Motorola Integrated Supply Chain (ISC) Motorola Integrated Supply Chain (ISC) Communication Plan

Motorola Integrated Supply Chain (ISC)

MotorolaIntegrated Supply Chain (ISC)Communication Plan


Communication Objective

Build understanding of, and support for, the new Integrated Supply Chain (ISC) organization among target audiences.


Motorola has surpassed its competition on the traditional supply chain metrics while developing and deploying the processes and systems that have enabled the corporation’s delivery and fulfillment approach to become the envy of the industry. Motorola’s supply chain organization is ranked #1 by AMR!

Our Vision


Delivering “seamless mobility solutions” to our customers by focusing on our Top 6 Priorities and 4 Key Behaviors

Our Mission


• Execution Excellence• Deep Supplier Relationships• Manufacturing and Logistics Optimization• Quality Renewal• Common Leveraged IT Solutions• Organization Efficiency

Supply Chain’s Top 6 Priorities


• Sense of Urgency Entirely new way of doing business – everyone is

impacted Essential to increase our competitiveness and customer

satisfaction Huge driver of company success going forward Place to be for excitement, career development and the

opportunity to be a change agent

• We are turning the ISC organization on its side and looking at it completely differently!

• Motorola will be the #1 supply chain organization in the industry … and in the world!

Themes


High-performance Culture High-performance environment that demonstrates the “One

Motorola” thinking required for seamless mobility ISC team will model 4 Key Behaviors:

Straight Talk Unbridled Enthusiasm Righteous Indignation Innovation

Supply Chain DNA Manage the effectiveness needs of the businesses and efficiency

needs of Motorola: We are the glue! Establish maniacal focus on delivering results Teach team to think strategically re: how ISC can grow businesses Champion of “One Motorola” Elevate Supply Chain as a profession Proactive messaging: Communicate, communicate, communicate!

Themes


Engage Employees Build world-class communication team Establish communication vehicles and internal policies/processes Instill culture (i.e., High Performance, Supply Chain DNA) Develop communication cascade, including:

“Straight Talk with Stu” (bi-weekly email message) Quarterly virtual town halls (“Straight Talk Live” broadcast led by

Stu … Q&A with Stu and ISC leadership) Launch quarterly (local) town hall process Build world-class intranet presence, embellishing special

features that demonstrate/reinforce Motorola values and ISC priorities

Engagement survey action planning: Identify 2-3 key issues to address – “We will respond better than anyone else!” Enhancing our communication effectiveness with all employees Clarifying roles in the new supply chain

Highlights


• Build World-class Communication Team– Create vision, create strategy, identify program dollars

• Basic Tools– Connect with HR, C&PA across business/regions– Establish communication/approval processes– ISC overview deck

• ISC Senior Leadership Team– Assess business goals and communication objectives

Internal Communication Focus Areas


• Establish Communication Policies/Processes– Standard templates for announcements, etc.– Establish process to ensure message consistency across

organization

• Increase ISC Visibility Across Motorola– Pitch stories to Motorola Headline News and “story spinner” on

Motorola corporate intranet portal (my.mot.com)

• Roll Out Major Initiatives– Motorola values– i’MOTO campaign– Engagement survey: “We will respond better than anyone else!” – INTROMOTO: New-employee, web-based orientation (Stu

welcome message video; business content)



• “Straight Talk with Stu” (bi-weekly email message)– Create editorial calendar – Create new template footer (links to “Ask Stu” email)

• “Straight Talk Live” Broadcast (Led by Stu … Q&A with Stu and ISC leadership)

– Schedule, identify content and distribute invitations – Review employee questions from previous broadcast

and identify themes– Create process document to guide preparation– Create and distribute post-event survey



• Quarterly Town Halls– Assess status of town halls via ISC leadership team,

HR – Identify leaders, identify subject matter experts for slide

content, develop calendar, slide template, cover note, tip of the quarter, employee hot button, metrics

– Conduct globally during two-week window after quarterly earnings release

• ISC Leadership Summit– Establish objectives, agenda, attendees and venue– Create content



• Build World-class Intranet Presence– Develop strategy for world-class website: the source of

information for all ISC professionals with web access – Initial meeting with IT Leader Cathie Kozik to establish priorities

• Phase I: Create “News & Information” – ISC leadership team bios and headshots updated and posted – Process for “Straight Talk” and org. announcements posted– Demonstrate/reinforce Motorola values and ISC priorities

• (1) Examples of 4 Key Behaviors and Motorola’s new values; (2) “6 Questions” for ISC Leadership; (3) ISC organization profiles

– Tracking where Stu and his leadership team have visited– Highlight opportunities for better collaboration across ISC– Create process and guidelines for local contacts to share digital

pictures/captions to post, especially when ISC leaders visit



• Phase I: Create “News & Information” (continued)– Employee recognition– Develop process for “Ask Stu” responses, including legal approval– Ensure each major facility has a face/presence– Incorporate analyst quotes– Create editorial calendar and refresh content weekly– Publish monthly marketing pieces, etc. – Measurement = annual survey

• Phase II:– Maintain Phase I framework– Establish next-level wiki pages for business and functional teams– Identify content champions for remaining areas– Further enhance governance structure and related processes– Publish monthly marketing pieces, etc. – Measurement = annual survey



• External Communication– Issue message to all ISC re: media/investor relations

policies– Identify dailies and subscribe– Identify trade publications to target, subscribe to and

pursue– Identify conferences to keynote and pursue – Determine need for spokesperson training– Create ISC Fact Sheet

External Focus Areas


• Creating a Strategic Manufacturing Footprint– Partner with HR to develop consistency in internal/external

communication materials– Provide support by reviewing internal/external materials (e.g.,

communication plans, FAQs, Q&As, standby statements, strategic positioning)

– Develop key umbrella messaging for consistency– Serve as Supply Chain liaison between business, HR, investor

relations, legal and Communications & Public Affairs (C&PA)

• Supplier Communication– Ensure consistent messaging– Identify appropriate Supplier Conference “coverage” (e.g., photos,

quotes, etc.) for ISC intranet– Update supplier communication policy

External Focus Areas


Inform External Audiences Establish consistent messages Develop policies/processes for customers, media and

suppliers

Identify Keynote Speaking Opportunities

Assess Industry Trade Publications; Identify Top Tier

Highlights


Build on … Motorola Financial Analyst Meeting presentation and

continue to develop ISC storyline Media and trade publication, as well as speaking

engagement inquiries strategically

Plan Going Forward Create and maintain consistent storyline and key

messages Partner with Motorola investor relations and industry

analyst relations when responding to analyst inquiries Partner with Motorola corporate media relations team

when responding to media inquiries

Highlights


• The ISC leadership team is pumped!

• We will contribute to Motorola’s profitability and support its growth!

• We will be an organization that attracts, develops and engages great talent.

• Motorola’s supply chain organization is going to make history!

• We will be the #1 Supply Chain … period!

Bottom Line …

Documents

Motorola Integrated Supply Chain (ISC) Motorola Integrated Supply Chain (ISC) Communication Plan