Upload
hoangkhue
View
217
Download
2
Embed Size (px)
Citation preview
Current EnvironmentMerger and acquisition (M&A) as a business strategy to quickly gain competitive edge, grow top-line revenue and drive innovation
Massive industry consolidation with over $100 billion in M&A in 2015
Similar level of consolidation predicted in 2016
Determination of product line continuation, consolidation or divesture
Potential ChallengesPre-consolidation: Ensuring business continuity while assessing opportunities to maximize efficiency, productivity and synergy
Post-consolidation: Capturing full merger value of innovation and value realization in new product development (NPD) and new product introduction (NPI)
Aligning of product and project portfolios, innovation strategies, product development execution processes and innovation cultures with revised organization constructs
Opportunities
New Product DevelopmentRoadmapping alignment (product, market, technology)Phase-gate integrationsTime to market/time to margin/time to revenue
Business AnalyticsCurrent P&L portfolioInvest or sell decisions for lines of businessTime for investmentMarket readinessCompetitive market analysis
Data managementDashboardingEngineering and NPI scorecards
Margin ManagementCOGS via DTC and development cost focusProductivity maximization via organizational change management (OCM) focus
1 2
3
kalypso.com
Semiconductor Merger & Acquisition: Driving Top-Line Revenue Growth & Innovation Value Capture
Strategic SourcingStrategy and selection by R&D and procurementOn-time delivery
Market/Current Portfolio Analysis and Assessment of Business Lines
Analysis & AssessmentMake/buy decisionGrow or divest decision EOL decision
Targeted ActivitiesMarket analytics – product lifecycleLessons learned programTraining, closed-loop learningMargin management
We work with semiconductor organizations to deliver better results from innovation.Our services are designed to expand innovation capabilities across functions, business units and geographies, from commercial and engineering to manufacturing and end-of-life.
Wherever you are in your journey to realizing better results from innovation, we can help.
Relevant WorkTwo separate $1B+ semiconductor firms of mixed signal and signal integrity productsChallenge: Underperforming new product introduction (NPI) engine: long delays, high iterations, re-spins, test problems and reliability issues
Approach:
▪ Assembled team of engineers from each of the functions, analyzed and summarized the current strengths/weaknesses/opportunities.
▪ Revamped the NPI flow, introduced phase-gate and portfolio management approach for all projects for clear project and overall portfolio deliverables
▪ Produced 30+ new products and variants every year since 2007
$600M business unit within a major semiconductor supplierChallenge: Heavy R&D spend in a particular business unit with poor returns (i.e. multiple respins, missed releases) resulting in loss of market share, profitability, high incidence of employee exits from engineering
Approach:
▪ Provided market analysis, competitive landscape and current portfolio analysis
▪ Divested the BU and re-invested funds in the high-speed, data-communication segment with excellent overall bottom-line growth
$300M semiconductor design and manufacturing services providerChallenge: Fragmented and sporadic product lifecycle data management amongst engineers using spreadsheets and non-centralized repositories causing inefficient decision making
Approach:
▪ Recommended product lifecycle management (PLM) solution to make fact-based decisions and ready data availability, saving engineering person-hours and improving NPI efficiency
BUSINESS & INNOVATION STRATEGY
FRONT ENDOF INNOVATION
PORTFOLIO &PIPELINE
MANAGEMENT
NEW PRODUCTDEVELOPMENT
EXECUTION
VALUEMANAGEMENT
INNOVATION & CHANGE LEADERSHIP
INTELLECTUAL PROPERTY MANAGEMENT
PRODUCT LIFECYCLE MANAGEMENT
Joe Dury [email protected]
kalypso.com