How effective was Ko in defining and framing a vision for Motorola Penang? In what ways were her efforts similar to and different from the example of Charles Schwab citied earlier?
How did Ko resolve the dilemma of where visions come from? Where did she find her vision?
S. K. Ko had a very aggressive and challenging vision for Motorola Penang. She struggled with the most effective way of making that vision a reality. Ideal vision is something that inspires and directs people. There is always a tension for a leader when it comes to giving and receiving a vision. She engaged many of her top team in discussions about the challenges of the future of the facility. She had many specific and concrete ideas but didn’t want to seem to be imposing them on the group. She wanted to get most involvement possible to ensure all relevant information was considered that would be tasked with making the vision a reality. Ko’s philosophy reflects a positive, familial, celebrate every accomplishment kind of work environment. She saw technology as a two sided coin that would eliminate low skill job at the same time that it brought new opportunities. She was committed to rapidly moving Motorola Penang to produce more complex systems products, creating an increased demand for technicians and engineers and potentially less demand for unskilled operators. Besides Charles Schawb anticipated a need in the middle class. His vision led him the unique path. It took his organization to places other organizations could not go. When market conditions change, he adjusts its business model and tactics. His original vision was to build a company driven by the best interests of its clients and their long term financial security.
Ko treated her people with respect. No yelling, no shouting, no finger pointing. Always gave visible rewards for achievers. She shared every success story. She preached the