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Applied Materials External Use
Applied Materials Case Study
Transition from International to Global
Operation
Tami Shoham
GIS EMEA head
Tami_shoham@amat.com
September 7, 2011
Applied Materials External use
Agenda
Applied Materials overview
Global Information Systems (GIS) overview
„Global Culture‟ Program
– The challenge and the approach
– The mission and main initiatives
– Program Measurements
– The new norms, what did we learn
2
Applied Materials External use
Applied Materials – Who We Are
World leader in Nano manufacturing technology™ solutions
#1 equipment supplier in semiconductors, LCD displays and PV solar
Expanding into the next wave: energy and environmental solutions
1970+
Computing
1990+
Communications
2010+
Energy and Environment
3
Applied Materials External use
* As of May 23, 2011
Fiscal year-end October 31, 2010
Other information as of Q2 end, May 1, 2011
At A Glance
Applied Materials solar energy system at its campus in
Sunnyvale, CA, is one of the largest corporate solar
power installations in the U.S.
Ticker: Nasdaq: AMAT
Market Cap*: $18.2 billion
Fiscal 2010 Revenue: $9.5 billion
Fiscal 2010 R&D: $1.1 billion
Founded: November 10, 1967
Headquarters: Santa Clara, California
Global Presence:87 locations in
20 countries
RD&E and/or
Manufacturing
Centers:
Canada, China, Germany,
India, Israel, Italy, Singapore,
Switzerland, Taiwan,
United States
Employees: ~13,100 worldwide
Patents: ~8,200 issued
4 Overview – Data as of Q2‟11
Applied Materials External use
Applied Materials Worldwide
Alzenau, Germany
Dresden, Germany
Feldkirchen, Germany
Heimstetten, Germany
Cheseaux, Switzerland
Treviso, Italy
Hukou, Taiwan
Tainan, Taiwan
Research, Development and Engineering
and/or Manufacturing Centers:
Silicon Valley, California
Austin, Texas
Toronto, Canada
Rehovot, Israel
Bangalore, India
Chennai, India
Xi‟an, China
Sales and/or Service Offices
IsraelIndia
KoreaEurope
Taiwan
UAE
China
South
East Asia
North America
Japan
5
Applied Materials External use
Applied Materials Israel
PDC 1 : RD&E and Demo LabsPDC 2/3 : Manufacturing
6
~1,000 Employees
– RD&E, Marketing , Manufacturing, Service
– Facilities: 613,000 sq. feet
• Clean Rooms & Labs: 49,000 sq. feet
Applied Materials External use
Global Information Services in A Glance
7 Overview – Data as of April 2011
Head Quarters: Austin, Texas
Main locations:
Texas, California, India, Israel,
China, Italy, Singapore,
Switzerland, Taiwan, Korea,
Japan and Germany
Employees: ~250 worldwide
Contractors: ~800 mostly Managed Services
Systems:SAP, Oracle, TeamCenter and
many legacy applications
Applied Materials External use
Environmental background
-- The Challenge and the Approach
8
Background Drivers Need to change
The Business in Asia is growing Stay close to the customer
Global roles operating from
everywhere
Need a new global operating module,
from US-centric to a real global
organization
Deep changes in organizational
structure requiring matrix mindset
Move from centralized organization to
global teams across time-zones and
remote leadership
Multiple locations, M&As, new
sectors
Standardization, cost reduction and
elimination of local solutions
Applied Materials External Use
„Global Culture‟ program
Applied Materials External use
Main findings:
GIS is a core-periphery network
80% of US interactions are internal within US
40% - 60% of Asia and EMEA interact with US
Interaction between Asia and EMEA is less then 10%
10
GIS Network Analysis survey (June 2010)
Applied Materials External use
Mapping: EMEA Networks Composition
11
47%
7%
46%
EMEA Workflow
Within Division
ASIA
US
56%
9%
35%
EMEA Advice-seeking
Within Division
ASIA
US
57%
6%
37%
EMEA Client Communication
Within Division
ASIA
US
61%7%
32%
EMEA Innovation
Within Division
ASIA
US
Within EMEA Within EMEA
Within EMEA
Within EMEA
Applied Materials External use
GIS „Global Culture‟ Core Team
12
Highly effective people
Globally spread between regions and functions
Applied Materials External use
GIS „Global Culture‟ – Program Mission
To support GIS‟ transition to new global operating module,
from US-centric to a truly global organization operating
effectively in collaboration and trust while strengthening
global leadership and presence in Asia.
