What are the main plans and strategies that Mike Zafirovski has adopted in order to turn Motorola around? Is he succeeding?

Prominent people are practical. They formulate change as a replacement for responding to change. Every business should prepare for variations in order to attain its final objective. Successful planning assists any business in adjusting to change by recognizing options and circumventing problems. It positions the route for the other roles of supervision and collaboration. Preparation enhances decision-making. At Motorola, Mike Zafirovski (Mike Z.) succeeded in turning the company around by following a few simple planning strategies: define the mission, set goals and objectives, develop related strategies, and follow up by monitoring the plan.

A mission is the principle of the company. It is why the company survives. Accordingly, planning starts with plainly describing the mission of the organization. The mission statement should be expansive, obvious and to the point, abbreviating what the business achieves. The mission statement can go together with a planned motive projected to express visualization for the future and an understanding of confrontations from someone in the executive offices, like Mike Z.

English: Created for the WMF strategic planning pr...

Mike and Chuck at Las Vegas conference

Mike Zafirovski at Las Vegas Conference

at Motorola. The mission that Mike Z. set forth for the company was to "achieve modest goals that appear to be within reach and gain market share across the board."

Goals and objectives are meant to link the space involving present potential and the operation. They are associated with the mission and outline the foundation for the action plans. Commonly, businesses have long-term goals for such features as return on investment, earnings per share, or size. In the case of Motorola, Mike Z wanted to reduce expenses while staying attentive to the clientele. With this he wanted to place the slightest acceptable principles or reasonable minimums. Mike Z applied definite boundaries, both clear or implied, such as "weeding out the lowest performing 10% of managers." These objectives detailed on the mission statement and comprised a...