Textbook: Becoming A Master Manager: A Competing Values Approach
Assignment: ANALYSIS S. K. Ko: The Reluctant Visionary
Date: Aug 25, 2013

1. 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 struggled with the most effective way of making her vision a reality. 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. 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 importance of the knowledge, and advances in technology.

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. He took the rains and made his vision a reality.

* We cited doorman and jigsaw puzzle metaphors when describing how different leaders see themselves. Do either of these metaphors seem relevant to Ko?

I believe the she had a late start in communicating her vision; however after involving her top managers she later converted