Motorola Speaks Of The True Meaning Of Success.

Why did I fail? BobGalvin, who claimed to be a member of the shopping mall, has been feeling for more than forty years about the so-called enterprise competitiveness.

One day, when he was thinking about how to play tennis, he suddenly came up with an excellent answer.

"When I failed, I noticed that I failed because my opponent had been better trained."

From this point of view, he came up with a more important question: besides competing with competitors and competing with others, is there any other better way of competition for Motorola?

On the second day, I said to my colleague, "I think I have seen the true meaning of success.

All of us should try our best to do well and do better -- not to be an ordinary, mediocre person, but to be a good player beyond our competitors.

Motorola launched a comprehensive training program, and at last Motorola University was completed.

There is no need for any cost to learn, but this is not a word of mouth.

Although no one is against the value of learning, many people think that the cost of learning is too high.

Galvin doesn't think so.

He said: "my position is that learning does not require any cost. I am not making a fool of myself, but thinking carefully before making such a judgement."

Although the initial investment cost about $40 million, he is convinced that the rewards are enormous.

Galvin has also improved Motorola's knowledge advantage through other ways.

He borrowed from a practice of the US government, which later became a common practice in the industry: the establishment of an intelligence department.

He even hired CIA intelligence personnel to create this organization and formed a team of "professional knowledge recipients".

The value of this team to Motorola and Galvin is immeasurable.

"They know more about the Internet than the founders of the Internet.

They know better what the Internet can do for mankind.

Of course, in this process of positive knowledge acquisition, the key is to avoid "information overload".

When Motorola managers are ready to open the Japanese market, it does constitute a big problem.

When the team looked up from a lot of information and began to focus on the core issues, a breakthrough emerged.

"What the Japanese really admire is strength."

Galvin said.

"Later, we knew that we should concentrate our efforts on opening the Japanese market, otherwise we would probably be totally annihilated."

It is not easy to focus on core knowledge by creating and practicing.

However, Galvin believes that this is just like a lot of creative solutions, which is a skill that can be mastered. He even said that this is a kind of "professional skill".

More than 40 years ago, he began to consider how to carry out creative thinking. He used AlexOsborn's applied imagination.

Like many learned skills, creativity requires practice.

What Galvin pays attention to is practice.

"I am learning almost instinctively.

If I walk along the street, I will be inspired.

Perhaps these inspirations do not have much effect on me, but at least I am in sports.

I am practicing.

Now, Galvin is trying to impart all this skill to all the leaders of Motorola.

This is not surprising.

"We are directing the above managers of the company middle managers directly. Only in this way can they have a better understanding of creative thinking."

It is also important for them to learn to use it quickly.

Galvin explains this: "we should be brave.

If we do not leave a legacy, if we do not use our knowledge to create something different and better, then we will lose our job.

Because that's what we do.

We are leaders.