Case Study 2

1). Galvin’s officer meeting speech was intended to have a “feel good” inspirational context for all the participants and ensured not to praise any one division. Galvin identified early on that Motorola’s focus on sustaining innovation or creating disruptive innovation would change from a vision to that of reality as the competitive market was changing faster than Motorola could sustain. Galvan’s intention was to reposition the company on a path of renewed competitiveness with the now known threat from Japanese manufacturers. The speech was stated in such a way to motivate the unwilling for change by inspiring all of the officers to attain higher standards of leadership. Galvin stated “… a leader’s prime responsibility is not to decide or direct, but to create and maintain an evocative situation, stimulating an atmosphere…” (Jick & Peiperl, 2003, p. 124). Galvin thought that by implying witness to some officers having a “flame of future leadership” (Jick & Peiperl, 2003, p. 124), this could materialize into his dream of Motorola renewing the competitive edge that was now starting to diminish.

2). Based on the reaction from the officers meeting which was peppered with confusion and no direction. Galvin was under the assumption that the officers would be enthusiastic with his ideas but instead was faced with their uncertainty of what his future vision was. Galvin simply stated a brief indefinable direction, which essentially put officers into a tailspin. Galvin will need to set-up another meeting and focus on the eight-stage process for creating change. During this meeting he should 1) establish a sense of urgency by reviewing its competitive market and highlighting threats like TI and Intel. 2) Create a guiding coalition with the “three bears” and other high-ranking officers to work together and ensure the voice, style, and direction are as one. 3) Develop a vision and strategy to direct where the change effort is leading. 4) Communicate the change...