13Introduction
corporate product portfolios and roadmaps. In contrast to IBM’s famed shootout exercise between
competing technologies, products, or solutions, Motorola had no structured process for managing
internal competition. Without a formal process, wannabes and losers lingered around while winners
failed to reach critical mass. Many redundant initiatives consumed vital resources while critical
programs languished, and obvious if unexciting opportunities were ignored altogether. Everyone
was too busy doing his or her own thing to notice that this company was in trouble. Motorola was
dissolving into chaos.
By 1997, legacy practices were clearly getting entrenched within Motorola with detrimental
effect on its focus on market realities and ...