TROUBLING SIGNS IBM Head Ginni Rometty Cannot Find a Way to Stimulate Growth IBM COMPANY
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The Greatest Business Decisions of All Time: How Apple, Ford, IBM, Zappos, and Others Made Radical Choices That Changed the Cour
The Greatest BUSINESS DECISIONS of All Time HOW APPLE, FORD, IBM, ZAPPOS, AND OTHERS MADE RADICAL CHOICES THAT CHANGED THE COURSE OF BUSINESS. By Verne Harnish and the Editors of Fortune Foreword by Jim Collins . ACKNOWLEDGMENTS When you delve into the great decisions chronicled in these pages, you’ll find that in most instances it was the people involved that really mattered. The same holds true for producing this book. First, we want to thank Fortune managing editor Andy Serwer, who, displaying the vision and entrepreneurial spirit we’ve long admired him for, green-lighted this project in the same meeting in which we pitched it and then provided support all along the way. Fortune art director Emily Kehe, working with Time Inc.’s talented Anne-Michelle Gallero, applied their usual elegant sense of style to the design. Carol Gwinn, our copyeditor par excellence, used her superb language skills to save ourselves from ourselves. Steve Koepp and Joy Butts at Time Home Entertainment Inc., the book’s publisher, worked creatively behind the scenes to make this project a reality, and for that we’re truly grateful. And we extend our thanks and admiration to Jim Collins for providing such an insightful foreword to the book. Last, a big bow to the writers and editors on Fortune’s staff who used their in-depth knowledge of business and their nonpareil writing skills to make this book what I hope you’ll find to be a wonderful, informative read. TO DECISION-MAKERS WHO KEEP MAKING THE TOUGH CALLS . TABLE OF CONTENTS Foreword BY JIM COLLINS Introduction By VERNE HARNISH Chapter 1 Apple Brings Back Steve Jobs By ADAM LASHINSKY Chapter 2 How Free Shipping Saved Zappos By JENNIFER REINGOLD Chapter 3 Why Samsung Lets Its Stars Goof Off BY NICHOLAS VARCHAVER Chapter 4 At Johnson & Johnson, the Shareholder Comes Last BY TIMOTHY K. -
Global Markets Institute a Survivor's Guide to Disruption
GLOBAL MARKETS A SURVIVOR’S GUIDE INSTITUTE July 2019 TO DISRUPTION Steve Strongin Amanda Hindlian Sandra Lawson Sonya Banerjee Dan Duggan, Ph.D. [email protected] [email protected] [email protected] [email protected] [email protected] The Goldman Sachs Group, Inc. Table of Contents Chapter 1: Survivor’s guide - the short form 3 Chapter 2: Disruption’s evolutionary roots 9 Chapter 3: Perfecting Platforms 19 Chapter 4: Niche after niche - Organizers 32 Chapter 5: The competitive value of data 44 Chapter 6: Concluding thoughts 56 Appendix A: Considering communities 59 Bibliography 61 Disclosure Appendix 62 The Global Markets Institute is the research think tank within Goldman Sachs Global Investment Research. For other important disclosures, see the Disclosure Appendix. 2 Survivor’s guide - the short form Chapter 1: Survivor’s guide - the short form We examine how companies can reshape themselves to better compete in today’s Everything-as-a-Service (EaaS) economy1. In this new economy, firms can use services provided by other businesses to grow faster, while using less capital and fewer people than would otherwise be possible. Industries are reorganizing in response to these dynamics, and companies must adapt or risk falling behind. EaaS can be thought of as an extreme form of outsourcing. In the past, firms would selectively outsource business functions to reduce costs, for example by outsourcing ancillary functions like operating a cafeteria within an office or by outsourcing labor-intensive but simple manufacturing processes. Over time, however, the high degree of standardization that has emerged across manufacturing, communications, data systems and user interfaces, among other areas, has made it possible to outsource virtually any business function. -
Advanced Packaging Solutions
Advanced Packaging Solutions Highlights Providing silicon-scaling • Advanced packaging capabilities in solutions for tomorrow’s applications 2.5D, 3D, WLP and Silicon Photonics GLOBALFOUNDRIES post-fab services provide complementary and extended • Power, performance, cost and solutions with complete supply chain management including bump, probe, form-factor optimized solutions packaging and final test. The flexible supply chain model is tailored to your • Industry leader in smart interposers needs with services ranging from bump and probe only to a more comprehen- sive spectrum of services including package design, assembly and test. • In-house bump and wafer probe capabilities In addition to in-house bump and probe capabilities, we provide packaging • Advanced memory integration services in collaboration with a network of established OSAT partners, includ- with stacked memories ing 2D packages as well as 2.5D and 3D advanced package technologies. Test development and capabilities include RF, analog, embedded memory, • Ownership and process maturity for HVM and mmWave applications, with wide array of tester platforms for wafer sort operations. • Advanced silicon node CPI and qualification Packaging Requirements • RF system-in-package and Package types are selected based on performance requirements and optimized mmWave packaging capability for market segments including IoT, RF, Automotive, Mobile, High-end • Partnerships and strong relationships Computing, Networking and Storage. with leading-edge OSATs • Flexible supply chain and Mobile IoT RF Automotive Computing Networking Storage collaborative business models QFN FBGA WLCSP FOWLP SiP fcCSP FCBGA 2.5D 3D Si-PH Advanced Packaging Solutions Packaging Technologies TSV Si Interposer Availability GF Si nodes are qualified in a wide range of package Full Reticle 26x33mm2 technologies including 2D wirebond designs, flip Stitched Interposer >1300 mm2 chip, WLCSP and FOWLP configurations, as well 10:1 Aspect Ratio TSV 10um Dia./ 100um Depth as 2.5D, 3D and Si-Photonics. -
