Tuesday, January 4, 2011
Major Info Activity re: Strategic Materials Conference 2011
From Allan Wiesnoski, Director, Techcet Group:
Paolo Gargini, Chairman, ITRS; Intel Fellow; Director, Technology Strategy, Intel Corporation, kicked of the first day of the combined ISS/SMC conference by discussing the current challenges that face Intel and by extension the Semiconductor Industry as a whole. He prefaced the talk with a brief history of the development of current day CMOS technology, emphasizing the importance of the new materials and scaling for improved mobilities. The next phase of introducing III-V transistor devices is where Intel would like the industry to work to accelerate the development cycle to something less than the 15 year time to market that has been the historical norm. Looking forward, the next, perhaps even more challenging technology will involve introducing Graphene devices. The “New Devices” will utilize new physics outside of the “MOS Box”. Intel has been working with various industry entities to explore these new technologies and went into some depth on their Intel’s current interest in Tunnel FET devices. The challenge in conclusion was to reduce the incubation time as each of these new technologies is developed.
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Notes from: Blue Chip CEO Panel
Moderator: Michael Wright, Advanced Global Strategies
Panelists:
Bill Noglows, chairman, president & CEO, Cabot Microelectronics;
Art de Geus, founder, chairman & CEO, Synopsys;
Nobu Koshiba,president, JSR Corporation;
Bob Akins, chairman & CEO, Cymer;
Doug Neugold, president & CEO, ATMI;
Michael Splinter, President and CEO, Applied Materials
Notes:
Overall Topic: “A Measure of Strategic Leadership”:
The development and deployment of financial and human capital to achieve sustainable growth
What are the 1-3 principles you use to guide the development & deployment of ‘capital’:
Noglows: challenge of balancing cost vs. impact until payoff;
de Geus: timing is the most critical part of execution; consider M&A as soon as customers begin to materialize; must collaborate
Koshiba: long term should be 40 years, 20 years is relatively around the corner, you must have info and strategy to pursue plan for the next 20 years well understood;
Akins: be willing to bet your companies’ existence on your decisions/don’t expect to live past more than one mistake; progress continuously to self-sufficiency to using external resources (universities, etc.); excel at turning data into true knowledge; Strive for sustainability; public company should leverage market expertise; understand the timing of turning points for things like materials etc.;
Neugold: use customer’s perspective to help decisions to achieve faster, better, cheaper; help customer’s solve materials and integration problems; speed, customer proximity, pace of investments, invest opportunistically;
Splinter: one additional thing – core competencies of the company – assess, determine how to best use to deliver value in existing and next markets; enable customers to move to next step; large companies must diversify (out of semi);
Global trends: how are you dealing with increased connectivity, technology & skills gap closing, increased role of sovereign capital in the world?
Koshiba: look for gaps that will arise;
Neugold: increase presence in emerging markets;
Global trends: how is your allocation of resources impacted?
de Geus: IP protection must be protected through company culture on an individual basis; need to understand true cost of moving to local markets – 5 year time frame to build up each level of local management, independent on low cost of labor; challenge is to bring global culture to remote locations;
Akins: develop a global mission statement; export expertise in change management
Neugold: must understand and leverage your differentiation & expertise
Splinter: prime objective to shareholders cannot be subjugated to social roles, government must play its role; but local involvement in community initiatives should be pursued
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