Overprice of Corporations & Overpay of Executives in Taiwan?
- Blog by Steve Hwang
I wrote an article in March- “Where is my money? A salary crisis for majority class in Taiwan” and suggested a solution of minimum and competitive salary and wage. However, management in corporations and government policy makers had argued that raising wage will hurt business competitiveness and force corporations leave Taiwan for low labor cost countries.
Personally, I don’t agree with such notion that a competitive wage will hurt business environment in Taiwan, rather I believe it will attract more talents and accelerate business transition from manufacturing to concept & R&D oriented model as suggested by Stan Shi in his widely touted concept of “Smile Curve”.
Let’s look at comparison of Gross Margin among different companies. Gross Margin is the difference between the sales and the production costs.
Gross Margin Percentage = (Revenue-Cost of goods sold)/Revenue
Gross margin is a good indication of how profitable a company is at the most fundamental level.
(Gross Margin%) Dell: = 17%; Google:=63.8%; Apple: =42%; Microsoft: =81%; CISCO: =63%; Intel: =63%; IBM:= 48%; HP: =25.7%; Seagate:=25-35%
TSMC台積電:= 47.7%; Acer宏碁: =9.7%; Hon Hai富士康: =7-8%; Compal 仁寶電腦: = 4%; Wistron:= 5.2%; Qanta廣達電腦: =4%; AUO 友達光電: =12.8%
When taking a closer look at gross margin, you can find that companies in Taiwan, other than TSMC, have a gross margin range of 5-10% that are 20-50 points lower than those renowned companies in USA. A world class company can’t operate in 5-10% gross margin business model because it could not pay decent wage to employees and can’t spend sufficient funding in R&D.
Then, let’s look at Price/Earning (P/E) ratio. P/E ratio is defined as a valuation ratio of a company's current stock price compared to its per-share earnings.
(P/E) ratio: Stock Price per Share/ Earnings per Share.
For example, if a company stock is currently trading at $20 a share and earning over the last 12 months were $2.00 per share, the P/E ratio for the stock would be 10 ($20/$2).
In other words, the P/E ratio is how much money you are paying for $1 of the company's earnings. If the P/E ratio of company is 10, you are paying stock price for ten times of its earning.
So by comparing price and earnings per share for a company or country, we can analyze the market's stock valuation of a company or country and its shares relative to the profit the company is actually generating.
Let’s look at P/E ratios by country from 2009 data
(P/E Ratio):
Taiwan: P/E= 60; United Kingdom= 34; China= 29; South Korea= 29; Germany= 27; Switzerland= 26; Australia= 23; Brazil= 20; Malaysia= 18; Hong-Kong = 16; India= 15; Mexico= 15; USA=14; Canada=13; Singapore=12; France=11; Italy= 10; Russia=6.
Companies listed in stock exchange in Taiwan have an average of P/E ratio = 60, that is two times higher than main competitor, South Korea, and 3-4 times higher than other competitive countries, Hong-Kong and Singapore.
While comparing to well-established stock market in USA, they have a rational P/E ratio of 13-15. It means that stock investors in Taiwan pay stock price of 3-4 times higher than for the companies in USA.
What a P/E ratio of 60 means! It means that companies in Taiwan are overvalued and executives who are compensated by common stocks are overpaid by 2-4 times or more as compared to other countries.
It doesn't makes any sense that companies and executives in Taiwan are overly compensated by hefty company value and stock price while majority of workers can’t receive a competitive salary and wage.
Above is my thought. What’s yours?
Tuesday, July 13, 2010
Monday, June 28, 2010
My thoughts on labor issue of 鴻海/富士康, what’s yours?
My thoughts on labor issue of 鴻海/富士康, what’s yours?
By Steve Hwang
Following a recent string of suicides at the Shenzhen facility which employs and houses more than 300,000 people, labor policy and military management model in 鴻海/富士康 are being accused for the cause of suicides.
The military management model and production disciplines in 鴻海/富士康 were once credited for making the company the world’s fast growing and largest contract electronics manufacturer. Suddenly, news, financial analysts, and scholars blamed and urged 鴻海/富士康 to end such business strategy and practice.
The management model and labor policy deployed in鴻海/富士康 are not isolated cases, rather this is the same approach as other manufacturing oriented companies in Taiwan use daily.
Indeed, this business practice and strategy provided the competitive advantage for Taiwan companies to rapidly expand and become world biggest ODM/foundry in 1990.