About the Author
ABOUT THE AUTHOR Dr. Arvind Sathi is the World Wide Communication Sector archi- tect for big data at IBM® . Dr. Sathi received his Ph.D. in business administration from Carnegie Mellon University and worked under Nobel Prize winner Dr. Herbert A. Simon. Dr. Sathi is a seasoned professional with more than 20 years of leadership in information management architecture and delivery. His primary focus has been in creating visions and roadmaps for advanced analytics at lead- ing IBM clients in telecommunications, media and entertainment, and energy and utilities organizations worldwide. He has con- ducted a number of workshops on big data assessment and roadmap development. Prior to joining IBM, Dr. Sathi was a pioneer in d eveloping k nowledge-based solutions for CRM at Carnegie Group. At BearingPoint, he led the development of enterprise integration, master data man- agement (MDM), and operations support systems / business support systems (OSS/BSS) solutions for the communications market, and also developed horizontal solutions for communications, fi nancial services, and public services. At IBM, Dr. Sathi has led several infor- mation management programs in MDM, data security, business intel- ligence, advanced analytics, big data, and related areas, and provided strategic architecture oversight to IBM’s strategic accounts. He has also delivered a number of workshops and presentations at industry con- ferences on technical subjects, including MDM and data architecture, 202 ABOUT THE AUTHOR and he holds two patents in data masking. His fi rst book, Customer Experience Analytics , was released by MC Press in October 2011, and his second book, Big Data Analytics , was released in October 2012. -
Interconnect 2017 IBM Watson Iot Journey
IBM Watson IoT InterConnect Journey Map 2017 March 19 – 23 MGM Grand & Mandalay Bay Las Vegas, Nevada It all adds up! This is the conference you cannot afford to miss. 3 2/17/2017 The most influential thinkers, leaders, and innovators will join Ginni Rometty and IBM’s greatest minds to show you everything you need to know about cloud. Amy Wilkinson Bruce Schneier Dr. Sabine Hauert Mike McAvoy Prof Nick Jennings CEO of Ingenuity, Professor at Security Expert and CTO, President and Co-Founder President and CEO – Onion, Inc., CB FREng, Stanford Business School, Resilient of Robohub.org, Asst. Prof in EVP of Sales – Fusion Media Vice-Provost (Research), Author of The Creator's Code Robotics at Univ of Bristol Group (FMG) Imperial College London Adrian Gropper Don Tapscott Wayne Brady Daniel Hoffman Robert S. Mueller III, Former MD CTO, Patient Privacy Co-author, Emmy Winning Actor, Singer, Former Intelligence Officer, CIA Director, FBI and Partner, Rights Foundation Blockchain Revolution Dancer, Comedian, and WilmerHale Cyberbullying Activist 4 Asset Management Keynotes & Sessions This guide provides the comprehensive view of Asset Management journey at 2017 InterConnect. Review the complete sessions and build your personalized agenda with the Watson Sessions Expert Tool. Asset Management Keynotes & Sessions Time Session Title Location Sunday, March 19 Facilities Management Maximo Users Group 13:00 - 13:30 IAB-4388 Facilities MUG: Facilities Management Maximo User Group Business Meeting Mandalay Bay North, Level 0-South Pacific D 13:30 - 14:15 -
The Competitive Value of Data
GLOBAL THE COMPETITIVE MARKETS INSTITUTE May 2019 VALUE OF DATA Steve Strongin Amanda Hindlian Sandra Lawson Sonya Banerjee [email protected] [email protected] [email protected] [email protected] The Goldman Sachs Group, Inc. Goldman Sachs Global Markets Institute Table of Contents Executive summary 3 The learning curve 5 Data-driven learning strategies 10 The four-part test 15 Disclosure Appendix 16 9 May 2019 2 Goldman Sachs Global Markets Institute Executive summary Data is now the lifeblood of many firms, particularly in the modern economy in which companies tend to focus on their narrow area of expertise while outsourcing the rest1. From organizing and optimizing complex multi-vendor production processes to customer acquisition, service and retention – these modern firms are almost entirely dependent on data. Naturally, trying to use data to establish a competitive edge has therefore become big business. Anecdotes about data-driven successes abound, but experience suggests that it is actually quite difficult for businesses to use data to build a sustainable competitive advantage. In fact, pinpointing examples of companies that have successfully used data to maintain a competitive edge is a challenging task. This begs the following two questions: 1) why haven’t more companies been able to build a sustainable competitive edge using data, and 2) when can data serve this purpose? We address these two questions by building a conceptual framework that we refer to as the “learning curve.” The learning curve helps us assess the factors that underpin when a company can use data to create a competitive edge – and perhaps more importantly, when it cannot. -
