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.
Chain Reaction: How Blockchain Technology Might Transform Wholesale InsurancePwC
With the goal to identify where blockchain technologies have the greatest potential, this research report sponsored by PwC and conducted by Z/Yen, is based on 50+ interviews with brokers, insurers, reinsurers, regulators and trade bodies from across the global wholesale insurance market.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Tech CEOs are optimistic about the global economy and both near term and future revenue growth. They view strategic alliances, including partnering with competitors, as a primary means to grow their businesses. We invite you to explore the analysis and contact us to discuss how we can help your business capitalise on the new - but challenging - opportunities for growth. Learn more http://pwc.to/1DaolqY
Website: http://www.pwc.com/gx/en/ceo-survey/2015/industry/technology.jhtml
PwC Entertainment, media and communications deal insightsQ3 2015PwC
Deal volumes continue to stay the course with deal values declining in the absence of cable megadeals. PwC provides a summary of third quarter 2015 deal activity, megadeal activity and an outlook for key sectors.
How P&C Insurers Can Unlock Value from Mergers & AcquisitionsCognizant
P&C insurers are likely entering a historic era of increased M&A activity aiming to drive growth at a double-digit pace, pivot into new business models and remain competitive. These insurers will be under pressure to realize the projected revenue growth and cost savings through integration synergies. Here's how P&C insurers should complete a post-merger integration - from strategy development and planning through execution.
Powerful Interaction Points: Saying goodbye to the channelIBMInsurance
http://www.ibm.com/insurance
Learn how insurers can get closer to their insurance customers by dis-regarding conventional "channel" strategy development and instead focusing on quality interactions. Learn the benefits of psychographics approach to segmenting Insurance customers over demographic approach.
Chain Reaction: How Blockchain Technology Might Transform Wholesale InsurancePwC
With the goal to identify where blockchain technologies have the greatest potential, this research report sponsored by PwC and conducted by Z/Yen, is based on 50+ interviews with brokers, insurers, reinsurers, regulators and trade bodies from across the global wholesale insurance market.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Tech CEOs are optimistic about the global economy and both near term and future revenue growth. They view strategic alliances, including partnering with competitors, as a primary means to grow their businesses. We invite you to explore the analysis and contact us to discuss how we can help your business capitalise on the new - but challenging - opportunities for growth. Learn more http://pwc.to/1DaolqY
Website: http://www.pwc.com/gx/en/ceo-survey/2015/industry/technology.jhtml
PwC Entertainment, media and communications deal insightsQ3 2015PwC
Deal volumes continue to stay the course with deal values declining in the absence of cable megadeals. PwC provides a summary of third quarter 2015 deal activity, megadeal activity and an outlook for key sectors.
How P&C Insurers Can Unlock Value from Mergers & AcquisitionsCognizant
P&C insurers are likely entering a historic era of increased M&A activity aiming to drive growth at a double-digit pace, pivot into new business models and remain competitive. These insurers will be under pressure to realize the projected revenue growth and cost savings through integration synergies. Here's how P&C insurers should complete a post-merger integration - from strategy development and planning through execution.
Powerful Interaction Points: Saying goodbye to the channelIBMInsurance
http://www.ibm.com/insurance
Learn how insurers can get closer to their insurance customers by dis-regarding conventional "channel" strategy development and instead focusing on quality interactions. Learn the benefits of psychographics approach to segmenting Insurance customers over demographic approach.
A report looking at comparative rankings of cities specifically
within APEC across multiple indicators; including housing, hard infrastructure, cultural vibrancy, tolerance and inclusion.
Telecom’s future is Social (GSMA Mobile Asia 2013)Rob Van Den Dam
The telecommunications industry has facilitated
the rapid adoption of social networking and social business on a global scale. But to
what extent have communications service providers (CSPs) used social networking and
social tools to transform their own businesses? The adoption of social media by CSPs
to engage with customers is still very low. And with respect to applying social tools to
drive innovation, CSPs are clearly outpaced by over-the-top service providers. A new
IBM Institute for Business Value study reveals how CSPs use social approaches to adapt
to the evolving marketplace.
While security servicing providers have performed well in recent years, they face anemic core growth, shifting client expectations, rising pressure on fees, and the potential for disruption. The COVID-19 pandemic and associated recession will put further pressure on the industry. In response, they must be bold in their planning and approach to service delivery.
Spotlight on Technology: Steering Clear of the IT Danger ZonesL.E.K. Consulting
In this Executive Insights' "Spotlight on Technology: Steering Clear of the Danger Zones," learn why companies are increasingly taking advantage of IT services to migrate their industry-specific services to the cloud, how customers are utilizing vendors and which vendors will win by capitalizing on these opportunities.
Stand on the Sidelines, or Boost Competitiveness? How to Make Bold Moves on t...Accenture Insurance
Sweeping changes across consumer behavior, technology innovations and big data are reshaping traditional insurance business models and what it takes to compete. The most successful insurers are the ones that will proactively adapt their game plan to the evolving environment and rules of competition. This piece explores three strategies to better position insurers for the future.
Article on the future of Telco in MEA region, with citations from a CEO and 3 CXOs from 4 of the major telco groups in the region. Many thanks to all who contributed.
Thousands of Employees, Millions of Devices, Billions of Things – Welcome to ...Capgemini
The Internet of Things is a network of connected devices fast becoming pervasive. These devices are bringing fundamental changes in the way business is done today; along with organization's internal processes and its digital strategy. These changes have already spurred a new wave of innovation and efficiency.
