Main plans to turn Motorola around Essay Example | Topics and Well Written Essays - 750 words

Main plans to turn Motorola around - Essay ExampleAs set forth by Crockett and Reinhardt, the first element of his plan was to bolster management, by reviewing performance and consequently firing the bottom 10% of managers. He then targeted the product line for new development deep down the mobile phone and semiconductor departments. When Zafirovski came to the company, Motorola had a wide variety of products distributed among its six businesses. His third move was to reevaluate the portfolio with the objective of determining whether the company should retain all of the businesses or reposition the mix. With those operational and product strategies piteous forward, he turned to fiscal concerns. In an obvious move for a company with financial troubles, he sought to cut costs. By reducing the workforce, shutting down some factories, and trimming the number of cadre phone platforms, he increase the cash flow of the organization. Finally, he targeted the companys long-term debt for r eduction (58). By employing these tailfin broad strategies, Zafirovski was able to increase performance and product lines, focus his team on what was working, and increase the cash-flow and hoggish profit margins of the organization.As a member of the board of Motorola, the first question is how I would approach the hiring of a successor. With Zafirovskis duties being transferred to the CEO for the moment (Haley 1), it is important that the board move swiftly to replace the operations officer. That said, however, date planning is an ongoing and complex endeavor that is necessarily broad in scope. It therefore presents significant barriers to both(prenominal) implementation and long-term maintenance (Bowley, 6). The board cannot afford to rush the process and take the chance of displace the wrong person in such a observe position. Zafirovskis tumesce-planned moves put Motorola into a state of proper transition, and the right candidate must be able to consolidate the internal an external relationships of the company. Using key industry contacts and networking with other members of the business community, I would conduct research into finding a pool of suffice candidates. Once I had identified five or six qualified and available people, I would dictate in-depth interviews with them to determine their compatibility with the CEO, mid-level management, and all strategic partners of Motorola. I would also ascertain the candidates management philosophy and style, as well as ask their opinions of Zafirovskis strategies. I would request that they confirm whether they would maintain the focus set by Zafirovski or, if not, what their strategies powerfulness be. Predicated upon the answers I received, I would vote to hire the candidate that presented the best mix of strengths within the parameters I had set.As to keeping Zafirovskis reforms, my answer is an unqualified yes. In two years, his strategies had turned the company around from losses to profits, and po sitioned Motorola forrader of some of its key competitors, Lucent Technologies and LM Ericsson (Crockett and Reinhardt, 58). The shareholders of the company have to be happy with that