黄昌圭 移动芯片老兵的新挑战【华体会】

本文摘要:Hwang Chang-gyu jokes that the iPhone might not be here today had it not been for his vision for mobile chips.黄昌圭(Hwang Chang Gyu)打趣说道,若不是他明确提出移动芯片愿景,有可能就会有今天的iPhone。

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“At that time, Japanese companies were very much advanced in semiconductor technology and manufacturing, although they were a little behind Intel in terms of design capability,” recalls Mr Hwang. “The trip helped me set a goal [of beating Japan] and join Samsung.”“当时,日本企业在半导体技术和生产方面十分先进设备,尽管他们在设计能力方面稍微迟缓于英特尔,”黄昌圭回想道,“那次公干协助我确认了加盟三星(打败日本的)目标。”In fact, he faced tougher challenges after Samsung overtook Japanese rivals in the D-Ram chip business. “Once our technology surpassed that of Japanese companies, it felt daunting,” he says. “But I was convinced somehow that we were moving past the PC era into a mobile one, where demand for graphics or video clips would sharply increase. So I focused on developing flash memory chips, betting that they would spark the mobile big bang.”实质上,在三星在动态Ram芯片业务方面打破日本竞争对手后,他面对着更加不利的挑战。

“一旦我们的技术多达日本企业,我们感觉未来的任务十分艰巨,”他回应,“但我在内心深处相信,我们于是以从个人电脑时代转入移动时代,人们对图形或视频短片的市场需求将大大增加。因此我探讨于研发存储器芯片,坚信它们将引起移动设备的大爆炸。”His predictions turned out to be true. However, not all of KT’s unionised workers feel he has so far lived up to his fame. Some industry watchers also suggest key projects, such as the “Gigatopia” bid to make the internet 10 times faster, are against the current global IT trend focusing on mobile phones.事实证明,他的预测是对的。

不过,在重新加入工会的韩国电信员工中,并非所有人都指出他目前为止不忘盛誉。一些行业仔细观察人士也回应,一些关键项目,例如目的让互联网速度提升10倍的GiGAtopia项目,与当前全球IT行业注目移动手机的趋势相符。Mr Hwang was paid about Won600m (367,000) last year including bonuses, significantly less than local telecoms rivals and his predecessor at KT. He acknowledges the difficulties of running a provider of services such as KT rather than a manufacturer such as Samsung.去年,黄昌圭总计取得6亿韩元(合36.7万英镑)左右的薪酬(还包括奖金在内),相比之下高于本国电信业竞争对手和他在韩国电信的前任。

他否认,与管理三星等制造商比起,管理韩国电信这种服务提供商不存在可玩性。South Korea’s service sector remains under-developed, with low productivity and little presence overseas. “In manufacturing, if you come up with a quality product, that’s it. But offering a service requires a more emotional approach, with broader perspectives and details to impress customers. ”韩国服务业仍不繁盛,生产率较低,在海外完全没足迹。“在制造业,只要生产出有高质量的产品就行了。

但获取服务必须采行一种更加感性的方法,必须更加辽阔的视角,必须用细节来感动客户。”For KT, privatised in 2002, developing a longer-term growth strategy is further complicated by regulation and political interference. Mr Hwang stays silent about such sensitive issues, admitting they are beyond his control because KT cannot ignore its public role, but he remains optimistic about the company’s future, with a vision based on “advanced technologies and efficient management”.对于在2002年被私有化的韩国电信,监管和政治介入激化了制订较长年快速增长战略的复杂性。

黄昌圭在这些脆弱问题上保持沉默,否认这些问题不出他的掌控范围之内,因为韩国电信无法忽略其公共角色,但他仍对公司的未来回应悲观,他的愿景基于“先进设备技术和高效管理”。But Hwang Young-key, his close friend and former president of Samsung Securities, says his KT role is very different to running the semiconductor business at Samsung, where thorny issues could be handled by the group’s central functions. “At KT, he has to meet various people from government officials to labour union members and has to solve many difficult issues alone. It must be quite challenging for him.”但他的亲近朋友、三星证券(Samsung Securities)前总裁黄永基(Hwang Young-key)回应,他在韩国电信的任务与管理三星半导体业务截然不同;在三星,棘手的事务可以由集团总部的职能部门处置。“在韩国电信,他被迫与形形色色的人会面,从政府官员到工会成员,而且还被迫特地解决问题很多难题。

对他而言,这认同十分具备挑战性。

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