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אפלייד מטיריאלס + S.g


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אפלייד מטיריאלס + S.g

  1. 1. Applied Materials Case StudyTransition from International to GlobalOperationTami ShohamGIS EMEA headTami_shoham@amat.comSeptember 7, 2011 Applied Materials External Use
  2. 2. Agenda Applied Materials overview Global Information Systems (GIS) overview „Global Culture‟ Program – The challenge and the approach – The mission and main initiatives – Program Measurements – The new norms, what did we learn2 Applied Materials External use
  3. 3. Applied Materials – Who We Are  World leader in Nano manufacturing technology™ solutions  #1 equipment supplier in semiconductors, LCD displays and PV solar  Expanding into the next wave: energy and environmental solutions 1970+ 1990+ 2010+ Computing Communications Energy and Environment3 Applied Materials External use
  4. 4. At A Glance Ticker: Nasdaq: AMAT Market Cap*: $18.2 billion Fiscal 2010 Revenue: $9.5 billion Fiscal 2010 R&D: $1.1 billion Founded: November 10, 1967 Headquarters: Santa Clara, California 87 locations in Global Presence: 20 countries Canada, China, Germany, RD&E and/or India, Israel, Italy, Singapore, Manufacturing Switzerland, Taiwan, Centers: United States Employees: ~13,100 worldwide Patents: ~8,200 issued * As of May 23, 2011 Fiscal year-end October 31, 2010 Applied Materials solar energy system at its campus in Other information as of Q2 end, May 1, 2011 Sunnyvale, CA, is one of the largest corporate solar power installations in the U.S.4 Overview – Data as of Q2‟11 Applied Materials External use
  5. 5. Applied Materials Worldwide North America China Taiwan Israel India South Europe Korea East Asia Sales and/or Service Offices Research, Development and Engineering UAE and/or Manufacturing Centers: Japan Silicon Valley, California Alzenau, Germany Austin, Texas Dresden, Germany Toronto, Canada Feldkirchen, Germany Rehovot, Israel Heimstetten, Germany Bangalore, India Cheseaux, Switzerland Chennai, India Treviso, Italy Xi‟an, China Hukou, Taiwan Tainan, Taiwan5 Applied Materials External use
  6. 6. Applied Materials Israel ~1,000 Employees – RD&E, Marketing , Manufacturing, Service – Facilities: 613,000 sq. feet • Clean Rooms & Labs: 49,000 sq. feet PDC 2/3 : Manufacturing PDC 1 : RD&E and Demo Labs Applied Materials External use6
  7. 7. Global Information Services in A Glance Head Quarters: Austin, Texas Texas, California, India, Israel, China, Italy, Singapore, Main locations: Switzerland, Taiwan, Korea, Japan and Germany Employees: ~250 worldwide Contractors: ~800 mostly Managed Services SAP, Oracle, TeamCenter and Systems: many legacy applications7 Overview – Data as of April 2011 Applied Materials External use
  8. 8. Environmental background -- The Challenge and the Approach Background Drivers Need to changeThe Business in Asia is growing Stay close to the customerGlobal roles operating from Need a new global operating module,everywhere from US-centric to a real global organizationDeep changes in organizational Move from centralized organization tostructure requiring matrix mindset global teams across time-zones and remote leadershipMultiple locations, M&As, new Standardization, cost reduction andsectors elimination of local solutions 8 Applied Materials External use
  9. 9. „Global Culture‟ program Applied Materials External Use
  10. 10. GIS Network Analysis survey (June 2010)Main findings: GIS is a core-periphery network 80% of US interactions are internal within US 40% - 60% of Asia and EMEA interact with US Interaction between Asia and EMEA is less then 10%10 Applied Materials External use
  11. 11. Mapping: EMEA Networks Composition EMEA Workflow EMEA Advice-seeking 46% 35% 47% 56% Within Division 9% Within EMEA 7% Within EMEA Within Division ASIA ASIA US US EMEA Client Communication EMEA Innovation 37% 32% 57% 61% 7% 6% Within EMEA Within Division Within EMEA Within Division ASIA ASIA US US11 Applied Materials External use
  12. 12. GIS „Global Culture‟ Core Team Highly effective people Globally spread between regions and functions12 Applied Materials External use
  13. 13. GIS „Global Culture‟ – Program Mission To support GIS‟ transition to new global operating module, from US-centric to a truly global organization operating effectively in collaboration and trust while strengthening global leadership and presence in Asia.The program was required to create an environment that: – Reduces cultural barriers, use cultural differences as an advantage – Increases employees‟ engagement – Builds Global GIS leadership – Leverages skills across all locations – Operates globally to increase effectiveness – Builds communication around global time-zone13 Applied Materials External use
