This document discusses strategies for success in the maturing semiconductor industry. It notes that traditional business models are being threatened by increasing costs, competitive landscape changes, technology convergence, and greater global connectedness. The semiconductor industry now faces seven disruptive trends ("seven Cs") that require new optimization strategies to navigate: complexity, commoditization, consumerization, cost, competition, convergence, and connectedness. Future success will depend on innovative changes to business models that optimize capabilities in integration, customer centricity, and collaboration.
In the outsourcing territory, research and development (R&D) is considered the final frontier. That’s because R&D is seen as a source of...innovation – the mother of competitiveness, which is to be protected at any cost. As we all well know, from our business studies text books, core activities should never be outsourced.
This document provides an overview and summary of KPMG's 2010 Global Auto Executive Survey. The survey polled 200 auto industry executives from 24 countries between September and November 2009. It gathered perspectives on industry concerns, expectations, and challenges through 2014. Key findings included that overcapacity remains a major issue, innovation and emerging markets will be high priorities, and consolidation in the industry is expected to continue through mergers and acquisitions.
The industrial model, an inevitability break for CIO’s?Capgemini
The document discusses how IT divisions must change their business model to an industrial model in order to meet increasing pressures around cost reduction, innovation, and speed of delivery. An industrial model aims to improve operational and economic performance of legacy IT systems while also increasing flexibility and agility to implement new technologies. Making this transition requires support from partners with experience in different models to act as a catalyst for change. The benefits of an industrial model include reducing maintenance costs of legacy systems to free up funds for innovation, improving processes for long term profitability gains, and setting up a virtuous cycle within the IT division.
Contact Mag Bva Reference Hyundai America Technical Center, Inc.bhenni123
This document provides a summary of articles in an upcoming issue of "Contact mag", a magazine published by Dassault Systèmes Americas Corp. It highlights how several companies have implemented Lean Product Development principles using Dassault Systèmes PLM solutions to reduce costs and speed up product development. Specifically, it discusses how Hyundai-Kia saved over 51,000 engineering hours and $3 million annually by leveraging knowledge reuse in CATIA, how C&D Zodiac standardized processes across its business using ENOVIA, and how Lockheed Martin avoided up to $100 million in costs by virtually testing the placement of F-35 jets on aircraft carriers using DELMIA. The document encourages readers
The document discusses how digitization will fundamentally change the construction industry. It notes that the industry is facing unprecedented growth but also challenges like low productivity, poor project performance, skilled labor shortages, and lack of sustainability. Digitization will impact the industry by enabling expertise and knowledge to be more accessible, transforming construction sites through prefabrication and use of technology, improving project collaboration, and facilitating skilled labor networks and seamless commissioning and operations. Leading companies are reinventing their business models, processes, and work approaches to capitalize on these changes and gain significant advantages over competitors. The industry is at an inflection point where digitization will define which companies thrive and which may fall behind.
Manufacturing Extension Partnership Centers collaborate with universities for outreach to manufacturers, service delivery, and getting new technology into companies. As MEP Centers move aggressively to support companies in their efforts to innovate their products and processes, to sell to new customers and enter new markets, these partnerships are more important than ever. This session will describe several of these “Next Generation Strategies” and new initiatives for MEP and how MEP centers are working with universities to implement them. They present opportunities for university engagement in economic development and job creation, and deeper partnerships between MEP centers and universities.
Building a Sustainable World in the Digital Construction EconomyKyler Miles
The document discusses the construction industry and the opportunities and challenges it faces with digital transformation. It notes that the construction market is projected to grow significantly by 2030 but that existing business models may collapse as new digital technologies disrupt traditional design and construction processes. The industry also faces challenges like low productivity, risks with complex projects, and a looming skilled labor shortage. However, digital technologies can help construction companies address these issues, increase productivity and profitability, and build more sustainable assets and infrastructure for the future. The time for construction firms to embrace digital transformation and prioritize new technologies is now in order to adapt and thrive in this period of disruption.
1) The document discusses the role of various trade organizations in the electronics industry such as IPC, CEA, SMTA, and others. IPC represents PCB fabricators and assemblers.
2) It describes changes at IPC in recent years including growing OEM membership and a more vertically integrated approach. However, some trade organizations like IPC and CEA may have competing objectives.
3) The regulation of drones is provided as an example where IPC advocates for more government oversight due to national security concerns, whereas CEA wants to minimize regulation to support industry growth.
In the outsourcing territory, research and development (R&D) is considered the final frontier. That’s because R&D is seen as a source of...innovation – the mother of competitiveness, which is to be protected at any cost. As we all well know, from our business studies text books, core activities should never be outsourced.
This document provides an overview and summary of KPMG's 2010 Global Auto Executive Survey. The survey polled 200 auto industry executives from 24 countries between September and November 2009. It gathered perspectives on industry concerns, expectations, and challenges through 2014. Key findings included that overcapacity remains a major issue, innovation and emerging markets will be high priorities, and consolidation in the industry is expected to continue through mergers and acquisitions.
The industrial model, an inevitability break for CIO’s?Capgemini
The document discusses how IT divisions must change their business model to an industrial model in order to meet increasing pressures around cost reduction, innovation, and speed of delivery. An industrial model aims to improve operational and economic performance of legacy IT systems while also increasing flexibility and agility to implement new technologies. Making this transition requires support from partners with experience in different models to act as a catalyst for change. The benefits of an industrial model include reducing maintenance costs of legacy systems to free up funds for innovation, improving processes for long term profitability gains, and setting up a virtuous cycle within the IT division.
Contact Mag Bva Reference Hyundai America Technical Center, Inc.bhenni123
This document provides a summary of articles in an upcoming issue of "Contact mag", a magazine published by Dassault Systèmes Americas Corp. It highlights how several companies have implemented Lean Product Development principles using Dassault Systèmes PLM solutions to reduce costs and speed up product development. Specifically, it discusses how Hyundai-Kia saved over 51,000 engineering hours and $3 million annually by leveraging knowledge reuse in CATIA, how C&D Zodiac standardized processes across its business using ENOVIA, and how Lockheed Martin avoided up to $100 million in costs by virtually testing the placement of F-35 jets on aircraft carriers using DELMIA. The document encourages readers
The document discusses how digitization will fundamentally change the construction industry. It notes that the industry is facing unprecedented growth but also challenges like low productivity, poor project performance, skilled labor shortages, and lack of sustainability. Digitization will impact the industry by enabling expertise and knowledge to be more accessible, transforming construction sites through prefabrication and use of technology, improving project collaboration, and facilitating skilled labor networks and seamless commissioning and operations. Leading companies are reinventing their business models, processes, and work approaches to capitalize on these changes and gain significant advantages over competitors. The industry is at an inflection point where digitization will define which companies thrive and which may fall behind.
Manufacturing Extension Partnership Centers collaborate with universities for outreach to manufacturers, service delivery, and getting new technology into companies. As MEP Centers move aggressively to support companies in their efforts to innovate their products and processes, to sell to new customers and enter new markets, these partnerships are more important than ever. This session will describe several of these “Next Generation Strategies” and new initiatives for MEP and how MEP centers are working with universities to implement them. They present opportunities for university engagement in economic development and job creation, and deeper partnerships between MEP centers and universities.
Building a Sustainable World in the Digital Construction EconomyKyler Miles
The document discusses the construction industry and the opportunities and challenges it faces with digital transformation. It notes that the construction market is projected to grow significantly by 2030 but that existing business models may collapse as new digital technologies disrupt traditional design and construction processes. The industry also faces challenges like low productivity, risks with complex projects, and a looming skilled labor shortage. However, digital technologies can help construction companies address these issues, increase productivity and profitability, and build more sustainable assets and infrastructure for the future. The time for construction firms to embrace digital transformation and prioritize new technologies is now in order to adapt and thrive in this period of disruption.
1) The document discusses the role of various trade organizations in the electronics industry such as IPC, CEA, SMTA, and others. IPC represents PCB fabricators and assemblers.
2) It describes changes at IPC in recent years including growing OEM membership and a more vertically integrated approach. However, some trade organizations like IPC and CEA may have competing objectives.
3) The regulation of drones is provided as an example where IPC advocates for more government oversight due to national security concerns, whereas CEA wants to minimize regulation to support industry growth.
The document discusses how mass collaboration, or "Wikinomics", is altering traditional business models and economics. It provides examples of how open sharing of intellectual property and collaborative problem solving, like with Linux and Goldcorp's gold mining challenge, can drive innovation. The airline industry in particular faces challenges that require new strategies leveraging mass collaboration through shared networks and processes to reduce costs while improving operations. Blue Water Solutions is an aviation consulting firm that helps clients address challenges through collaborative partnerships and leveraging subject matter experts.