The program was required to create an environment that:
– Reduces cultural barriers, use cultural differences as an advantage
– Increases employees‟ engagement
– Builds Global GIS leadership
– Leverages skills across all locations
– Operates globally to increase effectiveness
– Builds communication around global time-zone
13
Applied Materials External use
Global Culture Team – Main Initiatives
14
Job Families&
Career Paths
Global Teams lead
Global Projects
Job Rotation
Flexible Hours
Global Leadership
Values
Roles & Responsibil
ities
Global Idea
Forum
Learning &
Mentoring
GLOBALIZATIONCOMMUNICATION
EFFECTIVENESS
Applied Materials External use
Initiative Example: Job Rotation & Mobility
15
How to make it Successful:A pilot has been defined. Job Mobility team will support implementation in GIS and report to SLT
What‟s in it for Applied:Build a GIS organization which supports the business organizational setup (focus on Asia), prepares
for new technologies (cloud) and supports inorganic merger through higher flexibility in organization
Action Plan: Objective: Perform flexible move of personnel between functions (job assignment change) and deploy
HR mobility program in GIS for physical location change.Initiated: Job Mobility and Rotation is a track within GIS Global Culture initiative.
Approach: GIS top-down initiative. SLT pillar leads define program KPIs. Per each assignment
specific KPIs are defined and tracked. Pre- and post assignment surveys will set expectations and
measure result.
Strategy Statement:Past: Job Rotation and Mobility in GIS is not standardized and not institutionalized in strategy,
planning and execution.
Future: Implement a structured process to use Rotation and Mobility as a tool to further improve
capabilities and impact of GIS through increased motivation and skills of employees to support GIS top
trends, strategies and objectives .
Applied Materials External use
Initiative Example: Leadership Values
16
CUSTOMER FOCUS
•Strives to better understand and partner with our customers
•Ability to put the needs of the team and Applied Materials above yourself
ENABLE OTHERS TO ACT
•Strengthen others through personal development
•Enlists others in a common vision – goal – scope or work
•Recognizes contributions
•Builds a spirit of community
•Foster collaboration by building trust
•Makes others successful
COURAGE TO LEAD IN A COMPLEX ENVIRONMENT
•Sets the example through words and actions
•Proactive, takes the initiative and drives opportunities to closure
•Has the confidence to work independently with minimal direction
•Possesses the courage to take risks and drive change
•Addresses conflicts early and positively manages them
CULTURAL AWARENESS & ACCEPTANCE
•Knowledgeable and curious about global cultures
•Adjusts style to cultural differences
•Strives to engage and involve the global team – open boarders
Applied Materials External use17
CIO‟s Choice Award
For his tremendous leadership in a time of
great challenges for Applied‟s Japan
operations, customers and supply chain,
ensuring GIS did everything it could to keep
the business on track. At the same time, he
continued to support the ramp of the Asia
Service Desk in Dalian, China.
Customer Focus Enable Others to Act
Courage to Lead in a Complex Env.
Nameki-san is a GIS Leader
Yasufumi Nameki
Front-End Services
Cultural Awareness and Acceptance
Applied Materials External Use
Project management and
measurements
Applied Materials External use
Project Management & Initiatives Follow-up
19
ImplementationPlanningFollow up
KPI‟s and
Plan
Detailed
Change
mgt. plan
**
Follow up
fine
tuning
Plan*
End of
Planning
Phase
SLT
Approval / presentation
Detailed
plan
Initiative
Hi level
PlanningTopic
+++++++"Flexible Hours and
remote work"
+++++++“Job Rotation”
+++--++“Regional Financials”
+++++++“GIS Global Profile”
+++++++“Global Team lead
Global Projects”
+++++++“Job Families”
++++-++“GIS R&R”
+++++++“Global Idea Forum”
+++++++“Mentoring and
Learning”
+++++++“Global team building
events”
Applied Materials External use20
5 - Strongly agree4 - Agree3 - Not sure2 - Disagree1 - Strongly disagree
Target 4.0
Exceeded
Improvement
Needed< 3.5
GIS Global Culture Baseline Survey – 2011
• Excellent global participation
• Overall average rating: 3.69* out of 5 possible
Applied Materials External use
Baseline Survey - Main findings Job families
A. My area of responsibility and job description are
well defined
66% agree or strongly agree
B. I understand my career path options 51% not sure, disagree or strongly disagree
21
R&R
C. I understand how my objectives contribute to the
success of GIS
85% agree or strongly agree
•Ratings consistently high across all regions
D. Roles and responsibilities are clearly
communicated and aligned across GIS
58% not sure, disagree or strongly disagree
Global team lead global projects
U. I am able to influence key decisions that fall
within my global area of responsibility
66% agree or strongly agree
W. Leadership opportunities are available in
the regions
• Europe region consistently scored lower
than Asia region and US
• Global leadership is a key improvement
opportunity
Applied Materials External use
Baseline Survey - Main findings (cont.)
