Motorola's buying spree

>> Now, you mentioned a symbol which you required for four billion dollars and you recently just acquired Good Technologies.

>> Right.

>> It seems like you have some integration challenges ahead of you and do you have any kind of guidelines that you apply to various integrations, given that you've been at Office Depot and I see you've also been at Quaker Oats, where you did the transition into PepsiCo.

>> Right.

>> So, what advice do you have in terms of these kinds of integration challenges?

>> I think it's very important for the IT function to focus in an acquisition on what the business needs to accomplish within the first 90 days, within the first year, of the acquisition being integrated. A lot of times that has to do with organizational integration, it has to do with being able to close the books quickly, it has to do with developing the synergies, not only the cost synergies, but the sales synergies as well. And so we focus our inaudible integration work in IT very much on those four areas. Day one, you want the new organization to feel part of Motorola. Do they have a common email access? Do they have access to the intranet? Are their organizations integrated into our HR processes and systems? Typically, that's followed by the closing of the books. And a lot of times, you have integration challenges just in how the accounting processes actually occur from company to company. We're getting pretty good at this. We've done a lot of acquisitions in 2006. Of course, Symbol is the largest one, Good the most recent one, Utopia we just announced in our connected home business, and we've got a very dedicated team that repeats these processes over and over again and we learn from them each time.

==== Transcribed by Automatic Sync Technologies ====