As the technology evolves, businesses should develop the ability to separate the true game changers from the hype and be prepared for a world where the number of things to be managed increases by an order of magnitude.
This presentation introduces the capabilities and imperatives that organizations need to advance.
Presented at Mobile World Congress 2015 by Simon Short.
Are you ready to be an Insurer of Things? How the Internet of Things is chang...Accenture Insurance
The traditional business model for insurance, though still a tremendous source of revenue, is becoming less sustainable in the long term due largely to the rapid innovation that the Internet of Things is driving throughout the economy. Yet, in the midst of this disruption there is opportunity. Insurers will need to dramatically reshape their business model, combining insurance with technology, ecosystem services and partners.
Insurance, Gen Y and Internet of Things: World Insurance Report 2016 InfographicCapgemini
The evolution of the Internet of Things, combined with changing behaviors and preferences from Gen Y customers, is pushing the insurance industry toward massive disruption. This year’s Report explores how these trends are driving an urgent need for insurers to transform or risk falling behind new competitors.
How Insurers Can Harness Artificial IntelligenceCognizant
Once science fiction, artificial intelligence now holds vast potential for insurers interested in reinventing their business models and transforming customer experience.
7 Ways Insurance Brokers Should Approach InsurTechSiren Group
“InsurTech” is a term used quite often these days – a spin-off of the even more popular word “FinTech.” It refers to technologies and platforms. These platforms can help optimize any of the principles for success or requirements of insurance.
InsurTech encompasses companies that provide insurance, but engage technology in a user-centric way.
Here are 7 ways of making InsurTech the heart of your business:
The Insurance Reporting Challenge: Building an Integrated FrameworkAccenture Insurance
The reporting component of Solvency II has become a major concern for insurance companies operating in Europe. Solvency II Pillar III increases reporting requirements in terms of volume, frequency, timeliness and complexity. These, in turn, have a direct bearing on insurers’ data, processes, methodologies and organization. The pressure put on insurers to enhance their reporting calls for a revamped closing and reporting framework where integration is part of the approach. Beyond the new Solvency II requirements, reporting, in our view, remains a pressing issue at the global level.
Optimizing Voluntary Strategy via Realigned TPA Engagement and Targeted Inves...Cognizant
For group insurers with voluntary offerings, working with third-party administrators (TPAs) is a double edged sword, one fraught with problems of costs, up- and cross-selling, inadequate data, decoupling challenges and more; IT modernization programs are problematic as well. We offer a framework that enables companies to align their voluntary and TPA strategies.
Digital transformation for 2020 and beyondSarhan, Ahmed
The 2017 global telecommunications study has been conducted by EY to monitor and evaluate the evolving views of leaders across the global telecommunications industry.
This latest survey forms part of EY’s ongoing series of global telecommunications studies.
A report looking at comparative rankings of cities specifically
within APEC across multiple indicators; including housing, hard infrastructure, cultural vibrancy, tolerance and inclusion.
Telecom’s future is Social (GSMA Mobile Asia 2013)Rob Van Den Dam
The telecommunications industry has facilitated
the rapid adoption of social networking and social business on a global scale. But to
what extent have communications service providers (CSPs) used social networking and
social tools to transform their own businesses? The adoption of social media by CSPs
to engage with customers is still very low. And with respect to applying social tools to
drive innovation, CSPs are clearly outpaced by over-the-top service providers. A new
IBM Institute for Business Value study reveals how CSPs use social approaches to adapt
to the evolving marketplace.
While security servicing providers have performed well in recent years, they face anemic core growth, shifting client expectations, rising pressure on fees, and the potential for disruption. The COVID-19 pandemic and associated recession will put further pressure on the industry. In response, they must be bold in their planning and approach to service delivery.
Spotlight on Technology: Steering Clear of the IT Danger ZonesL.E.K. Consulting
In this Executive Insights' "Spotlight on Technology: Steering Clear of the Danger Zones," learn why companies are increasingly taking advantage of IT services to migrate their industry-specific services to the cloud, how customers are utilizing vendors and which vendors will win by capitalizing on these opportunities.
Stand on the Sidelines, or Boost Competitiveness? How to Make Bold Moves on t...Accenture Insurance
Sweeping changes across consumer behavior, technology innovations and big data are reshaping traditional insurance business models and what it takes to compete. The most successful insurers are the ones that will proactively adapt their game plan to the evolving environment and rules of competition. This piece explores three strategies to better position insurers for the future.
Article on the future of Telco in MEA region, with citations from a CEO and 3 CXOs from 4 of the major telco groups in the region. Many thanks to all who contributed.
Thousands of Employees, Millions of Devices, Billions of Things – Welcome to ...Capgemini
The Internet of Things is a network of connected devices fast becoming pervasive. These devices are bringing fundamental changes in the way business is done today; along with organization's internal processes and its digital strategy. These changes have already spurred a new wave of innovation and efficiency.
As the technology evolves, businesses should develop the ability to separate the true game changers from the hype and be prepared for a world where the number of things to be managed increases by an order of magnitude.
This presentation introduces the capabilities and imperatives that organizations need to advance.
Presented at Mobile World Congress 2015 by Simon Short.