The document discusses Capgemini's TechnoVision 2012 report, which identifies seven technology clusters that will be important for businesses. The clusters are designed to help map business needs to relevant technology solutions. TechnoVision asserts that technology can both open opportunities for businesses and free them from constraints. It analyzed 17 key technology trends and organized them into the seven clusters. The clusters can then be mapped to actual products and solutions to help businesses address drivers, issues, opportunities, and compliance needs through technology.
Collaboration in R&D The Emerging Frontiers Of InnovationJose Claudio Terra
The paper examines the growing diversity of sources and the global possibilities for research and development. It reviews the international experience of collaborative innovation in corporations, universities and the public sector.
Study Future PLM - Product Lifecycle Management in the digital age.Joerg W. Fischer
Product Lifecycle Management in the digital age.
The catalyst for IoT, Industry 4.0 and Digital Twins
“It is not primarily a matter of developing a digitalization strategy for your company. Rather, it is about aligning corporate strategy and processes so that your company can survive and succeed in an increasingly digitized world.”
Prof. Dr.-Ing. Jörg W. Fischer
Upstream oil and gas projects regularly suffer from cost overruns and delays. The article argues that companies must transform their project management practices by adopting four key principles: 1) Focusing on leaner engineering designs through standardization and reuse; 2) Developing closer long-term collaborations with key suppliers; 3) Tailoring growth strategies to match true capabilities; 4) Implementing robust central governance of large projects. Case studies from other industries and Anadarko show this approach can significantly reduce costs while improving performance if all principles are applied together through cultural change and over multiple project generations.
Based on, and including, interviews with a global panel of experts from world-leading institutions, Capitalising on the Digital Age outlines future revenue models and strategies that media and telecoms firms should consider adopting in order to prosper in a world where the value of traditional business models is slowly being eroded.
This document provides an introduction and summary of the book "Anatomy of a Phenomenon" by Jacques Vallee. It discusses recent UFO sightings across the United States and calls for further scientific study of the phenomenon. The author has studied UFO files from the US Air Force and other sources. He believes UFOs deserve rational investigation and aims to understand why the idea of extraterrestrial intelligence provokes strong reactions. The book will examine the UFO phenomenon from scientific, military, philosophical and public perspectives.
The document provides guidelines for different types of writing such as letters, articles, narratives, reports and discursive writing. It includes information on formatting, structure, style and topics to include for each type. Sample rubrics are also provided to demonstrate how to analyze requirements and plan compositions. The appendix contains useful references on linking words, letter openings/closings, and punctuation rules.
This document contains summaries of 14 drawings by Henry Moore from 1977-1983. Moore used a variety of mark-making techniques to depict forms, including loose lines, hatching, dots and dashes. Shadows were indicated through tone, directional lines and changes in mark density. Moore often exaggerated shadows and varied mark length. He experimented with mixed media, collage and unusual perspectives. The summaries provide insight into Moore's drawing process and techniques for suggesting form.
I International Workshop RFID and IoT - Dia 20 - More than Moore - Antonio Lu...CPqD
The document summarizes information about the Centro de Tecnologia da Informação Renato Archer (CTI Renato Archer), a Brazilian research and development institution. It details that CTI has 600 personnel working across various technology areas, including hardware design, microsystems, software quality, and more. The document also provides an overview of CTI's facilities and infrastructure for microfabrication, packaging, reliability testing, and other areas.
This document is a slide deck containing photos credited to various photographers including geerlingguy, William Hook, IntelFreePress, Jamie McCaffrey, Charlie Beldon, NASA's Marshall Space Flight Center, PeterThoeny, luisfhm007, docpop, Thomas Hawk, and D_P_R. The slide encourages the viewer to get started creating their own Haiku Deck presentation on SlideShare.
This graph shows the exponential growth in processor power according to Moore's Law from 1945 to 2010. Moore's Law predicts that the number of transistors on integrated circuits doubles approximately every two years. As a result, processor power as measured in thousands of components has increased from less than 1 in 1945 to over 400 by 2010.
Bapin Narayankar is a mechanical engineer with over 5 years of experience in product design and machine design. He is currently working as a design engineer at HCL Technologies, where he designs semiconductor manufacturing tools using SolidWorks. Previously, he worked at SPM India designing leak testing machines. He has expertise in 3D modeling, preparing technical drawings, interacting with customers, and managing projects through SAP systems. Bapin holds a Bachelor's degree in Mechanical Engineering and has experience designing jigs and fixtures during internships.
Nikolov, Lachezar
More than 14 Years ME R&D experience in couple of Hi-Tech industries.
· I have successfully designed, developed and supported key projects for
· AMD (Wafer port loader - Porta FOSB http://www.genmarkautomation.com/products/tool-automation/load-port-modules/product_portafosb.html)
· Philips (Automated Optical Inspection Station with SKARA Robot),
· Low cost all motions timing belt SKARA Robot
· Infineon (Custome SKARA Robots)
· Equipment Front End Module (EFEM) class 1 minienvironment system (http://www.genmarkautomation.com/products/intsol/product_minimax.html)
· Teaching station for SKARA Robots (http://www.genmarkautomation.com/products/tool-automation/alignment/autoteach.html)
· Stand-Alone Pre-Aligner (http://www.genmarkautomation.com/products/tool-automation/alignment/product_prealign_standalone.html)
· I have finished Power Distribution for GPS Positioning System for Oil platform (Transocean - www.deepwater.com)
· I have finished Power Unit for wind turbine (http://www.suzlon.com/)
· I have finished Ozone Machine for OZONIA (http://www.degremont-technologies.com/)
· I have worked over RFQ of MQB Platform project for VW Instrument Clusters
· I have finished MQB Skoda Octavia Instrument Cluster Project
· I have worked over RFQ MQB Platform AUDI Brand
· I have worked over RFQ PQ26 Platform VW Instrument Clusters
· I’m working over integration of OLED in Automotive.
· I have expertise in Semiconductor Automation
· I strive for continued excellence
· Provide exceptional contributions to projects for all customers
With a MS degree in Mechanical Engineering I have a full understanding of the full life cycle of a Mechanical Product Development projects and also due to my experience I have understanding for electronic packaging. I also have experience in learning and excelling at new technologies as needed.
Specialties: Mechanical R&D in area of:
~ Robotics
~ Power Electronics
~ Automotive Electronics (Instrument Clusters)
~ HUD's
The document establishes that a new nature of innovation is emerging, driven by four key factors:
1) Co-creating value with customers and tapping user knowledge, 2) Global knowledge sourcing and collaborative networks, 3) Addressing global challenges, and 4) Responding to public sector challenges. It argues that innovation is no longer just technology-driven, but also user-driven, with companies needing to open up, collaborate, and take on more social responsibility. This represents a shift from traditional "firm-centric" innovation to a more personalized, collaborative model. The document then outlines nine principles of this new nature of innovation and provides business cases as examples. It concludes that while technology will still be important, user needs will
Moore's law is the observation that the number of transistors on integrated circuits doubles approximately every two years. It is named after Intel co-founder Gordon Moore, who described this trend in a 1965 paper. His prediction has proven accurate and the law is now used by the semiconductor industry to guide long-term planning and set research and development targets. While the trend has continued for over 50 years, Moore's law is considered an observation rather than a physical law.
Moore's Law states that the number of transistors on a microchip doubles approximately every two years. This steady increase in processing power drove advances in video game technology from early 8-bit games like Pong and Super Mario Brothers to later 32-bit and 64-bit games with 3D worlds and photorealistic graphics like Final Fantasy VII, Legend of Zelda: Ocarina of Time, and Gears of War. The document provides context on Moore's Law and transistors before giving examples of how increasing bit sizes correlated with graphics improvements across several iconic video game franchises over decades.
The document provides lecture notes on linked lists and their operations. It contains the following information:
- An overview of linked lists including their memory representation using nodes with a data field and pointer to the next node.
- The main operations on linked lists - traversing, searching, inserting nodes at the start, end or a specified location, and deleting nodes from the start, end or a specified location.
- Details on implementing these operations in C++ including code examples for inserting, deleting and searching nodes in a linked list.
- Advantages of linked lists like flexibility in memory allocation and efficient operations like splitting and joining lists.
Moore's Law states that the number of transistors on integrated circuits doubles approximately every 18 months, leading to increased computing power at reduced cost over time. This advancement in computer hardware and software enabled the development of ERP systems by making the required technology affordable. ERP systems provide integrated management of business processes and information across functional areas like finance, HR, supply chain, and customers. Moore's Law continues to be an important driver of technological progress and the evolution of ERP systems.
