Case Study

A Global Semi-Conductor Company Turns Around

A Global Semi-Conductor Company Turns Around

Syntegrity

manufacturing

CASE STUDY

The Defining Moment

A multi-national semiconductor company had a declining cash-cow chip manufacturing business. Some senior leaders wanted to boldly shift to new products and enter new markets, but overall the company was proving unable to change.

The Approach

A diverse group of 40 participants representing Engineering, Sales, Business Transformation, Finance, Shared Services, and HR was convened to tackle the question of transformation. The company's senior leaders had decided the question beforehand, but after the agenda-setting exercise, many in the group argued that this was the wrong question. The real question, they proposed, was: How do we become relevant again?

The Results

The team identified and aligned around how to shift from its legacy, declining business into new markets and new products. Execution followed quickly. Three years later, the company's market cap grew from 1.5 billion to 30 billion, which leadership attributed directly to having applied our approach.

Back

Central Question:

"What must we do starting now and over the next 12 months to transform our organization, and seize emerging business while maximizing our established business?”

Central Question:

"What must we do starting now and over the next 12 months to transform our organization, and seize emerging business while maximizing our established business?”

The Results:

The team identified and aligned around how to shift from its legacy, declining business into new markets and new products. Execution followed quickly. Three years later, the company's market cap grew from 1.5 billion to 30 billion, which leadership attributed directly to having applied our approach.

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