Spring 2017 Industry Study Industry Report Electronics
Spring 2017 Industry Study Industry Report Electronics The Dwight D. Eisenhower School for National Security and Resource Strategy National Defense University Fort McNair, Washington, DC 20319-5062 i ELECTRONICS 2017 ABSTRACT: While currently assessed as mature and healthy, the global semiconductor industry is facing a strategic inflection point. This inflection will shape a future for the industry that is significantly different than the past. Although outlook for that future remains favorable, numerous challenges place that future at risk. Challenges found in Chinese competition, skilled workforce shortages, commercial semiconductor market shifts, unique DoD electronics needs, and ongoing requirements for rapid innovation threaten the stability of the market, the U.S. competitive advantage, and U.S. economic and national security. Future success in the industry hinges upon policies which address these challenges and enable U.S. companies to embrace future opportunities. LTC Khalid Alothman, Saudi Arabian Army CDR Terri L. Gabriel, U.S. Navy LTC Kevin F. Hanrahan, U.S. Army COL Jeffrey Howell, U.S. Army Mr. Benjamin Lam, U.S. Dept. of State Mr. Steven Mapes, Office of the Secretary of Defense Lt Col Adrian Meyer, Air National Guard COL Michael Samson, Philippine Army Col James E. Smith, U.S. Air Force Mr. Keith Smithson, Dept. of Energy COL William Smoot, U.S. Army Mr. Sim Walker, Dept. of the Army Lt Col Aaron Weiner, U.S. Air Force Ms. Denise L. Williams, Office of the Secretary of Defense Dr. Stephen Basile, Faculty Mr. Michael Dixon, Department of State, Faculty Col Thomas A. Santoro, Jr., U.S. Air Force, Faculty ii Industry Study Outreach and Field Studies On Campus Presenters BAE Systems, Inc., Arlington, VA Bureau of East Asian and Pacific Affairs, U.S. -
Heading Towards Big Data Building a Better Data Warehouse for More Data, More Speed, and More Users
Heading Towards Big Data Building A Better Data Warehouse For More Data, More Speed, And More Users Raymond Gardiner Goss [email protected] Kousikan Veeramuthu [email protected] Manufacturing Technology GLOBALFOUNDRIES Malta, NY, USA Abstract—As a new company, GLOBALFOUNDRIES is determine the caller’s income level and specify to which agent aggressively agile and looking at ways to not just mimic existing to route the call or the switch would timeout. When switches semiconductor manufacturing data management but to leverage were overwhelmed with data, they would drop packets and new technologies and advances in data management without algorithms had to infer states based on most probable current sacrificing performance or scalability. Being a global technology state. Other industries, such as social media, are challenged company that relies on the understanding of data, it is important to centralize the visibility and control of this information, bringing more by unstructured data and need tools to help turn text it to the engineers and customers as they need it. messages and photos into useful information for search engines and marketing purposes. The challenge in the semiconductor Currently, the factories are employing the best practices and world is with the size of the data. Speed becomes a secondary data architectures combined with business intelligence analysis problem because so many sources are needed to be joined and reporting tools. However, the expected growth in data over together in a timely manner. Large recipes, complex output the next several years and the need to deliver more complex data integration for analysis will easily stress the traditional tools from the test floor combined now with more Interface-A trace beyond the limits of the traditional data infrastructure. -
Boa Motion to Dismiss
Case 21-10036-CSS Doc 211-4 Filed 02/15/21 Page 425 of 891 Disposition of the Stapled Securities Gain on sale of Stapled Securities by a Non-U.S. Stapled Securityholder will not be subject to U.S. federal income taxation unless (i) the Non-U.S. Stapled Securityholder’s investment in the Stapled Securities is effectively connected with its conduct of a trade or business in the United States (and, if provided by an applicable income tax treaty, is attributable to a permanent establishment or fixed base the Non-U.S. Stapled Securityholder maintains in the United States) and a properly completed Form W-8ECI has not been provided, (ii) the Non-U.S. Stapled Securityholder is present in the United State for 183 days or more in the taxable year of the sale and other specified conditions are met, or (iii) the Non-U.S. Stapled Securityholder is subject to U.S. federal income tax pursuant to the provisions of the U.S. tax law applicable to U.S. expatriates. If gain on the sale of Stapled Securities would be subject to U.S. federal income taxation, the Stapled Securityholder would generally recognise any gain or loss equal to the difference between the amount realised and the Stapled Securityholder’s adjusted basis in its Stapled Securities that are sold or exchanged. This gain or loss would be capital gain or loss, and would be long-term capital gain or loss if the Stapled Securityholder’s holding period in its Stapled Securities exceeds one year. In addition, a corporate Non-U.S. -