This document provides formulas for integrals of common functions including polynomials, rational functions, radicals, logarithms, exponentials, and trigonometric functions. It includes basic integral formulas like the integral of x^n dx as well as more complex integrals involving combinations of functions. There are over 100 formulas presented in a table format organized by function type.
The document discusses how mass collaboration, or "Wikinomics", is altering traditional business models and economics. It provides examples of how open sharing of intellectual property and collaborative problem solving, like with Linux and Goldcorp's gold mining challenge, can drive innovation. The airline industry in particular faces challenges that require new strategies leveraging mass collaboration through shared networks and processes to reduce costs while improving operations. Blue Water Solutions is an aviation consulting firm that helps clients address challenges through collaborative partnerships and leveraging subject matter experts.
The document discusses Capgemini's TechnoVision 2012 report, which identifies seven technology clusters that will be important for businesses. The clusters are designed to help map business needs to relevant technology solutions. TechnoVision asserts that technology can both open opportunities for businesses and free them from constraints. It analyzed 17 key technology trends and organized them into the seven clusters. The clusters can then be mapped to actual products and solutions to help businesses address drivers, issues, opportunities, and compliance needs through technology.
Collaboration in R&D The Emerging Frontiers Of InnovationJose Claudio Terra
The paper examines the growing diversity of sources and the global possibilities for research and development. It reviews the international experience of collaborative innovation in corporations, universities and the public sector.
Study Future PLM - Product Lifecycle Management in the digital age.Joerg W. Fischer
Product Lifecycle Management in the digital age.
The catalyst for IoT, Industry 4.0 and Digital Twins
“It is not primarily a matter of developing a digitalization strategy for your company. Rather, it is about aligning corporate strategy and processes so that your company can survive and succeed in an increasingly digitized world.”
Prof. Dr.-Ing. Jörg W. Fischer
Upstream oil and gas projects regularly suffer from cost overruns and delays. The article argues that companies must transform their project management practices by adopting four key principles: 1) Focusing on leaner engineering designs through standardization and reuse; 2) Developing closer long-term collaborations with key suppliers; 3) Tailoring growth strategies to match true capabilities; 4) Implementing robust central governance of large projects. Case studies from other industries and Anadarko show this approach can significantly reduce costs while improving performance if all principles are applied together through cultural change and over multiple project generations.
Based on, and including, interviews with a global panel of experts from world-leading institutions, Capitalising on the Digital Age outlines future revenue models and strategies that media and telecoms firms should consider adopting in order to prosper in a world where the value of traditional business models is slowly being eroded.
This document provides an introduction and summary of the book "Anatomy of a Phenomenon" by Jacques Vallee. It discusses recent UFO sightings across the United States and calls for further scientific study of the phenomenon. The author has studied UFO files from the US Air Force and other sources. He believes UFOs deserve rational investigation and aims to understand why the idea of extraterrestrial intelligence provokes strong reactions. The book will examine the UFO phenomenon from scientific, military, philosophical and public perspectives.
The document provides guidelines for different types of writing such as letters, articles, narratives, reports and discursive writing. It includes information on formatting, structure, style and topics to include for each type. Sample rubrics are also provided to demonstrate how to analyze requirements and plan compositions. The appendix contains useful references on linking words, letter openings/closings, and punctuation rules.
This document contains summaries of 14 drawings by Henry Moore from 1977-1983. Moore used a variety of mark-making techniques to depict forms, including loose lines, hatching, dots and dashes. Shadows were indicated through tone, directional lines and changes in mark density. Moore often exaggerated shadows and varied mark length. He experimented with mixed media, collage and unusual perspectives. The summaries provide insight into Moore's drawing process and techniques for suggesting form.
I International Workshop RFID and IoT - Dia 20 - More than Moore - Antonio Lu...CPqD
The document summarizes information about the Centro de Tecnologia da Informação Renato Archer (CTI Renato Archer), a Brazilian research and development institution. It details that CTI has 600 personnel working across various technology areas, including hardware design, microsystems, software quality, and more. The document also provides an overview of CTI's facilities and infrastructure for microfabrication, packaging, reliability testing, and other areas.
This document is a slide deck containing photos credited to various photographers including geerlingguy, William Hook, IntelFreePress, Jamie McCaffrey, Charlie Beldon, NASA's Marshall Space Flight Center, PeterThoeny, luisfhm007, docpop, Thomas Hawk, and D_P_R. The slide encourages the viewer to get started creating their own Haiku Deck presentation on SlideShare.
This graph shows the exponential growth in processor power according to Moore's Law from 1945 to 2010. Moore's Law predicts that the number of transistors on integrated circuits doubles approximately every two years. As a result, processor power as measured in thousands of components has increased from less than 1 in 1945 to over 400 by 2010.
Bapin Narayankar is a mechanical engineer with over 5 years of experience in product design and machine design. He is currently working as a design engineer at HCL Technologies, where he designs semiconductor manufacturing tools using SolidWorks. Previously, he worked at SPM India designing leak testing machines. He has expertise in 3D modeling, preparing technical drawings, interacting with customers, and managing projects through SAP systems. Bapin holds a Bachelor's degree in Mechanical Engineering and has experience designing jigs and fixtures during internships.
Nikolov, Lachezar
More than 14 Years ME R&D experience in couple of Hi-Tech industries.
· I have successfully designed, developed and supported key projects for
· AMD (Wafer port loader - Porta FOSB http://www.genmarkautomation.com/products/tool-automation/load-port-modules/product_portafosb.html)
· Philips (Automated Optical Inspection Station with SKARA Robot),
· Low cost all motions timing belt SKARA Robot
· Infineon (Custome SKARA Robots)
· Equipment Front End Module (EFEM) class 1 minienvironment system (http://www.genmarkautomation.com/products/intsol/product_minimax.html)
· Teaching station for SKARA Robots (http://www.genmarkautomation.com/products/tool-automation/alignment/autoteach.html)
· Stand-Alone Pre-Aligner (http://www.genmarkautomation.com/products/tool-automation/alignment/product_prealign_standalone.html)
· I have finished Power Distribution for GPS Positioning System for Oil platform (Transocean - www.deepwater.com)
· I have finished Power Unit for wind turbine (http://www.suzlon.com/)
· I have finished Ozone Machine for OZONIA (http://www.degremont-technologies.com/)
· I have worked over RFQ of MQB Platform project for VW Instrument Clusters
· I have finished MQB Skoda Octavia Instrument Cluster Project
· I have worked over RFQ MQB Platform AUDI Brand
· I have worked over RFQ PQ26 Platform VW Instrument Clusters
· I’m working over integration of OLED in Automotive.
· I have expertise in Semiconductor Automation
· I strive for continued excellence
· Provide exceptional contributions to projects for all customers
With a MS degree in Mechanical Engineering I have a full understanding of the full life cycle of a Mechanical Product Development projects and also due to my experience I have understanding for electronic packaging. I also have experience in learning and excelling at new technologies as needed.
Specialties: Mechanical R&D in area of:
~ Robotics
~ Power Electronics
~ Automotive Electronics (Instrument Clusters)
~ HUD's
The document establishes that a new nature of innovation is emerging, driven by four key factors:
1) Co-creating value with customers and tapping user knowledge, 2) Global knowledge sourcing and collaborative networks, 3) Addressing global challenges, and 4) Responding to public sector challenges. It argues that innovation is no longer just technology-driven, but also user-driven, with companies needing to open up, collaborate, and take on more social responsibility. This represents a shift from traditional "firm-centric" innovation to a more personalized, collaborative model. The document then outlines nine principles of this new nature of innovation and provides business cases as examples. It concludes that while technology will still be important, user needs will
Moore's law is the observation that the number of transistors on integrated circuits doubles approximately every two years. It is named after Intel co-founder Gordon Moore, who described this trend in a 1965 paper. His prediction has proven accurate and the law is now used by the semiconductor industry to guide long-term planning and set research and development targets. While the trend has continued for over 50 years, Moore's law is considered an observation rather than a physical law.
Moore's Law states that the number of transistors on a microchip doubles approximately every two years. This steady increase in processing power drove advances in video game technology from early 8-bit games like Pong and Super Mario Brothers to later 32-bit and 64-bit games with 3D worlds and photorealistic graphics like Final Fantasy VII, Legend of Zelda: Ocarina of Time, and Gears of War. The document provides context on Moore's Law and transistors before giving examples of how increasing bit sizes correlated with graphics improvements across several iconic video game franchises over decades.
The document provides lecture notes on linked lists and their operations. It contains the following information:
- An overview of linked lists including their memory representation using nodes with a data field and pointer to the next node.
- The main operations on linked lists - traversing, searching, inserting nodes at the start, end or a specified location, and deleting nodes from the start, end or a specified location.
- Details on implementing these operations in C++ including code examples for inserting, deleting and searching nodes in a linked list.
