Dr. Morris Chang

So at the end, I had to say, well, look, I heard you, but I am still the guy that's responsible for the operation of the company. So you need to let me go ahead with this one. So they were satisfied with that.

So at the end, I had to say, well, look, I heard you, but I am still the guy that's responsible for the operation of the company. So you need to let me go ahead with this one. So they were satisfied with that.

Oh, I think you know the result. That was good.

Oh, I think you know the result. That was good.

No, I didn't. Maybe the business development guy, that was another interesting story. Yeah, maybe he knew, maybe he, or at least I now hope, and I of course hoped at that time too, that he had a more detailed visibility than I did. But I mean, of course, this was not the only, it was not the only input, you know. I had a few other advisors too, yeah.

No, I didn't. Maybe the business development guy, that was another interesting story. Yeah, maybe he knew, maybe he, or at least I now hope, and I of course hoped at that time too, that he had a more detailed visibility than I did. But I mean, of course, this was not the only, it was not the only input, you know. I had a few other advisors too, yeah.

Yeah. But before we do that, let me offer how we made CC, actually, the business development director. Ah, the current CEO. The current CEO. The current chairman and CEO. When Rick was the CEO between 205 and 209, he had split operations into two groups, advanced technology and mainstream technology. And C.C. was the head of the mainstream. actually really, I should say, the lesser one.

Yeah. But before we do that, let me offer how we made CC, actually, the business development director. Ah, the current CEO. The current CEO. The current chairman and CEO. When Rick was the CEO between 205 and 209, he had split operations into two groups, advanced technology and mainstream technology. And C.C. was the head of the mainstream. actually really, I should say, the lesser one.

And Mark Liu was the head of the advanced. And each group had a small business department section, maybe 30 or 40 people each. All right, so I came back to be the CEO, and I never thought the split up of two groups was a good idea anyway. In fact, back in 1996, The president, he was not a CEO, but he was the president. We didn't have the CEO title back in 1996.

And Mark Liu was the head of the advanced. And each group had a small business department section, maybe 30 or 40 people each. All right, so I came back to be the CEO, and I never thought the split up of two groups was a good idea anyway. In fact, back in 1996, The president, he was not a CEO, but he was the president. We didn't have the CEO title back in 1996.

But the president, who was American. Don Brooks? Yeah, right. He wanted to... He got a little, I think, he got a little tired of running this company. He was going to be here for only a year at first, but he winded up, he ended up spending six, seven years in Taiwan. Towards the end, he was getting a little tired of running this thing. And he thought that he would do it like TI, for instance.

But the president, who was American. Don Brooks? Yeah, right. He wanted to... He got a little, I think, he got a little tired of running this company. He was going to be here for only a year at first, but he winded up, he ended up spending six, seven years in Taiwan. Towards the end, he was getting a little tired of running this thing. And he thought that he would do it like TI, for instance.

TI had a germanium transistor department, silicon transistor department, integrated circuit, bipolar integrated circuit, MOS integrated circuit, you know. It's the divisional org structure instead of a functional org structure. Right, right, yeah. But I really did not think that the foundry business, TSM Seasprings, was suitable for the divisional structure.

TI had a germanium transistor department, silicon transistor department, integrated circuit, bipolar integrated circuit, MOS integrated circuit, you know. It's the divisional org structure instead of a functional org structure. Right, right, yeah. But I really did not think that the foundry business, TSM Seasprings, was suitable for the divisional structure.

Because, you know, we have almost the same group of customers. how do you divide up the group, divide up the company if you want the so-called divisional structure? Well, You know, Don Brooks was going to divide it by a fab, you know. My goodness, you know. The customers moved from one fab to another. The same customers, you know.

Because, you know, we have almost the same group of customers. how do you divide up the group, divide up the company if you want the so-called divisional structure? Well, You know, Don Brooks was going to divide it by a fab, you know. My goodness, you know. The customers moved from one fab to another. The same customers, you know.

Back then, of course, he only had three or four fabs, you know. Back then, yeah. But he was not convinced. He kept arguing. And I said, look, why don't we get a consultant? McKinsey. McKinsey. Why don't we get McKinsey? Okay. So we got McKinsey in.

Back then, of course, he only had three or four fabs, you know. Back then, yeah. But he was not convinced. He kept arguing. And I said, look, why don't we get a consultant? McKinsey. McKinsey. Why don't we get McKinsey? Okay. So we got McKinsey in.

And McKinsey, after a month or two, two months actually, and a couple million dollars, I guess, told us the same answer, you know, that functional is best. And then Don Brooks said, Well, tell me one company, one big company that's functionalized. And McKinsey immediately answered Boeing, which is a good answer, you know.

And McKinsey, after a month or two, two months actually, and a couple million dollars, I guess, told us the same answer, you know, that functional is best. And then Don Brooks said, Well, tell me one company, one big company that's functionalized. And McKinsey immediately answered Boeing, which is a good answer, you know.