22
Flexible hours
H. My manager supports working flexible hours 94% agree or strongly agree
I. On average, how many hours do you spend
each week in meetings outside of the 7:00 am
to 6:00 pm time frame in your time zone
20% with >5 hrs.
K. How many days a week on average do you
work from home ?
• 10% almost full time at home
• 65% work ≤1 day/wk at home
• Asia region works fewer days from home
O. How often do you have 1/1 meetings with
your manager?
• 60% have 1/1 meetings biweekly or more often
• 34% have 1/1 meetgs monthly or less often
P. How often do you meet with your manager in
person ?
• 68% meet in person at least quarterly
• Europe and Asia regions meet their manager in
person less then twice a year
• Executives met with their managers most often
Job mobility and rotation
Y. I am interested in job rotation as an
opportunity for advancing my career or
gaining professional experience / personal
development
69% agree or strongly agree
Applied Materials External use
Objective Current Value Target
Overall program progress to plan80% complete
on schedule 100% to plan
Organization assessment survey 3.69 (baseline)10% improvement
(3.82)
Network Analysis Survey
Workflow: Asia- 60% |
EMEA- 53% | US- 20%
Advise: Asia- 53% | EMEA-
44% | US- 21%
10% improvement
of workflow outside
of region and
Advise seeking
Job families with R&R defined
90% defined;
on track for 100% by end
of year
100% by end of year
% of identified and approved
rotations in process by x date. Wasn‟t measured yet
Documented and
approved
Target % and date
to be defined
(based on pilot)
% of employees that meet 2 or
more times / year in person with
manager
78%
90% with survey
rating ≥ 3
100% with survey
rating ≥ 2
KPI‟s for Global Culture Project (example)
Overall Program
Job
Families
Job Mobility
& Rotation
Flexible Hours
23
Applied Materials External Use
Summary
Applied Materials External use
The new norms and values
We strive to create a strong and effective global matrix organization,
reduce culture barriers, build global leadership and increase employee
engagement
o New Regional and Country Business Partners roles to enable “Close to the Customer” and
matrix management of remote/distant employees
o Defined standard, Global and simple Job families with clear Career path
o Job rotation & mobility supports organizational flexibility and leadership development
o Global leadership development through empowerment, defined values, mentoring and
matrix/remote training
o Built cross culture engagement and trust through global team building activities
o Developed “sharing the pain” and “flexible hours” practices for remote/virtual team work
o New working methods enhance global Communication, Ideas Sharing and Financial
Visibility
25
Applied Materials External use
GIS Global Culture – Key success factors
What did we learn?
Culture change is an on-going journey!
Soft elements like cultural gaps affect
performance dramatically
Cultural elements can be measured
Managing „culture change‟ as a program
Culture change requires getting out of the “comfort zone”
Teamwork and people‟s excitement
Simple mechanism like “sharing the pain” can have strong impact
Strong sponsorship from top executive team
Communication!! Communication!! Communication!!
26
Applied Materials External use
GISOUR VISION
GIS is a trusted business partner
recognized for delivering innovation, value
and performance
OUR MISSION
Deliver solutions that improve shareholder
value by leveraging leading technology
and best practices
OUR STRATEGY
Capture value by creating a culture of
collaboration and continuous improvement
through a global team of talented IT
professionals
Applied Materials External use
Reporting Segments
DISPLAY
Lowering cost and
improving performance
of displays
ENERGY &
ENVIRONMENTAL
SOLUTIONS
Lowering the
cost of electricity
APPLIED GLOBAL
SERVICES
Optimizing output and
efficiency of semiconductor,
display and solar fabs
through services, equipment
and automation software
29 Overview – Data as of April 2011
SILICON SYSTEMS
GROUP
Pursuing growth in
emerging logic,
emerging memory and
packaging technologies
Applied Materials External use
30
Customer Arena
The focus is shifting to Asia
Where are the customers located?
30
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