Are you ready to be an Insurer of Things? How the Internet of Things is chang...Accenture Insurance
The traditional business model for insurance, though still a tremendous source of revenue, is becoming less sustainable in the long term due largely to the rapid innovation that the Internet of Things is driving throughout the economy. Yet, in the midst of this disruption there is opportunity. Insurers will need to dramatically reshape their business model, combining insurance with technology, ecosystem services and partners.
Insurance, Gen Y and Internet of Things: World Insurance Report 2016 InfographicCapgemini
The evolution of the Internet of Things, combined with changing behaviors and preferences from Gen Y customers, is pushing the insurance industry toward massive disruption. This year’s Report explores how these trends are driving an urgent need for insurers to transform or risk falling behind new competitors.
How Insurers Can Harness Artificial IntelligenceCognizant
Once science fiction, artificial intelligence now holds vast potential for insurers interested in reinventing their business models and transforming customer experience.
7 Ways Insurance Brokers Should Approach InsurTechSiren Group
“InsurTech” is a term used quite often these days – a spin-off of the even more popular word “FinTech.” It refers to technologies and platforms. These platforms can help optimize any of the principles for success or requirements of insurance.
InsurTech encompasses companies that provide insurance, but engage technology in a user-centric way.
Here are 7 ways of making InsurTech the heart of your business:
The Insurance Reporting Challenge: Building an Integrated FrameworkAccenture Insurance
The reporting component of Solvency II has become a major concern for insurance companies operating in Europe. Solvency II Pillar III increases reporting requirements in terms of volume, frequency, timeliness and complexity. These, in turn, have a direct bearing on insurers’ data, processes, methodologies and organization. The pressure put on insurers to enhance their reporting calls for a revamped closing and reporting framework where integration is part of the approach. Beyond the new Solvency II requirements, reporting, in our view, remains a pressing issue at the global level.
Optimizing Voluntary Strategy via Realigned TPA Engagement and Targeted Inves...Cognizant
For group insurers with voluntary offerings, working with third-party administrators (TPAs) is a double edged sword, one fraught with problems of costs, up- and cross-selling, inadequate data, decoupling challenges and more; IT modernization programs are problematic as well. We offer a framework that enables companies to align their voluntary and TPA strategies.
Digital transformation for 2020 and beyondSarhan, Ahmed
The 2017 global telecommunications study has been conducted by EY to monitor and evaluate the evolving views of leaders across the global telecommunications industry.
This latest survey forms part of EY’s ongoing series of global telecommunications studies.
Disruptive Technologies – A 2021 UpdateCTRM Center
In 2021, Commodity Technology Advisory LLC (ComTech) published its first Disruptive Technologies research report (that version kindly sponsored by FIS). Technologies covered in the study scope included cloud/SaaS, Artificial Intelligence (AI), Machine Learning (ML), big data, automation and blockchain, amongst others. The findings were supported by an industry survey that led to the broad conclusions that cloud/SaaS and data management initiatives were in flight. AI, ML and automation seemed to be prepping for an explosion of use while blockchain was overhyped and lagging. Over the last couple of years, our general market observations as analysts have largely confirmed the results of the research.
Manufacturers were hard hit by COVID-19, but our research reveals the next best steps to take, based on the investments digital leaders in the industry have made and plan to make.
Vendavo Industrial Manufacturing Industry Insights_2017Caroline Burns
The industrial manufacturing sector is on the brink of something big, which will change it beyond all recognition.
One thing is crystal clear: standing still is not an option. Competitive pressure, price pressure and the unstoppable move towards digitization mean that smart organisations need to get ahead of the curve and take action now.
83.0% of all companies expect to adopt SaaS technology by 2016..find out what the SaaS landscape looks like right now and how it will look like in 2016
As the boundaries blur among hardware, software, services, and telecom, tech sectors become less relevant. Tech companies now distinguish themselves through their strategic identity. This analysis of leading enterprise-oriented information and communications technology (ICT) companies shows them competing for customers -- but setting themselves apart in new ways.
The Work Ahead: The Second Half of the Chessboard: Media & Entertainment Is N...Cognizant
Although the M&E industry was among the first to digitize its products and services, it can’t stop there. Our study reveals they need to extend digital innovations from the front office into the middle and back office in order to ensure relevance far into the future.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
TELECOMMUNICATIONS BUSINESS TRANSFORMATION: FRAMEWORK AND RECOMMENDATIONSIAEME Publication
Fueled by the convergence of mobile broadband, the Internet and growing demand for real-time access to information, technology is disrupting all areas of businesses. Disruption is strong across all industries and transforming traditional products and services, including business models. With the rapid migration to Internet protocol-based services, it is driving pervasive disruption throughout the mobile industry ecosystem. The mobile industry is now poised to be the next major disruption. Therefore, telecommunications business success requires organizations to be more resilient, adaptive and creative in order to invent new business models and transform their internal processes
IT that matters in the new machine age prioritizes cybersecurity, innovation, time-to-market and customers over cost-cutting, according to our latest study. Here’s what the future looks like for IT infrastructure, including our HEROES framework to guide you along the way.
A report on technology trends in 2017. Overview of activity by the big 5 (Alphabet, Apple, Amazon, Microsoft, Facebook) and the next 20 companies and Chinese challengers.
