Motorola Company is a large company that has penetrated the US market and thus holds a decent market share. However, some controversies had led Motorola to lose its glory where its customers had abandoned it, complaints were increasing and it was moving very slowly in digital production. Motorola had a terrible culture involving internal rivalry and internal competition. Divisions within the company were competing with each other instead of working together in investments and exchanging ideas in production. Their culture was too engineering-driven, and Galvin, the company's CEO, believed that this culture was not aligned with the company's goals and vision (Georgia, 1998). A change was needed and Galvin was working furiously to get Motorola back on its feet. Motorola needed to be resurrected in order to be recognized as much as customers wanted it to be in the past. Galvin wanted to ensure that divisions within the company worked together to produce something of great value. He wanted to discourage the culture of internal competition. Galvin wanted to become an imp...