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ANALOG DEVICES INC.(B)
<ul><li>2000,ADI had an explosive top line growth </li></ul><ul><li>Manufactured components for PC modems, ADSL switches, ...
Q1.HOW DID ADI’S INDUSTRY CHANGE BETWEEN 1996 AND 2001
<ul><li>Internet era let to a 78 % increase in top line growth  </li></ul><ul><li>Change in demand characteristics for ADI...
Q2.HOW ARE THE TARGETS SET FOR THE METRICS ON THE SCORECARD?  WHO SETS THEM?
<ul><li>Gradual drift from half life concept as it was only suitable for weakness based measures </li></ul><ul><li>Goal se...
Q3. IS ADI’S SCORECARD AS USEFUL TODAY AS IT WAS IN THE 80S? WHAT ARE THE LIMITATIONS TO SCORECARD? WHAT CAN GO WRONG?
<ul><li>Not as effective as in 80s </li></ul><ul><li>Change in Business Environment </li></ul><ul><li>Extremely dynamic me...
Q4.WOULD YOU MAKE ANY CHANGES TO THE WAY ADI MANAGES ITS SCORECARD? WHAT CHANGES? WHY?
<ul><li>Metrics should be embedded in EIS & not on manual spreadsheets </li></ul><ul><li>Metrics should be kept flexible <...
Q5.DOES THE METRICS SYSTEM HAVE FLAWS? CAN EMPLOYEES GAME THE SYSTEM? WHAT ARE THE DANGERS OF THE EIS?
<ul><li>As employees and the organization get used to the old way of doing things, new scorecard measures should be introd...
THANK YOU
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Analog Devices B Inc

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Analog Devices B Inc

  1. 1. ANALOG DEVICES INC.(B)
  2. 2. <ul><li>2000,ADI had an explosive top line growth </li></ul><ul><li>Manufactured components for PC modems, ADSL switches, mobile phones and wireless infrastructure equipment </li></ul><ul><li>ADI’s product mix included components for Internet-related equipment </li></ul><ul><li>ADI’s strategy was innovation and product design </li></ul>
  3. 3. Q1.HOW DID ADI’S INDUSTRY CHANGE BETWEEN 1996 AND 2001
  4. 4. <ul><li>Internet era let to a 78 % increase in top line growth </li></ul><ul><li>Change in demand characteristics for ADI’s products </li></ul><ul><li>Disaggregation of the supply chain </li></ul><ul><ul><ul><li>Operators of chip fabrication </li></ul></ul></ul><ul><ul><ul><li>Global component distribution </li></ul></ul></ul><ul><ul><ul><li>Contract equipment manufacturers </li></ul></ul></ul><ul><li>Tradition distinction between analog and digital market was increasingly becoming blur </li></ul><ul><li>Greater collaboration required in the product design process </li></ul><ul><li>Reduce product life cycle </li></ul>
  5. 5. Q2.HOW ARE THE TARGETS SET FOR THE METRICS ON THE SCORECARD? WHO SETS THEM?
  6. 6. <ul><li>Gradual drift from half life concept as it was only suitable for weakness based measures </li></ul><ul><li>Goal setting process </li></ul><ul><li>Bottom up </li></ul><ul><li>Divisions prepare the plans which are approved by the senior management, based on the plan post consultation with both the parties goals are assigned </li></ul><ul><li>Top down </li></ul><ul><li>Senior management assigns goals to the lower rang managers </li></ul><ul><li>Cross Functional Team sets the targets </li></ul>
  7. 7. Q3. IS ADI’S SCORECARD AS USEFUL TODAY AS IT WAS IN THE 80S? WHAT ARE THE LIMITATIONS TO SCORECARD? WHAT CAN GO WRONG?
  8. 8. <ul><li>Not as effective as in 80s </li></ul><ul><li>Change in Business Environment </li></ul><ul><li>Extremely dynamic measures are not included in the Executive information system and are captured through spreadsheets </li></ul><ul><li>Presence of too many measures make them less relevant as actionable information </li></ul><ul><li>The Scorecard was not linked with the employee compensation </li></ul>
  9. 9. Q4.WOULD YOU MAKE ANY CHANGES TO THE WAY ADI MANAGES ITS SCORECARD? WHAT CHANGES? WHY?
  10. 10. <ul><li>Metrics should be embedded in EIS & not on manual spreadsheets </li></ul><ul><li>Metrics should be kept flexible </li></ul>
  11. 11. Q5.DOES THE METRICS SYSTEM HAVE FLAWS? CAN EMPLOYEES GAME THE SYSTEM? WHAT ARE THE DANGERS OF THE EIS?
  12. 12. <ul><li>As employees and the organization get used to the old way of doing things, new scorecard measures should be introduced keeping in mind the </li></ul><ul><ul><ul><li>Dynamic nature of the semiconductor market </li></ul></ul></ul><ul><ul><ul><li>Time required to implement the project </li></ul></ul></ul><ul><li>Dangers of EIS </li></ul><ul><li>Ubiquity of information-Presence of too many measures make them less relevant as actionable information </li></ul><ul><li>Benefits hard to quantify </li></ul><ul><li>High implementation costs </li></ul><ul><li>System may become slow, large, and hard to manage </li></ul>
  13. 13. THANK YOU

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