Dr. Morris Chang
speaker
200 appearances
1 recordings
1 series
first heard Jan 2025
last heard Jan 2025
Dr. Morris Chang’s voice in public audio — every appearance, attributed to the second.
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Appearances
Yeah.
Well, they probably have commercial and government, but they don't have 707, 747, 757. You know, they don't divide. And if we divide up by fab, it would be like dividing up 707 from 757, 737, you know. Well, anyway. Don Brooks' attempt was in 1996. And, well, by 2005, Rick Tsai, you know, decided to tread the same ground. And he did. This time, you know, I didn't stop him.
My idea, my principle, I was... the chairman and not the CEO was, well, sometimes you have to let the CEO make his own mistakes and learn from them, you know. Of course, not if the whole company is going down the drain. So you have to interfere then, but only then. Well, anyway. So that was the background. Two groups, when I came back to be the CEO, the advanced group and mainstream group.
And each group had a small business development section, 30 or 40 people. I think advanced has had more, a bigger group than mainstream. All right. So I wanted to combine the two operation groups. And I also wanted a real marketing. And I didn't call it marketing because I decided to use business development in English because it has a good translation in Chinese. All right.
Now I've decided to combine the two operations. Now, back in 2009, when I decided to combine the two groups, I think the advanced group had something like 10,000 employees. And the mainstream group had a little less, but also seven or 8,000 employees.
Yeah, right. But also... Quite often, the same customers use both mainstream and advanced technologies now. Take Qualcomm. I'm quite sure that they use the most advanced, or even Apple, I think they use Qualcomm.
Yeah, we had... Mark Liu in charge of the advance and C.C. Wei in charge of the, the question is, you know, who's going to be in charge of what, you know, the combined, or do you need only one for the combined operations? You need only one person. The truth is that we had a lot of operational talents,
Operation meaning manufacturing and taking the developed technology from R&D, you know, and converting it into mass production. Really a lot of talents there. But business development or marketing there. And neither Mark Norris, nor CC had any real previous experience in marketing business development. So that was my main worry. We need, we combine the two groups, we need a combined,
operations manager, but even more importantly in my mind, we needed a combined market business development manager. So I first offered the marketing business development job to the guy who was in the bigger job, advanced technology market. And I explained to him that I did not think he had had any significant marketing experience in the past.
And this would, this new job, if he takes it, would give him the opportunity of of being professing in that area. But he declined it. He said, my goodness, I have 10,000 people reporting to me now. You want me to take a job that has only 60, 70 people in it?
Actually, back in my mind, I was thinking of... The time when Kissinger was Nixon's national security advisor and somebody else, whose name I have even forgotten, was the Secretary of State. And Kissinger probably had a couple hundred people reporting to him. Whereas the Secretary of State had thousands of people all over the world reporting to him. And who had more power?
Except for those four years when I was not the CEO. Yeah. Hmm. Yeah, but you were right. I was on the plane most of the time visiting customers. That was my pleasure. I really liked it. Well, anyway. So, I then, of course, offered the business development job to C.C. And he accepted it. I mean, I thought he accepted it. even delightfully, you know? Yeah.
That's right. The board meeting had ended and it was, uh, six o'clock or later. And, uh, I went home. This was Taipei. We had our board meetings back at that time in, in fact, here. Have you ever seen my conference room? Yes, across the hall. Yeah, yeah, right. Yeah, we had all our board meetings in Taipei in that conference room. Anyway, it was 6.30 also when I got home, and I think...
My wife knew that I would not be home until around 6.30 because as soon as I, she actually, she met me at the door, which wasn't very often. But this time she had something to tell me. That's why she met me at the door. She said, Terry Gao called in the afternoon. and said he was coming to dinner. And who is Terry Gao for listeners?
Terry Gao is a relative, is actually a second cousin of Sophie's. Sophie's my wife. And they share the same grandparents. That's what makes them second cousins, I think, yeah.
Right. Terry Gao is a second cousin of Sophie's, and he was also at that time the chairman of Foxconn.
The name slipped my mind for a second. Hanhai, which is a very important supplier to Apple. And a pretty big company. And in fact, Terry Gao is reputed to be one of the richest men in Taiwan. Hmm. And she said, Sophie is lovely, but she doesn't know too much of my business. I don't think she understood the significance of Terry Gao coming to dinner, bringing a vice president from Apple.
I don't think she quite understood, quite very, she didn't really, she wasn't very interested either in the significance of that.
Yeah, I've been strategizing, well, strategizing is probably two things. strong a word. I mean, just thinking. Also knowing that we just can't do anything about it. Apple is a very close-mouthed company. If you try to talk to them, if you offer your service, they will just tell you to go away. They will come to see you when they are ready. That's what I knew about Apple, even then.
And I know the same thing now, you know. All right, so 8 o'clock. Now, Sophie did know that I would not be home until after 6 o'clock. So she had told Terry that, and Terry had set the time of their arrival at 8 o'clock. So 8 o'clock was a bit late for my dinner, but I said, what the heck, we'll wait. All right. So they showed up. I didn't ask her. Sophie just said, a vice president.
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