was also anxious to move forward; at the same time she was getting ever more pressure from her team to “take the lead” and share her vision.

* We cited doorman and jigsaw puzzle metaphors when describing how different leaders see themselves. Do either of these metaphors seem relevant to Ko?’

Yes, I think so. Ko Encourage people to work in teams, to teach each other, to think about how to do better. Get to know your people. Constantly share your vision and thoughts with them. Encourage people to recommend new ideas. Give your managers challenges and let them rise to these challenges and treat people with respect, as she would treat her own family. No yelling, no shouting, no finger pointing. Give visible rewards for achievers. Create enthusiasm. Share every success story to her employee.

2. Evaluate the content dimensions of Ko’s vision work at Motorola Penang. How did she do with:

* Making the case of change: She...