- Advantages of linked lists like flexibility in memory allocation and efficient operations like splitting and joining lists.
Moore's Law states that the number of transistors on integrated circuits doubles approximately every 18 months, leading to increased computing power at reduced cost over time. This advancement in computer hardware and software enabled the development of ERP systems by making the required technology affordable. ERP systems provide integrated management of business processes and information across functional areas like finance, HR, supply chain, and customers. Moore's Law continues to be an important driver of technological progress and the evolution of ERP systems.
This document provides formulas for integrals of common functions including polynomials, rational functions, radicals, logarithms, exponentials, and trigonometric functions. It includes basic integral formulas like the integral of x^n dx as well as more complex integrals involving combinations of functions. There are over 100 formulas presented in a table format organized by function type.
Calculus with analytic geometry swokoWS BYZzzubairzzzubair
This document outlines a plan to restructure a company's operations to help it adapt to changes in the market. It proposes consolidating three product divisions into two broader business units to allow for more flexible resource allocation. Management believes this will make the company more efficient and able to more quickly respond to new opportunities and challenges. The reorganization is expected to be completed within six months.
This document contains a set of multiple choice questions and answers related to data structures. There are 56 questions covering topics like hashing, graphs, trees, sorting algorithms, linked lists, stacks, queues, arrays, and more. The questions test knowledge of concepts like time complexity, operations on different data structures, representations of data like matrices and graphs, and algorithms that use common data structures.
This document provides an overview of tomato plant morphology, growth habits, and fruit development. It describes the leaves, inflorescence, roots, stems, and flowers of tomato plants. It explains the differences between determinate and indeterminate growth habits. It also discusses the development of tomato fruits from the mature green stage through ripening, including changes in pigmentation, texture, and acidity. The morphology section provides foundational information on tomato plant structure and development.
This document provides an overview of geomechanics concepts for petroleum engineers. It discusses stress and strain theory, elasticity, homogeneous and heterogeneous stress fields, principal stresses, and the Mohr circle construction. It also covers rock deformation mechanisms including cataclasis and intracrystalline plasticity. Key concepts are defined such as normal and shear stress, elastic moduli like Young's modulus and Poisson's ratio, elastic stress-strain equations, and strain measures including conventional, quadratic, and natural strain.
A MAN’S RIGHT TO HAPPINESS If by happenstance you require emergency triage, Maybury recom- mends that you transform your image as much as possible to that of a health care provider.He means that doctors and nurses are social beings that will gravitate more quickly and attentively to those with whom they identify the most.Therefore,if you dress intelligently,sound highly educated, act very polite and courteous, and perhaps carry a book with you,health care providers may feel more inclined to pay more attention to you and provide better care. This is the kind of mindset you’ll need in the new Obamacare
Future of Semiconductor Business and Innovation (April, 2012).pdfRohan Hubli
In the semiconductor industry the drivers of value have traditionally been Time-to-Market, Market Reputation, Economies of Scale and Economies of Scope. Low barriers to entry have traditionally benefited new entrants and new business models.
However with escalating costs and fundamental limits on device physics have now reached a crescendo. What are the ramifications in terms of value creation, technology innovation and business models ?
This is my view of where the industry is headed in next decade and beyond
The document discusses four key trends facing manufacturers: 1) overcapacity in many industries following the economic crisis, 2) companies realizing they cannot return to pre-crisis normal and must permanently change processes, 3) the need for new operating models as old models are no longer viable, and 4) companies must grow through collaboration, redefine resource allocation, or risk going out of business. It also summarizes Cisco's Internet Business Solutions Group and their focus on helping manufacturing clients understand how information and communication technologies can help them adapt to these trends and improve business models.
The pace and scale of change across high-tech manufacturing is a once-in-a-century transformation. The resulting convergence and disruption—affecting every corner of the manufacturing sector—is profoundly, permanently altering the industrial landscape. The old rules are changing: New competitors are emerging, consumer expectations are shifting, and market share is up for grabs.
Accenture Communications Industry Narrative Trend Shifts Signalsaccenture
The document discusses major shifts happening in the communications industry and identifies five signals of these shifts. The three major industry shifts are: 1) Customer re-imagination as life, work, learning and entertainment become more connected and centered around the home. 2) Business model re-invention as new growth strategies and partnerships are needed due to stagnating returns. 3) Technology re-volution as 5G, cloud, edge computing and other technologies open new opportunities for communications providers to transform into technology companies. The five signals highlighted are increased home connectivity demands, connectivity as an essential right, the need for new business models, expanded partnership strategies, and communications providers transforming into technology companies.
THE IMPACT OF DIGITALIZATION ON THE MANUFACTURING INDUSTRY - TECH MAHINDRATech Mahindra
This IDC Spotlight paper emphasizes how continuous improvement methodologies, empowered by instrumentation, machine learning, and distributed intelligence, will help manufacturing companies become flexible, context-aware digital businesses.
Evolving landscape of technology deals: Semiconductor Industry PwC
The document summarizes semiconductor industry M&A trends in 2014-2015. Key factors driving deals include slowing revenue growth from maturing markets and decreasing chip prices. This has increased consolidation as companies seek access to new markets and customers. The summary document also notes that rising development costs and need for hardware-software partnerships have increased complexity and costs for chipmakers.
This document provides a summary of the impact of the 2008 recession on the global outsourcing industry and introduces the GS100 study.
1) The recession changed rules for global sourcing as clients focused on cost cutting and vendors had to adapt by delivering business outcomes at lower costs.
2) While the industry hit a low point in the first half of 2009, it showed impressive growth in the last quarter of 2009 as clients consolidated vendors and engaged more specialized providers through multisourcing.
3) The GS100 study recognizes 100 leading service providers that demonstrated resilience during the recession and have the maturity to deliver high standard IT and BPO services using the global delivery model.
PVSEC - Business Forum - Keynote Speech - Paul BrodyPaul Brody
This document summarizes a presentation by Paul Brody from IBM about lessons the photovoltaic industry can learn from the semiconductor industry. Some key points:
1) Both industries have seen rapid growth and consolidation, with many early players no longer existing.
2) Successful companies in both industries are globally integrated, collaborate strongly, and focus intensely on customers.
3) The soaring costs of capacity, technology advancement, and price competition have driven consolidation in semiconductors, and similar dynamics are occurring in photovoltaics.
The outlook for the global outsourcing market in 2010 is one of slow recovery following the impacts of the recession in 2009:
1) Q1 2010 saw a 25% increase in contract value year-over-year, driven largely by renewals and restructurings of existing contracts.
2) Cost reduction remains a key priority for clients, benefiting Indian service providers competing on price.
3) BPO demand is shifting to smaller, shorter-term specialized projects replacing large transformational deals.
4) The European market, particularly in the UK, faces economic uncertainty that may dampen overall industry growth.
5) Cloud computing and industry-specific BPO solutions show strong adoption signals
The document discusses how big data and business analytics are affecting manufacturing industries. It describes how big data is transforming each step of the manufacturing value chain, including R&D, supply chain management, production, and after-sales services. Big data is allowing manufacturers to gain insights from customer data, improve demand forecasting, optimize inventory levels, develop products more efficiently based on data-driven design, and provide better after-sales support through predictive maintenance. The organizational impacts of big data are also profound, as data and analytics become core capabilities for manufacturing companies.
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This document provides an overview and summaries of articles in the McKinsey on Semiconductors publication. It discusses challenges facing the semiconductor industry, including increasing consolidation, the evolving role of China, and difficulties keeping up with demand for new products. Specific articles summarized include those on creating value in the industry, challenges in China, barriers to LED adoption, business model evolution, impacts of 300mm manufacturing on analog semiconductors, improving supply chains, effective pricing strategies, reducing R&D time and costs, and managing process variability. The introduction emphasizes that while the industry contributes greatly to economic growth, most players capture only a small percentage of the value created and the industry overall destroyed value from 1996-2009 excluding Intel. Facing
Focus group industry challenges for prospective sellers (Repaired)Brett Watkins
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Are manufacturing companies ready to go digital capgemini consulting - digi...Rick Bouter
Digital technologies are impacting manufacturing companies across their value chains. The document analyzes how different digital tools can optimize various parts of the manufacturing value chain, including product design, manufacturing, and supply chain management. It provides examples of companies like GE, Boeing, and Bombardier that have used digital tools like crowdsourcing, virtual prototyping, and digital factory models to drive innovation, increase productivity, and reduce costs and time to market. The document also presents a "Digital Innovation Radar" mapping various digital technologies to bottom-line and top-line opportunities for manufacturers.