  14. 14. Global Culture Team – Main Initiatives Global Job Teams Families& Global Roles & lead Leadership Responsibil Career Global Paths Values ities Projects Job Flexible Global Learning Rotation Hours Idea & Forum Mentoring COMMUNICATION GLOBALIZATION EFFECTIVENESS14 Applied Materials External use
  15. 15. Initiative Example: Job Rotation & MobilityStrategy Statement:Past: Job Rotation and Mobility in GIS is not standardized and not institutionalized in strategy,planning and execution.Future: Implement a structured process to use Rotation and Mobility as a tool to further improvecapabilities and impact of GIS through increased motivation and skills of employees to support GIS toptrends, strategies and objectives .Action Plan:Objective: Perform flexible move of personnel between functions (job assignment change) and deployHR mobility program in GIS for physical location change.Initiated: Job Mobility and Rotation is a track within GIS Global Culture initiative.Approach: GIS top-down initiative. SLT pillar leads define program KPIs. Per each assignmentspecific KPIs are defined and tracked. Pre- and post assignment surveys will set expectations andmeasure result.How to make it Successful:A pilot has been defined. Job Mobility team will support implementation in GIS and report to SLTWhat‟s in it for Applied:Build a GIS organization which supports the business organizational setup (focus on Asia), preparesfor new technologies (cloud) and supports inorganic merger through higher flexibility in organization15 Applied Materials External use
  16. 16. Initiative Example: Leadership ValuesCUSTOMER FOCUS•Strives to better understand and partner with our customers•Ability to put the needs of the team and Applied Materials above yourselfENABLE OTHERS TO ACT•Strengthen others through personal development•Enlists others in a common vision – goal – scope or work•Recognizes contributions•Builds a spirit of community•Foster collaboration by building trust•Makes others successfulCOURAGE TO LEAD IN A COMPLEX ENVIRONMENT•Sets the example through words and actions•Proactive, takes the initiative and drives opportunities to closure•Has the confidence to work independently with minimal direction•Possesses the courage to take risks and drive change•Addresses conflicts early and positively manages themCULTURAL AWARENESS & ACCEPTANCE•Knowledgeable and curious about global cultures•Adjusts style to cultural differences•Strives to engage and involve the global team – open boarders 16 Applied Materials External use
  17. 17. CIO‟s Choice Award For his tremendous leadership in a time of great challenges for Applied‟s Japan operations, customers and supply chain, ensuring GIS did everything it could to keep the business on track. At the same time, he continued to support the ramp of the Asia Service Desk in Dalian, China. Nameki-san is a GIS Leader Cultural Awareness and AcceptanceYasufumi NamekiFront-End Services Courage to Lead in a Complex Env.Customer Focus Enable Others to Act17 Applied Materials External use
  18. 18. Project management andmeasurements Applied Materials External Use
  19. 19. Project Management & Initiatives Follow-up Planning Implementation Initiative Detailed SLT End of Follow up Detailed Follow up Hi level plan Approval / Planning fine Change KPI‟s andTopic Planning presentation Phase tuning mgt. plan Plan Plan* **"Flexible Hours andremote work" + + + + + + +“Job Rotation” + + + + + + +“Regional Financials” + + - - + + +“GIS Global Profile” + + + + + + +“Global Team leadGlobal Projects” + + + + + + +“Job Families” + + + + + + +“GIS R&R” + + - + + + +“Global Idea Forum” + + + + + + +“Mentoring andLearning” + + + + + + +“Global team buildingevents” + + + + + + + Applied Materials External use 19
  20. 20. GIS Global Culture Baseline Survey – 2011 Target 4.0 Exceeded 5 - Strongly agree 4 - Agree 3 - Not sure 2 - Disagree 1 - Strongly disagree < 3.5 Improvement Needed• Excellent global participation• Overall average rating: 3.69* out of 5 possible 20 Applied Materials External use
  21. 21. Baseline Survey - Main findingsJob familiesA. My area of responsibility and job description are 66% agree or strongly agreewell definedB. I understand my career path options 51% not sure, disagree or strongly disagreeR&RC. I understand how my objectives contribute to the 85% agree or strongly agreesuccess of GIS •Ratings consistently high across all regionsD. Roles and responsibilities are clearly 58% not sure, disagree or strongly disagreecommunicated and aligned across GISGlobal team lead global projectsU. I am able to influence key decisions that fall 66% agree or strongly agreewithin my global area of responsibilityW. Leadership opportunities are available in • Europe region consistently scored lowerthe regions than Asia region and US • Global leadership is a key improvement opportunity21 Applied Materials External use