Buy-Side firms are in constant need of adaption to the changing markets, Ever Increasing Regulations and increased Cost Pressures. This article highlights Emerging Technology Trends and potential for Asset Management firms to address some of the challenges through right Technology adaption
Disruptive Technologies in Commodity Trading MarketsCTRM Center
Over the last few years, a host of potentially disruptive technologies have emerged that may yet have tremendous impacts on aspects of commodity trading and commodity supply chain business processes. These technologies join the shift to cloud deployment and software-as-a-service (SaaS) that we have observed taking on greater importance in the delivery of CTRM solutions recently. Technologies such as blockchain, automation, Artificial Intelligence (AI) and Machine Learning (ML), big data and social media, micro-services and open source software have all caught the imagination of software providers and industry players over this period. In particular, there has been a great deal of interest and considerable hype around blockchain and distributed ledger technology, while AI and ML are also seeing deployments in automated trading and elsewhere.
GSMA Intelligence is the definitive source of global mobile
operator data, analysis and forecasts, and publisher of
authoritative industry reports and research. Our data covers
every operator group, network and MVNO in every country
worldwide – from Afghanistan to Zimbabwe. It is the most
accurate and complete set of industry metrics available,
comprising tens of millions of individual data points, updated
daily.
GSMA Intelligence is relied on by leading operators, vendors,
regulators, financial institutions and third-party industry players,
to support strategic decision-making and long-term investment
planning. The data is used as an industry reference point and is
frequently cited by the media and by the industry itself.
Similar to Evolving landscape of technology deals: Semiconductor Industry (20)
This publication includes the deal activity in the insurance sector such as overall highlights, key announced transactions, and the outlook ahead. Read our full report to learn more.
In depth: New financial instruments impairment modelPwC
On June 16, 2016, the FASB issued Accounting Standards Update 2016-13, Financial Instruments – Credit Losses (Topic 326) (the “ASU”). The ASU introduces a new model for recognizing credit losses on financial instruments based on an estimate of current expected credit losses. The new model will apply to: (1) loans, accounts receivable, trade receivables, and other financial assets measured at amortized cost, (2) loan commitments and certain other off-balance sheet credit exposures, (3) debt securities and other financial assets measured at fair value through other comprehensive income, and (4) beneficial interests in securitized financial assets.
Many internal audit departments are investing in data analytics, but are struggling to fully realize the anticipated benefits. By avoiding common pitfalls and implementing data analytics holistically throughout the department, stalled analytics programs can be restarted, or new programs more successfully implemented.
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
On June 21st, PwC’s Health Research Institute (HRI) released its annual Medical Cost Trend: Behind the Numbers 2017 report. PwC’s HRI anticipates a 6.5% growth rate for 2017—the same as was projected for 2016. The report identifies the key inflators and deflators as well as historical context to better understand the medical cost trend for 2017. Increases in the trend due to utilization of convenient care access points and an uptick in behavioral healthcare benefits for employees are being offset by more aggressive strategies by pharmacy benefit
Stepping into the cockpit- Redefining finance's role in the digital agePwC
Insurance finance functions have been refining their
operating models to better align with business partner
demands, as well as adopting leading practices on how
to best utilize people, process and technology. The
challenge is that the business landscape is continuously
shifting and the pace of change is rapidly accelerating.
In spring 2016, PwC investigated the current state and
future direction of stress testing. We surveyed 55 insurers
operating in the US about their stress testing framework and
the specific stresses that they test. We also engaged in more
detailed dialogue with a number of insurers in the US and
globally, as well as with some North American insurance
regulators.
International Capital Standard (ICS) Background PwC
PwC US risk & capital management leader Henry Essert and PwC global insurance regulatory director Ed Barron
recently sat down to discuss the proposed International Capital Standards (ICS) for insurers. They addressed at
length what the ICS is and what it could mean to insurers. The following pages contain their thoughts on the
standard, as well as some background information on capital management and related issues in the
insurance industry.
Insurers are upgrading their technology to support more complex
products, lower operating costs, and get closer to their customers.
But they can do more harm than good when they make changes
that alienate their independent agents. We’ve identified five steps
that can help insurers engage agents early and create a
transition plan that meets agents’ needs—converting these
important stakeholders into enthusiastic advocates.
On February 25, 2016, the FASB issued the new standard, Leases (ASC 842). There are elements of the new standard that could impact almost all entities to some extent, although lessees will likely see the most significant changes. Lessees will need to recognize virtually all of their leases on the balance sheet, by recording a right-of-use asset and lease liability.
The IASB issued its new standard, IFRS 16, Leases, earlier this year. There are significant areas of divergence between guidance applicable under US GAAP and that required by IFRS.
On June 21st, PwC’s Health Research Institute (HRI) released its annual Medical Cost Trend: Behind the Numbers 2017 report. PwC’s HRI anticipates a 6.5% growth rate for 2017—the same as was projected for 2016. The report identifies the key inflators and deflators as well as historical context to better understand the medical cost trend for 2017. Increases in the trend due to utilization of convenient care access points and an uptick in behavioral healthcare benefits for employees are being offset by more aggressive strategies by pharmacy benefit
Putting digital technology and data to work for Tech CMO'sPwC
Tech Company CMOs are uniquely positioned to successfully leverage digital technologies and data to significantly impact business performance. At PwC, we're helping to change the goal of digital marketing from clicks and views to customer experiences designed to generate business performance. Explore how.