8242019 Why Cisco Fell Outsourcing and Its Perilshttps.docxblondellchancy
8/24/2019 Why Cisco Fell: Outsourcing and Its Perils
https://www.strategy-business.com/article/19984?gko=c8d43 1/22
July 1, 2001 / Third Quarter 2001 / Issue 24 (originally published by Booz & Company)
Why Cisco Fell: Outsourcing and
Its Perils
Cisco. Sony. Palm. Contract manufacturers gave OEMs more supply chain headaches than
solutions. What went wrong. What needs to be done.
by Bill Lakenan, Darren Boyd, and Ed Frey
This article was originally published by Booz & Company
Perhaps no company underscored the limitless potential of the New Economy
more than Cisco Systems Inc. Last year, Cisco was poised to become the
world’s �rst trillion-dollar enterprise, wielding a market cap greater than that of
General Electric Company in pursuit of annual revenue growth projected at 30
to 40 percent.
Two of the things that gave Cisco its glow were its development of a virtual
supply chain with limitless capacity and its ability to provide extraordinarily
high reliability to its customers. Another apparent strength was its approach to
manufacturing: It didn’t build most of what it sold. John Chambers, president
and CEO, once explained, “Our approach is something we call ‘global virtual
manufacturing.’ First, we’ve established manufacturing plants all over the
world. We’ve also developed close arrangements with major CEMs [contract
equipment manufacturers]. So when we work together with our CEMs — and if
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I UNDERSTANDI UNDERSTAND
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https://www.strategy-business.com/article/19984?gko=c8d43 2/22
we do our job right — the customers can’t tell the difference between my own
plants and my CEMs’ in Taiwan and elsewhere.”
A specialist in creating network infrastructure hardware for data and
telecommunications companies, Cisco prospered as the Internet burgeoned.
Between 1998 and 2000, its revenues grew by a compound annual rate of 49
percent; gross pro�t rose 48 percent; net income increased 42 percent.
By all outside appearances, Cisco was the picture of health and prosperity. But
hidden problems were mounting. Early last year, shortages of memory and
optical components began paralyzing one path of production. For the �rst time,
Cisco’s supply chain began to experience the kind of growing pains that
affected its earnings. When the telecommunications infrastructure
experienced a severe downturn, customer orders began t ...
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This document provides an overview of Industry 4.0 and how manufacturers can achieve digital transformation. It discusses what Industry 4.0 is, the current landscape of disconnected systems in manufacturing, and how solving problems and creating value through data insights. It also addresses common challenges of strategy, culture, leadership, focus and infrastructure for manufacturers. Finally, it outlines step-by-step recommendations for manufacturers to make Industry 4.0 a reality, including forming a digital team, learning from others, scaling initiatives, rethinking goals, and stimulating experiments.
Pursuing a Single Version of the Truth, From Product Creation to Service
This IDC Manufacturing Insights White Paper summarizes the critical challenges the industrial equipment industry faces today and outlines the dramatic changes the industry will encounter going forward.
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IDC Manufacturing Insights suggests industrial equipment organizations modernize their IT landscape to speed up decision making, streamline business processes, and break organizational silos. To do so firms will have to create a unique platform that — supporting the entire product life-cycle process, end to end — offers a single data source from product creation to service.
- Robotics use is reaching an inflection point where it will become more cost effective than human labor for many tasks. The share of manufacturing tasks performed by robots is expected to rise from 10% globally to 25% by 2025.
- Three major trends are driving this takeoff in robotics adoption. Robot hardware and software costs are projected to drop over 20% in the next decade while performance improves 5% annually, making robots more affordable and capable. Technological advances are expanding what robots can do. Smaller manufacturers will be able to adopt robots.
- This will boost manufacturing productivity up to 30% and labor costs are expected to be 18-33% lower by 2025 depending on the country. Countries that
Several factors will affect innovation in the manufacturing industry across processes, product development, outsourcing engagements and even IT services. Among these factors are digital consumers in the automotive industry; and decision-making using Business Intelligence (BI). This list is in no way complete. But it certainly is a good starting point to explore further.
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Semiconductor Industry - Needs more than Moore's Law
1. IBM Global Business Services
IBM Institute for Business Value
Electronics
More than
“Moore” to win
Optimization strategies
for success in a maturing
semiconductor industry
2. IBM Institute for Business Value
IBM Global Business Services, through the IBM Institute for Business Value,
develops fact-based strategic insights for senior executives around critical public
and private sector issues. This executive brief is based on an in-depth study by
the Institute’s research team. It is part of an ongoing commitment by IBM Global
Business Services to provide analysis and viewpoints that help companies realize
business value. You may contact the authors or send an e-mail to iibv@us.ibm.com
for more information.
3. More than "Moore" to win
Optimization strategies for success in a maturing semiconductor industry
By George Bailey and Wendy Huang
The impact of higher costs and other key disruptive trends on the semiconductor
industry – especially competitive landscape changes, technology convergence
and greater global connectedness – mean that traditional business models just no
longer work. Nor will the promises of Moore’s Law be enough to provide sustained
competitiveness. Future success will require innovative changes to existing
business models that optimize capabilities in the areas of integration, customer
centricity and collaboration.
Industry costs are skyrocketing. R&D costs and the five-year compound annual growth
are expected to rise by a compound annual rate (CAGR) for industry revenue dropped
rate of 12.2 percent per year between 2004 from more than 15 percent in 1990 to less than
and 2010, while the industry revenue growth 4 percent by 2005.
1
rate remains only 6.0 percent per year. The
total R&D cost for the semiconductor industry FIGURE 1.
Five-year CAGR of semiconductor industry revenue,
was reported to be US$45 billion in 2006 1985 to 2005.
and analysts believe that it will reach US$100
2 US$ billion Percent
billion by 2010. In addition, process develop- 250,000 20
ment costs for 32nm manufacturing could hit 200,000 15
US$3 billion, which is twice the cost for 65nm 150,000
3
10
process technologies. This does not include 100,000
50,000 5
other development costs such as new chip
0 0
fabrication facilities (“fabs”), or new processes, 1985 1990 1995 2000 2005
tools and equipments. Sales
5 year CAGR
Market indicators show the industry is, in fact, Source: IBM Institute for Business Value analysis of Semiconductor
Industry Association/SICAS data. https://www.sia-online.org/down-
maturing. Revenue growth has slowed dramat-
loads/shares.pdf.
ically in the past two decades (see Figure 1),
1 More than “Moore” to win
4. And yet, in today’s world of pervasive To better understand current industry trends
computing, it seems semiconductor devices, and their impacts, as well as how to win in this
or “chips,” can be embedded practically new environment, IBM conducted the 2007
everywhere: in vehicles to monitor the need for Semiconductor Industry Optimization Study
replacement parts, in humans to detect heart- (SOS). SOS looked in detail at the top 60 semi-
beats and brain activity, and even in growing conductor suppliers by size of revenue, which
plants to communicate needs for water or includes a mix of companies. Some of the top
fertilizer. With no end in sight to “ubiquitous 60 design and manufacture their own chips
computing” and “embedded networks and (Integrated Device Makers or “IDMs”), some
controls,” these examples are but the tip of the design, but do not manufacture chips (fabless)
iceberg of potentially endless opportunities for and four top companies manufacture, but do
the semiconductor industry. not design chips (foundry players). Our study
included face-to-face interviews, analysis of
Historically, Moore’s Law offered strong hope financial results and industry best practices,
of continual cost reduction and continued along with substantial secondary research.
prosperity for chip makers in the face of ever-
increasing demand. The1965 prediction by SOS results led to some stark conclusions for
Gordon Moore of Intel postulated that the this maturing industry. No longer can competi-
number of transistors on a chip would double tive advantage be found solely in continued
every one to two years due to advances in technology advancement, as espoused by
4
technology. With today’s explosive use of Moore’s Law. The growing pervasiveness of
semiconductor technology in all walks of life, chip use across industry and society requires
the current reality is that it now takes more companies to re-examine their respective
than “Moore” to win. business strategies and supporting business
models to properly adjust for the dynamic
Today, rumors of mergers and acquisitions competitive landscape, increasing technology
(M&As) run rampant in the chip industry. In convergence and growing global connected-
recent years, the increased costs of staying ness. Only well-considered choices can lead
competitive have driven many companies to the stable financial results necessary for
to increase their collaboration with peers, in survival and success as the industry faces
forms ranging from joint development to M&A. significant disruption.
Companies failing to properly manage their
bottom-line financials are increasingly targets
for takeover, especially as private equity firms
take a more active role in the industry.
