Motorola had such a complex hierarchy of management employees had no idea who was in charge of what operation. The many layers of management were a downfall for the corporation. It was difficult to commit to making any kind of decisions and ultimately inefficient and ineffective for employees and production. Also, lurking was Japanese competition. Japan was creating and selling new technology faster and cheaper than that of Motorola. Bob Galvin was about leave his legacy in turmoil if nothing was done. Definitive decisions need to be made instead of reiterating the problems with no solution. Motorola had many internal and external factors contributing to their assets, and flaws. All leaving room for growth and expansion by focusing on where there were opportunities to learn from and what was threatening to the company.
* Employee Focus
* Strong managerial succession plans
* Commitment to education of management and employees
* Variety of products
* Brand recognition
* Fail in chain management
* Unrecognized potential of Asian Market
* Products lack...