The insurance industry has remained much the same for more than 100 years, but over the past decade it has seen a number of exciting new innovations and new business models.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Epistemic Interaction - tuning interfaces to provide information for AI support
Evolving landscape of technology deals: Semiconductor Industry
1. www.pwc.com
Evolving landscape
of technology deals:
Semiconductor
Industry
Device deal trends
Technology Institute
August 2015
At a glance
Explaining the unique
dynamics underlying
the increase in deals
in the semiconductor
device industry
2. PwC 1
Executive summary
The recent explosion in M&A activity in the semiconductor industry
follows a larger trend of increased deals in the overall Technology sector.
Many of the factors affecting the overall Technology Sector such as
maturing markets and associated revenue-ASP stresses have also come
into play in the semiconductor sector. But a closer look shows that the
specific M&A route chosen by the semiconductor companies involved
in transactions varies based on three key factors: market segment focus,
the growth rate of the market segment and the size of the company. These
three key factors determine whether the underlying factor is a desire to
access new markets/customers, increase bargaining power in existing
markets or a need to close technology/product portfolio gaps. We expect
specific kinds of M&A activity to continue to occur in 2015 in each of the
key semiconductor market verticals: Automotive, Industrial, Consumer,
Computing and Communications due to the influence of the above
identified three factors. Semiconductor companies should try to take
advantage of the unique dynamics existing currently and explore
opportunities to transform their businesses through inorganic means
where possible.
3. PwC 2
Section 1:
US Tech sector
M&A trends
After a 2013 filled with volatility as businesses slowly rebuilt their confidence,
the US Tech M&A market picked up steam in 2014. The total deal value in
2014 reached $161B, up 61% YOY from $100B in 2013. 2014 was also a
very strong year in terms of deal volume. A total of 277 transactions were
announced in 2014, a 36% increase from 2013.
Chart 1: Quarterly deal volume and total deal value
Source: Thomson Reuters
Chart 2: 2013 vs. 2014 total deal value
Source: Thomson Reuters
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Dealvolume
$USmillions
Total deal value
Q1’13 Q2’13 Q3’13 Q4’13 Q1’14 Q2’14 Q3’14 Q4’14
$99,837
$161,373
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$USmillions
Total deal value
YoY growth = 61%
4. PwC 3
M&A trends across major tech sectors
Over the past four years, among the five major tech
sectors (Software, Internet, Semiconductors, Hardware
and IT Services), the Software sector and the Internet
sector continue to account for a majority of the deal
volume. The total deal value of each sector increased
dramatically in the past year except the Hardware
sector which saw a YOY decrease. The volume of
semiconductor transactions remained stable in the
past four years but the deal value increased significantly
in 2014. Larger transactions (over $1B) happened in
each of the five sectors with the Hardware sector and
Software sector leading the way with their top 5 deals
associated with over $2B in transaction value.
Chart 3: Annual deals by sector
Source: Thomson Reuters
$40,770
$37,281
$23,997
$42,322
$22,896
$17,875
$9,657
$49,746
$25,059
$8,102
$10,730
$17,380
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$36,259
$19,286
$5,980
$7,870
$15,655
$- $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000
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Software Internet Semiconductor Hardware IT Services
5. PwC 4
Key drivers for Tech sector M&A activities
in 2014
From a broader perspective, the improved
macroeconomic situation, build-up of cash reserves,
the availability of cheap credit and reasonably healthy
valuations are among the economic drivers behind the
increased deal volume in the Tech Sector in 2014.
Additionally, two specific factors unique to the Tech
sector also contributed to the surge in deal volume
in 2014.
Ongoing transformative technology megatrends
In the past five years there have been 131 technology
“mega deals” with a collective value of $388 billion.1
40% of these deals were driven by ongoing trends in
capabilities expansion, such as, the explosion in mobile
devices, the advent of cloud and SaaS based software
delivery, Big Data, the increasing commoditization of
hardware, and are fundamentally changing the
landscape of the technology industry. Leading Tech
companies are trying to not only keep pace with the
impact of these trends on their businesses but also take
advantage of them to create competitive differentiation
by going after strategic acquisitions that transform their
business. According to a recent survey of technology
company executives, over 60% of the deals in the last
three years are transformational versus 44% in 2011.2
1 Let’s Megadeal: Seven strategies for managing the unique
challenges of large technology acquisitions
2,3 PwC 2014 M&A Integration Survey: Looking beyond the here and
now
Maturing or shrinking core markets:
It has become abundantly clear that companies
engaged in markets that are associated with the
above identified megatrends are the ones with
significant growth prospects in the near future. In
other mature or maturing markets, the pressure to
sustain profit margins has encouraged consolidation
among key players and also led to the formation of
partnerships and alliances to gain access to new
markets, customers or technologies. Over 82% of
Technology companies stated this was a “very
important” deal objective, but less than 47% actually
achieved this goal.3 The maturing of markets has also
had the opposite effect of making companies breaking
up or spinning off key business units in an attempt to
increase focus and resources in areas which are
growing. The developments at large companies like
eBay, HP, JDSU and Symantec, all announcing plans to
split their enterprises are clear examples of this trend.
Traditional high tech industries ranging from
semiconductors to networking equipment to storage
have entered a mature phase with diminished growth
rates. As a result, many large Technology Sector
companies are finding themselves in a mature market
that has a shrinking or stable TAM.
6. PwC 5
Section 2:
Semiconductor
M&A trends
in 2014
The semiconductor industry in particular is in the midst of a period of
major re-alignment. The unique factors driving M&A activity in the overall
Technology sector are particularly visible in this industry. As observed in
the larger Tech Sector, both the quest to improve profitability and form
cross-value chain ecosystem partnerships has spurred consolidation in the
semiconductor industry.
