Driven Company - Getting out of the hardware business
Driven Company - Getting out of the hardware business
I have had the pleasure of working with some of the most intelligent people that I have ever worked with – true pioneers of the semiconductor art.
I have driven yields in the fab, negotiated ground rules with the fab, drawn the circuit, drawn the mask set, measured the circuit in the lab, and seen the parts packaged and shipped to create a high profit for the company.
A wonderful experience that I believe cannot be achieved in today's myopic, segregated work approach.
I have seen these phenomenally intelligent and driven people quit and get laid off by the scores in accordance with the 2015 roadmap.
The onset of “matrix management” and other fad management procedures cripple the innovative foundations of the microelectronics group.
IBM does not want to “produce” competitive microelectronics anymore. They are focusing on software and services.
However, I believe that this is still a great company for software engineers and project managers.
I would warn against IBM for electronic/chemical engineers (USA).
You need to establish what market you want to be in and pursue it to dominate.
Leverage your resources and people. Half-in is a waste of money and time.
You can get much more value from employees with effective, efficient management rather than move poor management techniques offshore to confuse a low-cost center.
Read “Out of the Crisis” by Deming, and maybe some of Robert Sutton's books on management.
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There was a technical test at the beginning, a 1:1 technical round. The technical round ran for about an hour. Post that, there was a second round with the Manager. The Manager asked me about my current job role in detail and to explain the requireme
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The interview process was confusing. HR was slow to return emails. The interviewers seemed distracted. I did two face-to-face interviews. The questions were generally expected ones. I wasn't sure exactly what the role was by the end.
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Pune, Maharashtra, IndiaFebruary 1, 2019There was a technical test at the beginning, a 1:1 technical round. The technical round ran for about an hour. Post that, there was a second round with the Manager. The Manager asked me about my current job role in detail and to explain the requireme
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Dehra Dūn, Uttarakhand, IndiaSeptember 1, 2016Interviews are one of the most popularly used processes for employee selection. Selection interviews are typically conducted onsite at the hiring company. The purpose of a selection interview is to determine whether a candidate will be selected for t
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London, United KingdomJanuary 1, 2016The interview process was confusing. HR was slow to return emails. The interviewers seemed distracted. I did two face-to-face interviews. The questions were generally expected ones. I wasn't sure exactly what the role was by the end.
