B&E: AMD is investing heavily on server & graphic technology. What’s all the talk about your new ‘Vision’ approach that follows the ‘Fusion’?
Seyer: We are seeing strong demand in a variety of markets, including a rebounding server industry that is being driven by cloud computing and virtualisation, among other technologies. On the graphics side, there’s unprecedented demand for immersive graphic experiences, be it gaming, video or otherwise. In fact, in just the three months after the launch of the ATI Radeon HD 5800 series, the first DirectX 11-capable graphics products from AMD, we have shipped more than 2 million DX11 cards. In 2009, we introduced Vision Technology from AMD, a new way of communicating with consumers, retailers and PC manufacturers that breaks the traditional model of how PC benefits are communicated by emphasising real-world usage models that communicate the value of the whole system, not technical specifications. The positive response to the Vision approach prompted the launch of Vision Pro at The Consumer Electronics Show 2010, which expanded the program to AMD’s enterprise customers. At CES, Lenovo debuted its first AMD-powered ThinkPad notebooks, using Vision Pro.
B&E: Intel & Qualcomm are two of AMD’s biggest competitiors. What challenges do they pose to AMD?
Seyer: Intel and Qualcomm are two different competitors, but we welcome fair and open competition. The former is well established in the computing market, and the latter is not established in computing, but is well established in the communications market and is just beginning to enter the computing market through smartbooks. The key to success won’t be based on past achievements, but on forward-looking innovations and through our Fusion approach, we have plenty of capability and assets to lead in our target markets. The semiconductor market has always been, and always will be fiercely competitive, but AMD is keenly focused on what we need to do to succeed.
B&E: After 12 quarters, AMD returned to profits in Q4, 2009. What were the most recent strategiec changes that have helped AMD’s cause?
Seyer: We took steps to streamline the company, including revitalising the executive team & board with a series of strategic appointments, reducing company debt, refocusing on design & the spinning-off of AMD’s manufacturing capabilities in 2009. These, and many other advances, have put AMD in a strong market position to compete.
Seyer: We are seeing strong demand in a variety of markets, including a rebounding server industry that is being driven by cloud computing and virtualisation, among other technologies. On the graphics side, there’s unprecedented demand for immersive graphic experiences, be it gaming, video or otherwise. In fact, in just the three months after the launch of the ATI Radeon HD 5800 series, the first DirectX 11-capable graphics products from AMD, we have shipped more than 2 million DX11 cards. In 2009, we introduced Vision Technology from AMD, a new way of communicating with consumers, retailers and PC manufacturers that breaks the traditional model of how PC benefits are communicated by emphasising real-world usage models that communicate the value of the whole system, not technical specifications. The positive response to the Vision approach prompted the launch of Vision Pro at The Consumer Electronics Show 2010, which expanded the program to AMD’s enterprise customers. At CES, Lenovo debuted its first AMD-powered ThinkPad notebooks, using Vision Pro.
B&E: Intel & Qualcomm are two of AMD’s biggest competitiors. What challenges do they pose to AMD?
Seyer: Intel and Qualcomm are two different competitors, but we welcome fair and open competition. The former is well established in the computing market, and the latter is not established in computing, but is well established in the communications market and is just beginning to enter the computing market through smartbooks. The key to success won’t be based on past achievements, but on forward-looking innovations and through our Fusion approach, we have plenty of capability and assets to lead in our target markets. The semiconductor market has always been, and always will be fiercely competitive, but AMD is keenly focused on what we need to do to succeed.
B&E: After 12 quarters, AMD returned to profits in Q4, 2009. What were the most recent strategiec changes that have helped AMD’s cause?
Seyer: We took steps to streamline the company, including revitalising the executive team & board with a series of strategic appointments, reducing company debt, refocusing on design & the spinning-off of AMD’s manufacturing capabilities in 2009. These, and many other advances, have put AMD in a strong market position to compete.
For more articles, Click on IIPM Article.
Source : IIPM Editorial, 2010.
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
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