Motorola Inc. recruited Sanjay Jha in 2008 to revitalize the company's Mobile Devices division. His successes led to the spinoff of the division into a new entity called Motorola Mobility, with Jha being appointed as the chairman and chief executive officer a few years later. Before joining Motorola, Jha was the chief operating officer in charge of research and development at Qualcomm, a wireless chip maker. While at the company, he had developed the reputation of the rare engineer with a talent in marketing and a concern for profitability. The Motorola board thought that Jha's qualification could help pull the mobile division out of its long tailspin in terms of market share and financial losses. Born in India, Jha holds a Ph.D. in electronic and electrical engineering from the University of Strathclyde in Scotland, and a bachelor's degree in engineering from the University of Liverpool in England. Jha's major technology strategy for increasing the market share of Motorola hand-held devices was to build smart phones based on the Google Android operating system, including the Droid, and the Droid X. Jha says that his key management technique for turning around the division was to require a detailed analysis of each project. Jha adores PowerPoint presentations but studies them carefully before the meeting in which they are used. To help develop a culture of innovation, Jha guided efforts to help connect the output of engineers to the demands of the market, and give the relevant problems to tackle. When Jha arrived at Motorola, he analyzed that Motorola was not making phones that consumers were willing to purchase. The company was still trying to feed on the enormous successes of the Razr, which had lost its luster in the marketplace. Jha revamped the organization structure to facilitate innovation. Motorola had been using a hierarchical system in which one executive was in charge of each product or line of business, with engineering and marketing teams of its own. The motto was that when big mistakes were made, there would be"one throat to choke."Jha shifted the organization structure to a design more typical of technology companies, with centralized groups for major functions, such as engineering marketing, and product management. A council was also created to facilitate groups working out their differences. Jha believed that the mutual accountability reflected in the new organization structure would create the urgency needed for innovation. To help stimulate innovative thinking, Jha requires every discussion at a meeting to begin with recommendations. Sometimes the PowerPoint presentation is skipped if the recommendation is accepted immediately. Based on his engineering knowledge and talents, Jha carries a caliper in his pocket so he can measure the width of any device because little details like this influence the sales appeal of a hand-held device. Motorola Mobility will most likely continue to face strong completion, but many company insiders think that Jha can move the company forward. A financial executive at the company said,"Sanjay's passion resonates. You now hear people say,'I think we've turned a corner.'"The division was sold to Google in 2011 but with no change in Jha's position. How does Jha contribute to a creative organizational culture