The semiconductor industry in chart 4 shows the 10-year rolling average for
semiconductor growth rates, along with a trend line. As is obvious from the
figure, long-term growth has declined from around 15% annually, prior to the
year 2000, to around 5% today. Gartner expects this low-single-digit growth
rate for the industry to continue for the foreseeable future.
Chart 4: Semiconductor 10-year growth rate and trend line,
worldwide, 1984-2013
Note: Percentage Growth for each year is based on a rolling average of the previous 10 years.
Source: Gartner, Forecast Overview: Semiconductors, Worldwide 2014 Update, 30 July 2014
0
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7. PwC 6
The overall profitability in the semiconductor industry
is also expected to decrease significantly in the future.
ASPs are smaller and decreasing in many of the major
end segment/applications that are driving adoption
of semiconductor chips e.g. wearables, hand-held
mobile devices.
Chart 5 shows the ASP and Volume trends for the different devices in the semiconductor industry.
Chart 5: ASP trends for semiconductor devices
Source: SIA and RBC Capital Markets. 2015 Semiconductor Outlook.
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8. PwC 7
Besides the squeeze from ASP and Volumes, as shown
in chart 6, the cost of product development from design,
process and fabrication perspectives have also increased
significantly due to several factors. Though the larger
shift towards commoditization of hardware and
increase in value of software is not directly evident
all across the semiconductor industry, the influence
of the emerging megatrends has had an impact on
semiconductor industry product development
and offerings.
Chart 6: Key operational challenges faced by the semiconductor industry
Source: PwC analysis
The increasing requirement for offering enhanced
value added services to be competitive has led to a
situation where many semiconductor chipmakers are
more frequently required to co-develop hardware and
software solutions thereby increasing the complexity
and thus development costs.
Recent requirements to establish ecosystem
partnerships with players across the value chain
has required time/commitment and also led to higher
costs for chipmakers. This necessity to form ecosystem
partnerships is especially apparent in the markets
related to the emerging “Internet of Things (IoT)”
phenomenon.
Fab costs 168%
Process Dev costs 225%
Chip design costs 341%
*Morgan stanley estimate of the cost increase in shift from 65nm to 20 nm
• Increasing product cost* pressure
• Increasing complexity of
hardware-Software co-development
• Managing increasingly
complex ecosystem
Operational
challenges faced by
the semiconductor
industry
• Slowing revenue growth
• Addressing new applications,
markets, and customers
• Lower ASPs for new segments
CAGR (1985-2012) 10.1%
CAGR 2013-20181 4.3%
9. PwC 8
A review of the major semiconductor industry deals of 2014-15 shows that there were a variety of underlying
reasons as shown in chart 7. This is also further supported by our survey results that the top two “very important”
deal objectives for Tech companies were “access to new brands, technologies or products” (82%) and “access to new
markets” (77%).4
Chart 7: Key semiconductor deals in 2014-15, impacted market segments and major reasons
underlying deal
Deal Market segment Major reason(s)
Intel-Altera Computer Technology/Portfolio gap closure
Access to new markets/customers
NXP-Freescale Automotive
Consumer
Analog and Mixed Signal
Access to new markets/customers
Technology/Portfolio gap closure
Avago-Broadcom Communications (Mobile and IoT)
Analog and Mixed Signal
Access to new markets/customers
Technology/Portfolio gap closure
Infineon–IRT Power Electronics Access to new markets/customers
Technology/Portfolio gap closure
Intel-Axxia Networking Access to new markets/customers
Technology/Portfolio gap closure
ADI-Hittite Analog and Mixed Signal Technology/Portfolio gap closure
Increased Market Power to Drive
Pricing Advantages
Cirrus-Wolfson Analog and Mixed Signal Access to new markets/customers
RFMD-Triquint Communications (Mobile) Increased Market Power to Drive
Pricing Advantages
Qualcomm-CSR Communications (IoT) Access to new markets/customers
Technology/Portfolio gap closure
Cypress-Spansion Communications (IoT)
Consumer
Automotive
Access to new markets/customers
Increased Market Power to Drive
Pricing Advantages
Source: PwC analysis
4 PwC 2014 M&A Integration Survey: Looking beyond the here and now
10. PwC 9
Analysis for some of the deals listed in chart 7 show that
the underlying themes clearly align with the major
reasons listed in the chart.
The Intel-Alteral deal is expected to help Intel move
from its declining PC business into more profitable,
complementary markets. The acquisition is also well
aligned with Intel’s growth strategy and is expected to
not only accelerate FPGA transition to Intel fabs but
also expand their IP portfolio enable a new class of
products to meet customer needs in data center and IoT
market segments.
The Infineon-IRT deal is expected to help boost the
market position of the combined company in power
management, improve their roadmap into
next-generation devices, create manufacturing
synergies, strengthen their position in automotive
and electronics, and give them access to some unique
customer relationships. Cypress and Spansion have
leadership positions in specialty memory, SRAM and
NOR Flash. Spansion, after its purchase of Fujitsu’s
Microcontroller assets in 2013, has also obtained a
leading position in the automotive MCU space. The
combined entity is expected to now have the scale and
product depth to compete effectively in the embedded
markets such as automotive and industrial.