2
2 IBM Global Business Services
IBM Global Business Services
5. More than “Moore” to win
Optimization strategies for success in a maturing semiconductor industry
The seven Cs: Today’s disruptive developments require at least two mask sets
industry trends to get to production, this can put a big dent in
Along with industry maturation, seven disrup- the semiconductor suppliers’ wallets.
tive trends – we call them the “seven Cs”
Competition: An industry in flux thanks to
– are reshaping industry players, as well as
China, India and private equity
their relationships within the ecosystem and
The competitive landscape is constantly
shifting the value chain itself. And like the
changing. Within ten years, it is estimated that
“seven seas” of Earth, these seven Cs may
40 percent of today’s semiconductor vendors
require special attention to navigate choppy
are likely to leave the industry as a result of
waters ahead. These disruptive semiconductor 9
intense global competition. The number of
industry forces include complexity, commod-
Chinese fabless companies increased from 15
itization and consumerization, along with four
in 1990, to an astounding 479 in 2005 and still
others that this paper will examine much more 10
growing.
closely: cost, competition, convergence and
connectedness. India, too, is a rising contender. India boasts
125 fabless companies that have grown from
Cost: Doing business is more expensive
around US$1 billion to US$3 billion, and they
across the board
are slated to reach US$40 billion in sales
In virtually every dimension of the semi- 11
by 2015. Most of these Chinese and Indian
conductor industry, costs are increasing
companies are not well known, but it is only a
exponentially. With each successive leading
matter of time before some will become cred-
technology, the level of complexity grows in
ible contenders.
conjunction with the cost. R&D costs asso-
ciated with leading technology IC design, Private equity activities have also intensified
process and equipment can be attributed to in the past few years. The high-profile lever-
the escalating cost of semiconductor industry aged buyouts of NXP and Freescale alone
R&D. According to analysts, process tech- accounted for US$27 billion in 2006 (See
nology R&D costs alone jumps from US$2.4 Figure 2). The private equity playbook consists
billion at the 45-nm node to US$3 billion at of first leveraging the strong cash position
5
32 nm. A 300-mm, 45-nm wafer is about 10 of the target company to borrow money.
times more expensive than a 200-mm, 250-nm Next, investors restructure and improve the
6
wafer. company’s bottom line by driving inefficiency
out of the business, then later either sell the
Mask costs also jumps significantly with each
company or take it public. Such deals have
leading edge technology. For instance, mask
been able to generate returns of 30 percent to
costs at 90-nm are about US$800,000 – at the 12
7 40 percent. As a result, private equity-owned
65-nm node, they reach about US$1.2 million.
companies are setting new business operation
For a 45-nm node, mask costs alone can total
8 standards for all of the industry players.
more than US$2 million. Because most chip
3 More than “Moore” to win
6. Traditional FIGURE 2.
semiconductor industry Semiconductor private equity activities.
business models are Year Deal Price tag
being threatened by 1997 Citicorp Venture and Credit Suisse buy Fairchild from National Semiconductor. US$550 million
1997 Texas Pacific Group buys Zilog. US$527 million
seven disruptive trends
1999 Citicorp Venture and Credit Suisse buy the semiconductor division of Harris. US$520 million in cash and a
in particular: higher Renames the company Intersil. promissory note of US$90 million
costs, competitive 1999 TPG buys the semiconductor components group of Motorola. Renames it ON US$1.6 billion
Semiconductor.
landscape changes,
2004 CitiGroup Venture Capital, Francisco Partners and CVC Asia Pacific buy part of US$828 million
technology convergence Hynix and rename it MagnaChip Semiconductor.
and greater global 2004 Francisco and TPG buy Smart Modular Technologies from Solectron. US$100 million
connectedness. 2005 Kohlberg Kravis Roberts & Co. (KKR) and Silver lake Partners buy Agilient US$2.7 billion
Technologies’ semiconductor unit renaming it Avago Technologies.
2006 Bain Capital buys Texas Instruments’ sensors-and-controls business. US$3 billion
2006 Consortium including KKR and Silver Lake Partners buys majority stake in US$10 billion
Philips Semiconductor. Renames it NXP Semiconductors.
2006 Consortium including Blackstone Group and TPG buys Freescale US$17.6 billion
Semiconductor.
Source: Harbert, Tam. “Private equity chips away at semiconductor industry: Investors see stable cash flows and need for consolidation.”
Electronic Business. December 1, 2006. http://www.edn.com/article/CA6395971.html
Convergence: Semiconductors are the ingly difficult for semiconductor suppliers to
common “fabric” binding digital content find new high-volume semiconductor applica-
Convergence happens when common tech- tion that they need to offset the exponentially
nology creates growing overlaps to create new increasing costs associated with keeping up
consumer value. Convergence and perva- with technological advancement.
siveness are now redefining the market, as
boundaries among application categories are Connectedness: A flatter world brings
dissolving. This blurs the lines of chip applica- people closer
tion and business offering mixes. It seems that nearly everything today is
becoming interconnected. From the social
One area in which convergence trend has networking and user-created content of Web
been most visible is with mobile handsets 2.0, to the ever-increasing number of mobile
increasingly adopting the capabilities of PCs. telephone and Internet users worldwide,
While the product functionality is converging, people want to connect and “talk.” The total
semiconductor suppliers continue to intro- number of worldwide Internet users surpassed
duce more brands, more platforms and more 1 billion in 2005 and is estimated to reach 2
13
feature sets. As a result, it becomes increas- billion by 2011.
4 IBM Global Business Services
7. Worldwide mobile phone sales are also Ultimately, the increased cost of doing busi-
expected to reach one billion in 2009, with ness will force companies to re-examine their
an estimated 2.6 billion mobile phones in current business models to remain competi-
14
use. Even companies like SanDisk, makers tive. Although the number of suppliers is
of NAND-based flash storage card products increasing drastically – especially within the
that are used in various consumer electronics Indian and Chinese markets – the top 50 semi-
products, are increasing focus on developing conductor supplier companies comprise 84.5
16
mobile platforms. percent of the market.
“[In] the next two to three years Even with so many semiconductor suppliers,
the industry is so capital-intensive that it’s
everything will be wireless, every increasingly difficult to make a significant
kind of devices would be wirelessly impact in the marketplace. As a result, the
connected to everything else and number of new entrants that are significant
enough to be called out by iSuppli has
therefore the distinction between dropped sharply, from 25 in 2002 to just two in
a cell phone or an MP3 player is 2006.
17
going to be somewhat blurred.” For the top 60 semiconductor suppliers, our
– Eli Harari, CEO of SanDisk 15 analysis shows that return on equity ranged
from a low of -67 percent to a high of 46.2
.5
18
When it comes to semiconductors, the race for percent in 2006. Operating profit margin also
“smaller, faster and cheaper” is still on, but the fluctuated widely for this group: from a low of
19
traditional focus on product and technology -14.9 percent to a high of 51.6 percent. During
innovation alone is not sufficient to survive this period, sales growth for this group was
the seven Cs – especially skyrocketing costs, the most volatile measurement of all, ranging
dynamic competition, digital convergence and from a low of -9.5 percent to a high of 102.2
20
greater global connectedness. percent.
Emerging types of industry players As the fabless model gains increased
Companies’ responses to the industry disrup- momentum in the marketplace, the traditional
tions of the seven Cs will ultimately determine integrated device maker (IDM) model remains
whether they win big or lose big. Chip under pressure to transform. Since 2003,
production increasingly resembles a gourmet fabless players achieved higher operating
restaurant kitchen, where numerous chefs profit margin than both IDMs and foundry
line up to add just the right spices to the mix; players; in 2005 and 2006, fabless players
no longer can one company single-handedly doubled IDM and foundry players in return on
bring value to the end user. equity (see Figure 3).
5 More than “Moore” to win
8. FIGURE 3.
Operating profit margin and return on equity analyses.
30% Operating profit margin analysis Return on equity analysis
20%
10%
0%
-10%
2001 2002 2003 2004 2005 2006 2001 2002 2003 2004 2005 2006
-20%
IDM Fabless Foundry
-30%
Source: IBM Institute for Business Value analysis of Thomson financial data.
Three major roles emerge for IDMs Super Suppliers – This category describes
With the imminent industry shake-out, we suppliers that can continue to “operate its
believe three different types of IDM players will own game” by being a big influencer in the
emerge: Super Suppliers, Alliance All-stars and industry. Today, Intel is the only IDM that fits this
Market Creators (see Figure 4). description. Unlike other IDMs, Intel has the
luxury to buy up value chain players to build
FIGURE 4. and strengthen its vertical integration model.
Three emerging types of IDM players. Through its global investment arm, it can help
shape the greater ecosystem in which it oper-
Self-sufficient and powerful. Super ates.
