A few months ago I researched that transistor scaling can be up or down however always limited to physical surface area. To keep a positive advantage beyond R & D budgets, some companies also look at other players in the same field too gain more market share, so that their new products have an automatic requirement to fulfil.
Some traditional desktop companies, launch an intent for smart-phone markets, augmenting away from their core of traditional chips for PC's which are currently reaching revenues of $50b, possibly due to their core technology-chip innovation methods such as energy-saving designs vs computing-power, all within the surface area confined of Moores law which states 'the number of transistors placed on a microchip would double every year'. This adds to the race of semi conductor manufacturing a new micro-architecture.
Such a demanding market requires strong management structure. A structure that has to change not only as the technology develops but also have adaptable organisational entities. Whilst small-to-large scale reorganisation would respond in swift, the larger ones who actually have the capital to house the assets for chip manufacture must also do the same.
John Adair's ACL model can be utilised within a company as it allows one to manage individuals and develop a team, in contrast, some corporate models state that a managers concerns (not leader) should be fitting into the hard side of Mckinsey 7 model. The ACL allows dialogue between change and leadership that give results as people are promoted through the Human Capital concept.
This empowers the employee to understand how their needs should relate to organisational success and the ability for the leader to set that tone within the organisational unit is important as its that what the manager would further select his strategies upon.
Within a field like Semi-conductor design, the more transformational a leader is the stronger the management can set the cascaded similar tone, for example working beyond the normality of constraints giving a higher level focus on goals.
It could also be the case that expanding business growth is only led by selected Engineers to lead the company who have the ability to understand the technology but at the same time had the commercial acumen to take risks to give the correct business exposure in the new space for them discusses. In this case these leaders are followed by a business team where they usually would not tread as they were not able to advocate the excellence of the product portfolio beyond commercial reasoning. The Kaizen model allows employees to promote their personal development allowing to nurture a newer innovative skill set which better complement their organisations leadership.
The different views highlight that leadership promotes product life cycle dynamically where the leader-follower relationship is reciprocal in influencing individual and organisational performance through hard and soft components.
Lou Gerstner from IBM said ' in the end management doesn’t change culture. Management invites the workforce itself to change the culture'. During times of transformation, I found that incremental changes are relevant rather than introducing transformational and charismatic styles which do not provide stability, specifically for large size companies. It allows organisations to use less authoritarian methods of leadership (hard) and rather attracts, inspires and persuades (Soft). As such, I found the Leaders Intent will give freedom to people to do the job their way which with the select employee who has passion, can not only achieve basic job duties, but also embrace innovation in a very dynamic field that is semi-conductor technology.
With different factors allowing technology innovations to create new fresh innovations or augment current core semi conductor limitations, Chip Design, is a progressive technology that will fuel technology innovation.
Some traditional desktop companies, launch an intent for smart-phone markets, augmenting away from their core of traditional chips for PC's which are currently reaching revenues of $50b, possibly due to their core technology-chip innovation methods such as energy-saving designs vs computing-power, all within the surface area confined of Moores law which states 'the number of transistors placed on a microchip would double every year'. This adds to the race of semi conductor manufacturing a new micro-architecture.
Such a demanding market requires strong management structure. A structure that has to change not only as the technology develops but also have adaptable organisational entities. Whilst small-to-large scale reorganisation would respond in swift, the larger ones who actually have the capital to house the assets for chip manufacture must also do the same.
John Adair's ACL model can be utilised within a company as it allows one to manage individuals and develop a team, in contrast, some corporate models state that a managers concerns (not leader) should be fitting into the hard side of Mckinsey 7 model. The ACL allows dialogue between change and leadership that give results as people are promoted through the Human Capital concept.
This empowers the employee to understand how their needs should relate to organisational success and the ability for the leader to set that tone within the organisational unit is important as its that what the manager would further select his strategies upon.
Within a field like Semi-conductor design, the more transformational a leader is the stronger the management can set the cascaded similar tone, for example working beyond the normality of constraints giving a higher level focus on goals.
It could also be the case that expanding business growth is only led by selected Engineers to lead the company who have the ability to understand the technology but at the same time had the commercial acumen to take risks to give the correct business exposure in the new space for them discusses. In this case these leaders are followed by a business team where they usually would not tread as they were not able to advocate the excellence of the product portfolio beyond commercial reasoning. The Kaizen model allows employees to promote their personal development allowing to nurture a newer innovative skill set which better complement their organisations leadership.
The different views highlight that leadership promotes product life cycle dynamically where the leader-follower relationship is reciprocal in influencing individual and organisational performance through hard and soft components.
Lou Gerstner from IBM said ' in the end management doesn’t change culture. Management invites the workforce itself to change the culture'. During times of transformation, I found that incremental changes are relevant rather than introducing transformational and charismatic styles which do not provide stability, specifically for large size companies. It allows organisations to use less authoritarian methods of leadership (hard) and rather attracts, inspires and persuades (Soft). As such, I found the Leaders Intent will give freedom to people to do the job their way which with the select employee who has passion, can not only achieve basic job duties, but also embrace innovation in a very dynamic field that is semi-conductor technology.
With different factors allowing technology innovations to create new fresh innovations or augment current core semi conductor limitations, Chip Design, is a progressive technology that will fuel technology innovation.