The merger of RFMD and Triquint will expand the
new company Qorvo’s RF product portfolio to cover
a wider frequency spectrum and consolidate their
market position in the mobile, infrastructure and
defense/aerospace industries. Intel acquired Axxia
to boost its position in the networking switch business.
The networking switch products that are currently in
the market use either an ARM or PowerPC based
processors. With this acquisition, Intel aims to get
access to new customers for its x86 architecture
based products.
Qualcomm announced that it will buy UK based
Cambridge Silicon Radio for $2.5 billion. CSR
was one of the pioneers in Bluetooth technology for
machine-to-machine communication. It is growing
in areas like automotive and wearable devices. Its
chips are used in products such as portable audio
speakers and Apple-owned Beats headphones. With
this acquisition, Qualcomm plans to strengthen its
position in providing critical solutions for the “Internet
of Things” market.
11. PwC 10
Key drivers for semiconductor industry M&A
activities in 2014:
The unique dynamics in the semiconductor industry
from an M&A perspective can be understood by looking
more closely at the market size growth rates
of the major segments: Automotive, Industrial,
Communications, Computer, and Consumer. The
expected growth rates of these market segments for
2014-2019F are shown in chart 8.
Chart 8: Growth trends for analog device sales in different market segments
Market segment 5 Yr growth rate (2014-2019F) Type of market
Automotive +11.2% Growing
Industrial +7.3%
Communications +7.2%
Computer +0.8% Slowing
Consumer +0.4%
Source: The McClean Report 2015, IC Insights
Automotive, Industrial and Communications segments will likely grow at a
significant clip in the near future. Consumer and Computer segments are expected to
slow down. Both the growing and slowing market segments have shown significant
M&A activity but the underlying reasons are different.
Growing semiconductor market segments:
Segments like Automotive, Communications, and Industrial are poised for
significant growth in the near future.
From the incorporation of increasingly sophisticated controlling electronics in
automobiles to the advent of connected cars and connected devices, the increase in
semiconductor content in automobiles and smart appliances has and will likely
continue to explode over the next few years. Similarly, in the traditional Industrial
segments, the advent of more advanced control and monitoring equipment and the
Industrial IoT phenomenon has driven an upsurge in semiconductor adoption in that
sector.
The high growth rate in these segments has caused a large number of semiconductor
chipmakers to focus on these segments leading to considerable jockeying for position
and competitive advantage. Given the large number of applications in these growing
segments, no semiconductor company has been able to dominate either the
Automotive, Communications, or Industrial segments both from a product capability
or market share perspective. The fragmentation of market share and the inability to
address a comprehensive range of applications has diminished the market power of
semiconductor companies while working with these customers.
Due to all of these reasons, four factors have created conditions ripe for consolidation
in the Automotive, Communications, and Industrial segments:
1. Technology/portfolio gap closure
2. Access to new markets and/or customers
3. Resource augmentation (to enable scaling)
4. Increased market power
12. PwC 11
The size and scale of the companies involved influence
whether an acquisition of a smaller competitor or a
“merger of equals” takes place. As shown in chart 9, a
distinct relationship exists between the size of the
company, the type of acquisition event and the
underlying factors.
Slowing semiconductor market segments
The Consumer and Computer segments which
historically have led the way in adoption of
semiconductor devices show all the classic signs of a
maturing market with low to negative growth rates
over the next 5 years. Apart from being associated with
a high degree of cyclicality, these markets are associated
with a stable set of customers with set buying patterns
who look at most semiconductor chips as commodity
components. The jockeying for position and competitive
advantage is even more pronounced in the slowing
market segments. As in the growing segments, no
semiconductor company has been able to dominate the
Consumer or Computing segments both from a product
capability or market share perspective. Predictably, this
has led to a situation where a large number of
chipmakers focus on a limited set of applications
creating pricing and profitability pressures and leading
to situations ideal for consolidation.
As shown in chart 10, the same underlying factors and
size factors come into play in determining the type of
M&A activity that occurs though the factors seem to be
common across companies of all sizes. One key
difference is that in the case of the slowing market
segments, larger players tend to focus on deals that help
to acquire a more comprehensive product portfolio,
with an eye on increasing market share and power
and using that to commandeer better pricing.
Impact of the “Internet of Things” on
semiconductor M&A trends
IoT represents a collection of opportunities that will
have an impact across all segment market segments.
Semiconductor companies, who look at IoT as a
potential inflection point they can leverage for
increasing their revenue growth, function as enablers of
services and technologies in the over all IoT stack by
providing types of core enabling chip products:
microprocessors, microcontrollers, wireless and
sensors/actuators.
Chart 9: M&A trends among growing semiconductor market segments
Source: PwC analysis
Chart 10: M&A Trends Among Growing Semiconductor Market Segments
Source: PwC analysis
Market
segments
Company size
Type of
M&A activity
Underlying factors
Automotive
Industrial
Communications
1. Technology/Portfolio gap closure
2. Access to new markets/customers
Acquisition of
smaller competitors
Large
Small Merger of equals
1. Resource augmentation
2. Access to new markets/customers
3. Increased market power
Market
segments
Company size
Type of
M&A activity
Underlying factors
Consumer
Computer
1. Resource augmentation
2. Access to new markets/customers
3. Increased market share
4. Increased market power
Acquisition with/
Merger of players
with complementary
portfolios
Large
Small Merger of equals
13. PwC 12
Many semiconductor companies are beginning to
embrace IoT to drive new revenue and growth models.
