I'm intimately involved with that. We've started to create a repeatable process for integrating companies. For example, with Symbol, you do basic things right away, like HR integration and setting up e-mail and Internet. For things like product portfolio integration and order-taking integration, we've started using business process management tools to create dialogue around where the processes of the two companies intersect and how to create revenue synergy. That has gone really well. BPM has been very helpful. We've also learned it doesn't pay to just rip out one of the ERP systems of the two companies being merged. We use parts of both ERP systems.
What does Motorola do best, and what does it most need to improve upon?
I really think having innovation at the core of the culture here is very powerful for Motorola. You see it everywhere you go, in every function, and not just R&D. It's an empowering environment to work in. [CEO] Ed Zander has made Motorola exciting and fast-paced, and it permeates the culture. If you talk to people who've been here a long time, they see an enormous difference.
In terms of improvements, the thing that makes me most crazy is the big company bureaucracy, which is not unique to Motorola. Sometimes IT people want to control everything for good reasons, such as securing company information. But the company also faces tough competing demands, especially in the consumer market. So my challenge is solving the bureaucracy and finding ways to free it up.