Taking Motorola as an example over decades its steady evolution in the face of altered technological and business environments has allowed it to maintain its competitive advantage in the world market. Paul Galvin the founder of Motorola believed that in order to survive the company had to renew itself continually and that senior managers needed to engage with change actively rather than passively, (Miraglia, 2002). In order to move its managers’ point of view from a national to a global perspective Motorola shifted its point of reference from a primarily technical focus to a competitive business orientation and brought incentive systems in line with the achievement of strategic goals. Miraglia (2002) describes these innovations as an evolutionary approach to revolutionary change. Incremental changes enabled Motorola to reinforce their competitiveness however due to the size and age of the organisation it also suffered revolutionary change during the course of its expansion process. As a result Motorola operates successfully as a highly decentralized company in which each business unit develops and pursues its own strategies under the broad guidelines of headquarters. This short example is only an illustration of the pattern that organisations evolve to which is namely periods of evolutionary change punctuated by revolutionary changes. This follows Greiner’s (1998) theory about evolutionary and revolutionary changes from the perspective of organisational growth.