RF CMOS: Integrated on a Chip FE ANALOG Modules: ANALOG
TowerJazz (TSEM) Investor and Analyst Day November 16, 2016 | New York Safe Harbor This presentation contains forward-looking statements within the meaning of the “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995. These statements are based on management’s current expectations and beliefs and are subject to a number of risks, uncertainties and assumptions that could cause actual results to differ materially from those described in the forward-looking statements. All statements other than statements of historical fact are statements that could be deemed forward-looking statements. For example, statements regarding expected (i) customer demand, (ii) utilization and cross utilization of our Fabs, (iii) growth in our end markets, (iv) market and technology trends, and (v) growth in revenues, cash flow, margins and net profits are all forward-looking statements. Actual results may differ materially from those projected or implied by such forward-looking statements due to various risks and uncertainties applicable to TowerJazz’s business as described in the reports filed by Tower Semiconductor Ltd. (“Tower”) with the Securities and Exchange Commission (the “SEC”) and the Israel Securities Authority (“ISA”), including the risks identified under the heading "Risk Factors" in Tower’s most recent filings on Forms 20-F and 6-K. No assurances can be given that any of the events anticipated by the forward-looking statements will transpire or occur, or if any of them do, what impact they will have on the results of operations or financial condition of TowerJazz. TowerJazz is providing this information as of the date of this presentation and expressly disclaims any obligation to update any of the forward-looking statements or other information contained in this document as a result of new information, future events or otherwise. -
Blockbusters
BLOCKBUSTERS HIT-MAKING, RISK-TAKING, AND THE BIG BUSINESS OF ENTERTAINMENT ANITA ELBERSE HENRY HOLT AND COMPANY NEW YORK 14 BLOCKBUSTERS sector's most successful impresarios are leading a revolution, trans forming the business from one that is all about selling bottles— high-priced alcohol delivered to "table customers" seated at hot spots in the club—to one that is just as much about selling tickets Chapter One to heavily marketed events featuring superstar DJs. But I'll also point to other examples, from Apple and its big bets in consumer electronics, to Victoria's Secret with its angelic-superstar-studded fashion shows, and to Burberry's success in taking the trench coat digital. As these will show, many of the lessons to be learned about blockbusters not only apply across the entertainment industry— they even extend to the business world at large. BETTING ON BLOCKBUSTERS n June 2012, less than two weeks after the news of his appoint ment as chairman of Walt Disney Pictures had Hollywood in- siders buzzing, Alan Horn walked onto the Disney studio lot. The well-liked sixty-nine-year-old executive ("I try to be a nice person almost all the time, but next to Alan Horn I look like a com plete jerk," actor Steve Carell had joked during Horn's good-bye party at Warner Bros.) was excited about joining Disney, which he described as "one of the most iconic and beloved entertainment companies in the world." But he also knew he had his work cut out for him, as Disney Pictures had posted disappointing box-office results in recent years. -
Advanced Micro Devices (AMD)
Strategic Report for Advanced Micro Devices, Inc. Tad Stebbins Andrew Dialynas Rosalie Simkins April 14, 2010 Advanced Micro Devices, Inc. Table of Contents Executive Summary ............................................................................................ 3 Company Overview .............................................................................................4 Company History..................................................................................................4 Business Model..................................................................................................... 7 Market Overview and Trends ...............................................................................8 Competitive Analysis ........................................................................................ 10 Internal Rivalry................................................................................................... 10 Barriers to Entry and Exit .................................................................................. 13 Supplier Power.................................................................................................... 14 Buyer Power........................................................................................................ 15 Substitutes and Complements............................................................................ 16 Financial Analysis ............................................................................................. 18 Overview ............................................................................................................