Motorola, a leader in semiconductors and telecommunications, have begun an ambitious program of renovation in the early 1980s, which led to significant improvements in the quality of the company, and the cycle of growth. Much of this progress has been attributed to increased investment in skills and mechanisms that promote collaborative teams to work on continuous improvement projects. In 1994, the top management is to promote a corporate expansion initiatives that will contribute to an unprecedented downward delegation of authority. With a very ambitious global growth, Motorola aims to be "the best corporation in the world," with the organization, which was both more flexible and dedicated participation and continuous improvement. The case focuses on the role of the CEO in promoting corporate initiatives, while maintaining the $ 17 billion a decentralized structure of the corporation. "Hide
by Janis L. Gaughan, Shoshana Zuboff, Gloria Schuck Source: Harvard Business School 15 pages. Publication Date: May 11, 1994. Prod. #: 494140-PDF-ENG
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