What are the big challenges facing the company?
They need to operate and behave like a fast, execution-minded, results-oriented, accountable-type organisation. They need to, as you said, define (themselves). When you say "Microsoft", you don't think "Xbox". It is a software company. The same thing with Cisco, the same thing with IBM.
We did the same thing at Sun. In the early '90s we had these operating companies. One of the things I did in 1995 was to define Sun around the Internet and Internet computing. I think that led to a lot of our success. (The old structure) was good for '91, '92 because it let us get into services and software, but it ended up being a real mess because guys like you ended up defining Sun by SunSoft and SNCC and all those other weird names and logos. Sun didn't mean anything anymore.
The important thing here is that we've got to get "Motorola" to mean something. I don't know what that is yet. I know it is somewhere in the world of communications. I look at that M logo every day now, and I think "mobility". These guys really understand mobile communications. But I don't know if that M is mobility or wireless or digital convergence.
Then there are the other businesses. The government business is a multibillion-dollar business. Every government in the world -- security, police, fire -- uses Motorola. The auto industry is an awesome business.
And the mobile phone business would be phenomenal today. It's great stuff, but it just should have been there sooner. The execution in the handset business, if it were a little better off, that would be an awesome business.
They've decided to spin off the semiconductor business, and we will do that from time to time. Some things will be spun; some things will be acquired. The important thing about building a great company is defining what you are good at.
What are your three top priorities right now?
It's -- and I'm not trying to put you off -- but it's learn, listen and communication. Just before I came (to this interview), I spoke to 400 VPs, and they don't want to hear what my priorities are, because I have no credibility. They want to hear my style and what I value -- it is all the mushy stuff. I've got to first sit down and take a PhD in Motorola and then I will be able to size up "Are we in the right business?" Today was the first time I was in the building and saw where the bathroom was. You've got to get that information first.
