A course for engineers at the creativity incubator at Motorola Israel

Get the development engineers to talk and open up in a concentrated course as part of the creativity incubator of Motorola-Solutions in Israel

Motorola Solutions required us to do one of the most demanding, intensive and thorough courses that any organization has asked us to do: 25 group meetings, three instructors, Hebrew and English, and a closing event as a debate event for the graduates of the program in front of the company's management. There are not many organizations that invest so much in their employees. But that's the thing about Motorola's creativity incubator!

The incubator of creativity is the patrol of the Israeli development center and does the creative and strange things that bring solutions to impossible problems. The engineers and scientists at the center must present complex problems and even more complex solutions to customers from the military, security and technology fields in Israel and around the world. Many times their presentations affect tens and hundreds of millions of dollars - and sometimes also human lives and national security. In short, it is important that they know how to present a position well!

Closing event: organizational debate with senior management

As a particularly creative organization, the incubator decided that the final event would be a debate of the program participants in the presence of the company's management. The goal was twofold: also to create pressure on the participants to simulate the difficulty in the 'real world'. Both to reveal the center's activities to the company's management and to produce a more in-depth intra-organizational dialogue that will contribute to solving organizational problems.

The topic decided for the debate was for and against moving the development center from its location in Airport City to a new location in central Tel Aviv. The management of the company debated a lot on the same issue at that time, and it was important for them to hear the variety of opinions of the employees. Debate was an excellent way to get the employees to present their opinions - for and against - in a reasoned way.

At the end of the event, the director of the development center told them that not only was the debate fascinating, but that they were definitely going to change the transition plan following the points raised!

The division into one lecture and three practice sessions

To keep the budget low, Motorola split the learning into separate lectures and separate practice sessions. The lectures were given by Guy Yariv himself centrally to all the employees in a large hall, then the practice sessions were held three times a week with three separate instructors.

In this way, each employee could find the appropriate time in the week, and even those who missed a meeting could make up with a parallel group.