When David Wang took over as CEO of the insurance company, he knew that if he wants to take advantage of the strategic location of the Chinese market, it must convert the thinking of the company and its operating structure from its roots in the production of AMD service orientation, which was necessary to support customer promise be a foundry. This meant moving from large volumes of continuous flow of goods maker of chips on the structure of the store, which focus on custom manufacturing services. This resulted in a more than a permutation of production lines, this means a significant shift in the culture of the company. Wang also had to ensure the company's ability to offer the most advanced process technology. After lagging behind in previous generations, his predecessor, was chosen process technology license from IBM. Now it was a question about how it is changing rapidly and mature organizations have the opportunity to do it alone for the future development of the process, or it is still dependent on IBM, at least for now.
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by Willy Shih, Jia Zheng Source: Harvard Business School 22 pages. Publication Date: March 30, 2011. Prod. #: 611053-PDF-ENG
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