Super supplier can continue to operate its
Suppliers own game by being a big influencer in Since 1991, Intel Capital has invested US$4
the industry.
billion in more than 1,000 startups in over 30
21
countries. Two recent examples include
Suppliers that form alliances not only
Alliance to create new value proposition in the purchasing London-based social network site
All Stars marketplace, but also to fight the rising Bragster for a reported US$3.5 million and
cost of R&D and manufacturing.
making substantial investment in UK-based
FREEDOM4 Ltd, formerly known as Pipex
Suppliers that focus on core
Market competencies and remain focused on Wireless Ltd, to accelerate Intel’s strategic
differentiating their business offerings mobile WiMAX deployment.
22
Creators
in the marketplace.
Source: IBM Institute for Business Value.
6 IBM Global Business Services
9. Three types of “We try to make sure that all the Market Creators – These suppliers focus on
core competencies and aim to differentiate
integrated device relevant players in the ecosystem their business offerings in the marketplace.
makers (IDMs)
are ready about the same time.” Like some Alliance All-Stars, Market Creators
are expected to are beginning to embrace the fab-lite strategy
– Arvind Sodhani, president of Intel Capital23
emerge: The Super and to outsource much of their manufacturing.
Suppliers, Alliance Alliance All-Stars – This group consists of
Given that considerable capital investment will
All Stars and suppliers that form alliances, not only to
be needed to move to 32-nm manufacturing
create new value in the marketplace, but also
Market Creators. and beyond, this “asset-light approach” is of
to fight rising R&D and manufacturing costs.
critical strategic importance, especially to
Some Alliance All-Stars are also beginning to
companies with strained balance sheets. As
embrace the fab-lite strategy, a model in which
process technology becomes less differenti-
they no longer maintain their own manufac-
ated, market-specific system know-how – an
turing operations for components with chip
ability to understand the end-product and how
structures above a specific size.
different chips integrate with one another – is
Examples of Alliance All-Stars include fast becoming the true competitive advantage.
Freescale, IBM and Infineon, each of which is
As Market Creators focus more on design
focused on nurturing collaboration with part-
and less on manufacturing, their business
ners as a core competency. When it comes
models will begin to resemble the fabless
to developing new technologies, Alliance
model. Companies like Sony, AMD and Texas
All-Stars would share the costs and risks of
Instruments have publicly announced their
designing new manufacturing processes
fab-lite strategies; however, they have not
by forming alliances. The alliance approach
clearly defined their new business models
allows each partner to later incorporate the
and transition strategies. Only time will tell
co-designed processes into its own manu-
which industry participants will emerge as true
facturing environments. One major benefit
Market Creators.
of this collaborative innovation approach is
that Alliance All-Stars can continue to retain
competency across the entire semiconductor
“It’s really about what the customer
manufacturing value chain without having to wants and what the end customer
invest in the entire manufacturing capability. experience is going to be.”
“You can’t be the leader by yourself – Phil Hester, CTO of AMD 25
anymore. The technology is just too
complicated and expensive.”
– John Kelly, Sr. VP of IBM Research24
7 More than “Moore” to win
10. Considering the “To fab or not to fab” Recommendations
question With the seven Cs and so much resulting
In the 1990’s, the cost of building a fab reached industry volatility, the proven strategies of the
above the US$1 billion mark.26 Today, it would past may bring failures in the future. For ages,
cost a company US$5 billion or more to build innovation has been a technology-led affair,
300mm wafer fabrication facilities, with additional
with most big breakthroughs coming out of
operation and maintenance costs.27 It is becoming
giant and secretive research labs. It was an
increasingly non-profitable for a company to have
era when big corporations in developed coun-
its own fab, except in cases where a very broad
tries accounted for most R&D spending.
product offering caters to different customer
segments and the economies of scale can justify Our study has shown that higher R&D spent
the fab’s operating costs. doesn’t help ensure better performance in
IDMs must not assume that having a fab is a terms of growth, profitability or shareholder
competitive advantage. In fact, some fabless returns. The game is changing from individual
players have fared well without a fab. Unless IDMs to “ecosystem” competition. No one player
can show that owning fabs will translate into can make it alone. What’s more, in order to tap
higher profitability, they will likely face shareholder into the next growth wave of the industry, the
pressure to pursue fab-lite or fabless strategies. traditional model of focus on technology prod-
When making this decision, some key questions ucts and geographic markets will need to be
for IDMs include: make room for a new business model, which
emphasizes providing the right mix of business
1. Investment. Do you have the investment capacity
offerings to a new set of end-user markets
(US$4 billion or more over two years)?
(see Figure 5).
2. Research. Do you have in-house research
capability to support on-going research in the As companies navigate in today’s rapidly
semiconductor designs, materials and process changing global business environment, their
technology needed to remain competitive? ability to shift direction and introduce business
3. Demand volume. Do you have the volume model innovation is proving to be a critical
necessary to keep the fabs fully utilized? success factor. In the IBM 2006 Global CEO
Study, which was based on interviews with 765
FIGURE 5.
The rules of the game have changed.
Becoming end user-centric
Past Future
Technology product Business offering
Geographic market End-user market
Source: IBM Institute for Business Value.
8 IBM Global Business Services
11. Business model corporate and public sector leaders worldwide, 2) The Enterprise Model approach involves
we found that the financial outperformers put innovation in the structure of the enterprise
innovation can happen
twice as much emphasis on business model and the role it plays in new or existing value
by bringing about
innovation as underperformers. We also found chains. This approach focuses on redefining
change to one or more organizational boundaries.
that business model innovation had a much
of the following: the stronger correlation with operating margin
3) The Revenue Model approach involves
industry model, the growth than other types of innovation.
28
innovation in how companies generate
enterprise model and revenues by reconfiguring offerings (product/
Neither the CEOs we spoke with, nor a review
the revenue model. of the current literature, provided a clear defi- service/value mix) and/or by introducing new
nition of business innovation. Nor did either pricing models. This approach leverages
reveal what type of business model innovation customer choice and preferences, as well as
yields the best results. To find those answers, new technologies.
we conducted a follow-up study that identified
These approaches to business model
three distinct approaches to business model
innovation can either be used alone or in
innovation: via revenue models, enterprise
29 combination.
models and industry models (see Figure 6).
Choosing the right course of business model
1) The Industry Model approach involves
innovation is only one part of the equation.
innovation in the “industry value chain.” This
Business capabilities must also be devel-
can be accomplished via: moving horizontally
oped to optimize the ability and likelihood of
into new industries (for example, Virgin’s focus
succeeding to innovate innovating success-
on superior skills in consumer management),
fully. These capabilities include the abilities to
redefining existing industries (such as Apple’s
center on end-user needs, collaborate and
iTunes) or developing entirely new industries or
integrate (see Figure 7).
industry segments (such as Google and other
search engine companies).
FIGURE 6.
Three ways to enact business model innovation.
Industry model
Solution
Change the way your whole
industry works
Business model innovation Manufacturer Distributor Retailer Consumer
Business offering
Enterprise model
Redefine what you do
Status quo yourself and where you
collaborate
Product
Revenue model A B C D E F
Change the way you charge
Old New your customers
End user market Price
Source: IBM Institute for Business Value.
9 More than “Moore” to win
12. FIGURE 7. Infineon: Becoming a customer-focused
Three key optimization areas. enterprise
Infineon Technologies AG engages in the design,
Integration Collaboration
Solution
development, manufacture and marketing of
semiconductors and system solutions addressing
Business model innovation three central challenges to modern society:
Business offering
energy efficiency, connectivity and security.
In 2003, Infineon set out to transform from a
Status quo traditional product business into a complete
solutions business and focused on acquiring new
Centricity competencies while continue to capitalize on its
Product
competitive advantages.30
Old End user market New To build stronger customer relationships
and become a customer-focused enterprise,
Source: IBM Institute for Business Value.
Infineon reorganized itself into smaller, relatively
independent business units. Business units were
Centricity: Strengthen connections with instructed to work closely with systems makers
both customers and end customers in core market areas like cellular to resolve
As the manufacturing of chips becomes technology problems at the R&D level.31 It also
less of a marketplace differentiator, semicon- redefined market segments more specifically to
ductor suppliers, especially IDMs, need to match customer needs. For instance, Wireless
go beyond the manufacturing to understand was divided into Wi-Fi and Bluetooth.
what customers are making and demon- By working closely with its customers, Infineon
strate systems “know-how.” To do so, the has been more successful at translating
go-to-market approach needs to take a more customers’ ideas into actual products, systems
intimate form. The traditional marketing depart- and solutions. As a result, Infineon reached
ment function of conducting marketing studies, number one in power semiconductors, access
establishing demand and developing product products for broadband communication and in
lines to address demand will no longer high-frequency solutions for wireless communi-
work. Instead, companies must engage with cation.32
customers early on during the R&D phase and
incorporate customer input throughout the Collaboration: Aim for radical collaboration
product development lifecycle process. by thinking and acting “big”
To meet the demanding needs of the customer
Cultivating the ability to truly understand
while addressing the escalating financial
what customers and end users are thinking
and intellectual capital needed to remain in
and where the market is going is important;
the business, ecosystem collaboration is no
however, cultivating the ability to transform
longer a luxury, but a necessity. Going it alone
the organization and ways to do business
is not only risky but also impossible, given
based on the understanding of customer, end
that semiconductor suppliers are becoming
user and market needs is the key competitive
more and more dependent on multi-enterprise
advantage. Being a customer-focused enter-
supply chain and fulfillment networks to meet
prise is not about just the company strategy; it
customer needs. Therefore, to meet customer
is primarily about the execution.