  22. 22. Baseline Survey - Main findings (cont.)Flexible hoursH. My manager supports working flexible hours 94% agree or strongly agreeI. On average, how many hours do you spend 20% with >5 hrs.each week in meetings outside of the 7:00 amto 6:00 pm time frame in your time zoneK. How many days a week on average do you • 10% almost full time at homework from home ? • 65% work ≤1 day/wk at home • Asia region works fewer days from homeO. How often do you have 1/1 meetings with • 60% have 1/1 meetings biweekly or more oftenyour manager? • 34% have 1/1 meetgs monthly or less oftenP. How often do you meet with your manager in • 68% meet in person at least quarterlyperson ? • Europe and Asia regions meet their manager in person less then twice a year • Executives met with their managers most oftenJob mobility and rotationY. I am interested in job rotation as an 69% agree or strongly agreeopportunity for advancing my career orgaining professional experience / personaldevelopment22 Applied Materials External use
  23. 23. KPI‟s for Global Culture Project (example) Objective Current Value Target 80% complete Overall program progress to plan 100% to plan on schedule 10% improvement Organization assessment survey 3.69 (baseline)Overall Program (3.82) Workflow: Asia- 60% | 10% improvement EMEA- 53% | US- 20% of workflow outside Network Analysis Survey Advise: Asia- 53% | EMEA- of region and 44% | US- 21% Advise seeking 90% defined; Job Job families with R&R defined on track for 100% by end 100% by end of year Families of year Documented and Job Mobility approved % of identified and approved Wasn‟t measured yet Target % and date & Rotation rotations in process by x date. to be defined (based on pilot) 90% with survey rating ≥ 3 Flexible Hours % of employees that meet 2 or 78% more times / year in person with manager 100% with survey rating ≥ 2 23 Applied Materials External use
  24. 24. Summary Applied Materials External Use
  25. 25. The new norms and values We strive to create a strong and effective global matrix organization, reduce culture barriers, build global leadership and increase employee engagemento New Regional and Country Business Partners roles to enable “Close to the Customer” and matrix management of remote/distant employeeso Defined standard, Global and simple Job families with clear Career patho Job rotation & mobility supports organizational flexibility and leadership developmento Global leadership development through empowerment, defined values, mentoring and matrix/remote trainingo Built cross culture engagement and trust through global team building activitieso Developed “sharing the pain” and “flexible hours” practices for remote/virtual team worko New working methods enhance global Communication, Ideas Sharing and Financial Visibility 25 Applied Materials External use
  26. 26. GIS Global Culture – Key success factorsWhat did we learn? Culture change is an on-going journey! Soft elements like cultural gaps affect performance dramatically Cultural elements can be measured Managing „culture change‟ as a program Culture change requires getting out of the “comfort zone” Teamwork and people‟s excitement Simple mechanism like “sharing the pain” can have strong impact Strong sponsorship from top executive team Communication!! Communication!! Communication!! 26 Applied Materials External use
  27. 27. OUR VISIONGIS GIS is a trusted business partner recognized for delivering innovation, value and performance OUR MISSION Deliver solutions that improve shareholder value by leveraging leading technology and best practices OUR STRATEGY Capture value by creating a culture of collaboration and continuous improvement through a global team of talented IT professionals Applied Materials External use
  28. 28. Reporting Segments SILICON SYSTEMS DISPLAY ENERGY & APPLIED GLOBAL GROUP ENVIRONMENTAL SERVICES SOLUTIONS Pursuing growth in Lowering cost and Lowering the Optimizing output and emerging logic, improving performance cost of electricity efficiency of semiconductor, emerging memory and of displays display and solar fabs packaging technologies through services, equipment and automation software29 Overview – Data as of April 2011 Applied Materials External use
  29. 29. Customer Arena Where are the customers located?The focus is shifting to Asia 3030 Applied Materials External use