The Campaign Orchestrator assumes overall responsibility for the success of a campaign.
What does it take to overwhelm the enormous bureaucratic inertia of an organization and move rapidly towards the new vision or strategy?
All earthly things have a beginning and an end. Yet few leaders spend effort planning the end game—despite ample evidence that it is critically important.
years, Motorola had been organized into separate product lines: a paging unit, a two-way radio unit, a cell phone unit, a cellular infrastructure unit and a satellite unit. The problem with this structure was that the market, driven by demand for mobile communications, was changing very rapidly and Motorola was having difficulty meeting the changing needs of its major customers. These customers were consolidating and, at the same time, were looking for more integrated communication solutions.
Meanwhile, demand was exploding, competition was intensifying and end-user expectations were increasing. People wanted cheaper, smaller, and more universal devices. They no longer wanted to carry around multiple personal productivity devices—a pager, a cell phone, a palm top computer—to meet their mobility needs. They wanted these devices and the related services to be integrated.
But Motorola had an organizational problem. Because the product lines were effectively operational silos, it was difficult if not impossible to offer customers an integrated solution. So the decision was made to create a fully integrated business unit—the Communications Enterprise—that would bring everything together.
Sandy Ogg, Corporate Vice President and Director of the company’s Office of Leadership, was part of the founding leadership team of the new organization.
Deciding to create the Communications Enterprise group was the easy part. Making change happen was a challenge that required a rapid, massive change management effort. After consulting with us, Ogg decided to apply many of the concepts presented in our book, Winning In FastTime. Sandy recalls his thought process:
While Motorola is, by organizational standards, quite large with 80,000 employees and $22 billion in sales. What are some of the big leverage points (Centers of Gravity) in a system like that? We identified leaders, core business processes and structure, and big revenue hitters and cost drivers as priorities.
Our next step was to develop five parallel campaigns with enough energy and focus to overwhelm the leverage points in an integrated way. The key was to have the campaigns tightly focused and not just have a bunch of initiatives. We had a few big ones designed to overwhelm the system.
How does Motorola—or any company—go about organizing such an effort? The answer is to commission campaign teams. The first step is to select a Campaign Orchestrator.