10 IBM Global Business Services
13. Along with selecting the needs and also stay financially viable, many to smart phones like the Apple iPhone –
companies have embraced collaborative inno- companies rely on others in the ecosystem
right course of business
vation – sometimes even collaborating with to integrate new technologies more effec-
model innovation,
potential competitors. tively and provide one seamless solution for
semiconductor companies end customers. Semiconductor suppliers
must hone essential To establish effective collaborative capabilities, can no longer afford to push pre-designed
companies should focus on fully utilizing many
business capabilities, chips to potential buyers. Truly addressing
helpful collaborative tools (for example, Web end customer needs requires a broader,
including the abilities to 2.0 tools) available today to enhance informa- system-focused view – a “holistic design”
center on end-user needs, tion sharing among ecosystems. They should approach. They can no longer restrict
collaborate and integrate. also readjust company strategy and individual themselves to their original core fields of
performance goals to make collaboration a expertise, and they must learn to how to inte-
required part of how business is done. By grate ecosystem style.
combining resources (both financial and intel-
lectual), companies are no longer bounded by Different types of integration can be
their own limitations. The power of many can achieved, based on the level of financial
help meet increasingly challenging industry participation and risk. The level of integra-
demands. tion can range anywhere from adopting an
arm’s-length contract to pursuing M&A that
Integration: Tighten ecosystem integration helps build vertical integration capabilities.
to bring differentiated value to the end Companies should first take a deeper look at
customer customer needs and then determine which
As end-devices become increasingly complex
ecosystem integration approach to under-
– for example, consider the transition from
take.
the first mobile phone (the Motorola “Brick”)
IBM: Pursuing collaborative innovation via an “open ecosystem”
IBM Microelectronics Division is a top maker of application-specific integrated circuits (ASICs) and static
SRAM chips, and a major supplier of chips for communications applications, including wireless phones and
networking equipment. It also offers extensive contract manufacturing, or foundry, services, through which it
manufactures chips for other companies. For IBM, collaborating in an “open ecosystem” was not an option – it
was matter of survival.
In 2003, IBM’s Microelectronics Division had just “lost US$1 billion in 2002 and was on its way to losing
US$252 million in 2003.” 33 Investors wanted IBM out of the microelectronics business; however, IBM viewed
keeping up with leading-edge chip technology as its key competitive advantage in the development of powerful
servers. 34
To keep up with the rising cost of technology innovation development while running a profitable business,
IBM built its “open ecosystem” strategy, also known as Common Platform Alliance. Currently, IBM has an
“open ecosystem” of chip R&D with three Manufacturing Alliance Partners, which include Chartered, IBM and
Samsung, and four Joint Development Partners, which include Freescale, Infineon, STMicroelectronics and
Toshiba.35 This alliance has enabled the IBM division to keep generating cutting-edge technology for its servers
and at the same time, make a profit despite a cyclical downturn in the chip industry.36
11 More than “Moore” to win
14. NXP: Generating new business through A self-assessment for chip makers
nurturing a struggling ecosystem Industry participants will need to take stock of
NXP, a newly independent semiconductor their current situation in the maturing semicon-
company (founded by Philips), focuses on ductor environment. Thinking through answers
providing semiconductors and associated to the following questions can help companies
software that aims to deliver better sensory
identify ways they can begin to adapt their
experience in the areas of mobile communica-
own business models in order to stay competi-
tions, consumer electronics, security applications
tive amid great change on many fronts.
and others. As part of its growth strategy, NXP
set its eyes on India’s entry-level wireless handset Strengthen connections with both
market (such as handsets that are priced between customers and end users
US$60 and US$149), which is the largest wireless • How do you segment your customers in
handset market segment in India, accounting for order to understand their specific needs?
40 percent of the total Indian wireless demand.37
• How much user-based research does your
To win the market share battle in this highly company currently incorporate into product
competitive market, NXP is working to boost the
design and development? Why and how
Indian manufacturing ecosystem for wireless
does this process need improvement?
handsets and products for new applications, such
as near-field communications, mobile TVs, point- • To what extent does your company’s
of-sale terminals, GPS navigation systems, mobile product influence a customer’s buying
payment and fixed-wireless terminals. decision?
Lacking a venture capital arm, it began investing Aim for radical collaboration by thinking
in companies that will set up electronics and acting “big”
manufacturing units in India and also are • How does your company view information
potential customers for its semiconductors. In sharing outside the organization, and what
addition, NXP hopes to boost the weak Indian
must you do to make it more feasible and
manufacturing ecosystem by working with the
more likely?
Indian Banks Association and others to develop
mobile-payment systems. It has actively engaged • To what extent does your company have
some Taiwanese ODMs (“Original Design formal or informal relationships with adjacent
Manufacturers”) by providing Indian market value chain partners? In which areas
information, helping them in field trials and can you see the greatest need for tighter
validation in the country, and even hosting their connections and communication?
travel to India.38 • How can you build the support among your
company’s employees – across all levels of
the business – that is necessary to enact
“collaborative innovation?”
12 IBM Global Business Services
15. In the maturing industry, Tighten ecosystem integration to bring
differentiated value to the end customer
companies should
• How much of the value chain does your
assess their current company perform directly, versus relying on
situation in order to look others?
beyond the expected • How well does your company understand
benefits of Moore’s the economics of each part of its opera-
Law, and plan to make tions?
innovative business • What is your company’s plan to foster a
model changes that strong reputation for working fairly with
can optimize their business partners?
capabilities. Conclusion
The effects of the seven Cs are forcing
semiconductor players to move away from
traditional business models and re-evaluate
what industry roles can offer the greatest
returns. The old race of smaller, faster, cheaper
every two years alone will not ensure success
any more. To achieve sustained competitive-
ness, they’ll need to look beyond the expected
benefits of complying with Moore’s Law, and
make innovative business model changes that
can optimize their capabilities, particularly in
the areas of customer centricity, collaboration
and integration.
13 More than “Moore” to win
16. Authors Contributors
George Bailey was recently appointed General Ken Englund, Partner, IBM Global Services –
Manager of the IBM Microelectronics Division. Americas
In this role, he has responsibility for IBM’s Karan Kapoor, Consultant, IBM Global
semiconductor business. Previously, he was Services – India
IBM General Manager and Global Leader
Steven Kind, Business Solution Professional,
of the IBM electronics industry organiza-
IBM Global Services – Americas
tion. He previously led a worldwide network
of nearly 5,000 IBM employees focused on Waishan Leung, Senior Managing Consultant,
electronics industry clients, and the develop- IBM Institute for Business Value
ment of business and technology solutions to Michael Maslack, Executive Consultant, IBM
meet industry needs. George has appeared Systems and Technology Group
on American television and radio business
Stephen Pierce, Business Solution
programs, including CNBC TV’s “Power
Professional, IBM Global Services – Americas
Lunch,” and has been frequently quoted in
The Wall Street Journal, Fortune, Industry Deepak Sharma, Managing Consultant, IBM
Week, and other management publica- Global Services – Americas
tions and newspapers. He is the author of Hideto Wakui, Partner, IBM Global Services –
Irresistible! Markets, Models, and Meta-Value Japan
in Consumer Electronics and A Thousand
Tribes: How Technology Unites People in Great About IBM Global Business Services
Companies. George can be contacted at With business experts in more than 170
george.bailey@us.ibm.com. countries, IBM Global Business Services
provides clients with deep business process
Wendy Huang is a Managing Consultant within and industry expertise across 17 industries,
IBM Global Services in the Americas, special- using innovation to identify, create and deliver
izing in human capital management consulting value faster. We draw on the full breadth of IBM
within the industrial sector. Wendy has more capabilities, standing behind our advice to
than 10 years of business consulting experi- help clients implement solutions designed to
ence and has worked with clients across the deliver business outcomes with far-reaching
electronics industry in a wide variety of busi- impact and sustainable results.
ness transformation efforts. Wendy can be
reached at wendy.w.huang@us.ibm.com.
14 IBM Global Business Services
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15 More than “Moore” to win
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17 More than “Moore” to win