As part of their efforts to establish and expand their
footprint in the IoT ecosystem, semiconductor
companies are looking to partner with companies
across the ecosystem to develop joint Go-to-Market
strategies and create IoT specific platforms and
solutions. The key to such efforts will be the ability
to offer a comprehensive portfolio of products that
encompass the four core enabling chip products
listed above. As Chart 11 shows, many of the major
semiconductor chipmakers involved in the IoT space
do not have a comprehensive portfolio of products
thus increasing the chances for potential M&A.
Chart 11: M&A trends among slowing semiconductor market segments
Source: PwC analysis
Computing Connectivity
Sensing
Companies
Processors
MCUs Wireless
8-bit 32-bit Cell Wi-Fi Blue T GPS RFID NFC Zigbee
Intel
Texas Instruments
STM
NXP
Freescale
Analog Devices
Maxim
Microchip
Atmel
Linear Tech
Semtech
Silicon Labs
IDT
Present in portfolio
Portfolio gaps
14. PwC 13
Section 3:
What to expect in
2015 and options
for semiconductor
companies
The profitability and growth
challenges that confronted
semiconductor companies
during 2014 will likely continue to
drive significant M&A activity in
the semiconductor segments.
Semiconductor chipmakers focused
on addressing applications in the
slowing market segments will
especially be on the lookout for
opportunities to increase their
market share and power with an
eye on reducing pricing pressures
and increasing profitability. In
the growing market segments,
opportunistic mergers and
acquisitions to gain access to new
technology, markets or customers
will provide the impetus for deals
to happen. The analog and mixed
signal market which has multiple
players focused on niche
applications within the Automotive
and Industry space could continue
to be the main arena for M&A
activities to occur in 2015.
The Internet of Things will likely
continue to provide an opportunity
for expanding their revenues again
primarily in the Automotive and
Industrial segments. Since many of
the potential customers in these two
growing segments would prefer to
obtain an end-to-end portfolio of
core enabling chip products from
one source rather than make
“best of breed” decisions,
semiconductor chip makers
targeting these segments for Internt
of Things applications would
definitely look
to close any gaps in their existing
product portfolio. We expect these
portfolio gap closures to be made
primarily through inorganic,
acquisitive methods given the
longer time and more expensive
effort associated with building
product organically in-house.
15. PwC 14
Section 4:
How should
semiconductor
companies take
advantage of the
current boom in
M&A activities?
Semiconductor companies should
carry out a strategic review of
their options to determine business
value drivers, compare these with
key competitors and establish a
comprehensive list of strategic
imperatives e.g. scaling the
company, entering new markets,
closing portfolio gaps, increasing
market share and power, augment
resources. Based on the defined
imperatives, companies should
identify potential merger or
transformational acquisition
opportunities and estimate
possible returns from a potential
deal. Companies should also
conduct review of their existing
portfolio and identify growth/
rationalization opportunities
with an eye on divesting
non-core products and focusing on
core opportunities.
Semiconductor companies should
remember that pursuing business
growth through inorganic (M&A)
methods is an attractive but
inherently risky option. Though
both mergers (of similar sized
companies) and acquisitions (of
smaller companies) come with
their pre-and post-deal integration
and synergy achievement
challenges, mergers of equals are
typically more risky due to culture
mismatch between organizations
and a struggle for influence between
the two companies.
Decision-making, especially at
the mid-management level, is
confused and slows down in such
cases. Achieving consensus on
operational considerations such
as product development and
portfolio management processes,
customer account coverage and
in rationalizing R&D and
manufacturing footprints
becomes very difficult.
Successful M&A integration
and deal synergies will require
a focused effort that involves
identification and execution on
value drivers and business risks. In
fact, only 35% of tech companies
achieved their operational goals.5
The value drivers impacting
the success of a deal will range
across a large number of focus areas
such as: organization structure,
executive communications,
governance, roadmaps, product
development/R&D, sales &
marketing, operations and
supply chain, People and Change
Management (HR), IT capabilities,
Finance and Tax. Building deal
specific transition and integration
blueprints for each of the identified
value drivers will be a key factor in
enabling success.
5 PwC 2014 M&A Integration Survey:
Looking beyond the here and now
16. PwC 17
PwC can help
There are unique dynamics underlying the increase in deals in the semiconductor device industry. Is your business
prepared? For a deeper discussion on PwC’s Semiconductor deals, please contact one of our leaders:
Rakesh Mehrotra Rob Fisher Gregg Nahass
US Semiconductor Advisory Leader US Technology Deals Leader US and Global M&A Integration Leader
408 817 3878 408 817 4493 213 356 6245
rakesh.mehrotra@us.pwc.com rob.fisher@us.pwc.com gnahass@us.pwc.com
Let’s talk
Please reach out to any of our technology leaders to discuss this or other challenges. We’re here to help.
Pierre-Alain Sur
US Technology Industry Leader
646 471 6973
pierre-alain.sur@us.pwc.com
Cory Starr
US Technology Assurance Leader
408 817 1215
cory.j.starr@us.pwc.com
Kayvan Shahabi
US Technology Advisory Leader
408 817 5724
kayvan.shahabi@us.pwc.com
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Acknowledgements
The following PwC professionals contributed their experience and knowledge to produce this paper.
Sanat Kamal Bahl
PwC Operations Consultant
408 817 3973
sanat.kamal.bahl@us.pwc.com
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