Portal de Periódicos da CAPES

A CEO's Perspective - Making Innovation Work

2010; Emerald Publishing Limited; Volume: 2; Issue: 1 Linguagem: Inglês

10.1260/1757-2223.2.1.47

1757-2231

Chris Galvin,

Business Strategy and Innovation

During 2001-2003, it wasn’t easy to lead Motorola's painful restructuring worldwide, but simultaneously, it was a delight for me to lead innovation in my role as CEO, partnering closely with a spectacularly imaginative team of Motorola innovators then. We created the vast array of Motorola’s new products that sold so well and gained market share in 2004-2006, including the RAZR, which was completed in 2003. Global technology buyers purchase greater quantities and pay much higher prices for breakthrough innovation in new products. The RAZR and the GSM V series phones became two of the top five mobile phone sellers ever at $150-$200 or higher price point. High innovation pays off. Just like Apple Inc. produces terrific financial results today, Motorola, back then, doubled Mobile Devices sales from $11 billion to $28 billion, gained 8% global market share to 22%, and more than quintupled earnings, from $500 million to $2.7 billion from 2003 to 2006.