Let’s look at company comparison data among 鴻海(Hon Hai) &its customers, and other Taiwanese & world renown companies. And I like to bring your attention to the comparison of revenue/per employee and profit/per employee.
鴻海 (Hon Hai) 550,000 employees; revenue US$ 61.8 billion; revenue/per employee US $ 127,160; profit /per employee: US$4,120
Dell 80,800 employees; revenue: US $ 61.1 billion; revenue/per employee US $ 756,597; profit /per employee: US$32,382
Apple 32,000 employees; revenue US $ 32.5 billion; revenue/per employee US$1, 014, 909; profit/ per employee: US$151,063
H.P. 321, 000 employees; revenue US $ 111.8 billion; revenue/per employee US$368, 735; profit /per employee: US$25,947
Google 20,164 employees; revenue US $ 21.8 billion; revenue/per employee US$1.080, 914; profit/ per employee: US$209,624
CISCO 66,129 employees; revenue US $ 39.5 billion; revenue/per employee US$597,922; profit /per employee: US$121,762
Intel 82, 500 employees; revenue US $ 37.6 billion; revenue/per employee US$455, 588; profit /per employee: US$64,145
TSMC 24.466 employees; revenue US $ 8.9 billion; revenue/per employee US$ 330,101; profit /per employee: US$143,055
Acer 8,000 employees; revenue US $ 17 billion; revenue/per employee US$ 2,110, 000; profit /per employee: US$50,000
As we can see that revenue and profit/per employee in 鴻海(Hon-Hai) is 10-50 times lower as compared to world class companies. It means that 鴻海 (Hon Hai ) created wealth and profit by the size of work force, rather than productivity and knowledge of people.
The true gauge for the company performance is revenue and profit per employee. This metrics provides best measurement on how company convert talented people and knowledge into wealth. 鴻海 (Hon-Hai) needs urgently converting to a new knowledge and R&D oriented company in order to compete effectively and become a world class company. Otherwise, the empire of Hon Hai will start to crumple due to rising labor wage in China and other production sites.
The change to knowledge and R&D oriented business model for 鴻海(Hon Hai) and other OEM/ODM companies in Taiwan is inevitable. The labor issue in 鴻海(Hon Hai) may be an opportunity so Taiwan can start transition to next phase of new industry – a industry based on people’s talent, and knowledge, rather than size of work force and capital (money) investment.
What’s your thought? Give your comments.
Thank you,
By Steve Hwang
Following a recent string of suicides at the Shenzhen facility which employs and houses more than 300,000 people, labor policy and military management model in 鴻海/富士康 are being accused for the cause of suicides.
The military management model and production disciplines in 鴻海/富士康 were once credited for making the company the world’s fast growing and largest contract electronics manufacturer. Suddenly, news, financial analysts, and scholars blamed and urged 鴻海/富士康 to end such business strategy and practice.
The management model and labor policy deployed in鴻海/富士康 are not isolated cases, rather this is the same approach as other manufacturing oriented companies in Taiwan use daily.
Indeed, this business practice and strategy provided the competitive advantage for Taiwan companies to rapidly expand and become world biggest ODM/foundry in 1990.
Let’s look at company comparison data among 鴻海(Hon Hai) &its customers, and other Taiwanese & world renown companies. And I like to bring your attention to the comparison of revenue/per employee and profit/per employee.
鴻海 (Hon Hai) 550,000 employees; revenue US$ 61.8 billion; revenue/per employee US $ 127,160; profit /per employee: US$4,120
Dell 80,800 employees; revenue: US $ 61.1 billion; revenue/per employee US $ 756,597; profit /per employee: US$32,382
Apple 32,000 employees; revenue US $ 32.5 billion; revenue/per employee US$1, 014, 909; profit/ per employee: US$151,063
H.P. 321, 000 employees; revenue US $ 111.8 billion; revenue/per employee US$368, 735; profit /per employee: US$25,947
Google 20,164 employees; revenue US $ 21.8 billion; revenue/per employee US$1.080, 914; profit/ per employee: US$209,624
CISCO 66,129 employees; revenue US $ 39.5 billion; revenue/per employee US$597,922; profit /per employee: US$121,762
Intel 82, 500 employees; revenue US $ 37.6 billion; revenue/per employee US$455, 588; profit /per employee: US$64,145
TSMC 24.466 employees; revenue US $ 8.9 billion; revenue/per employee US$ 330,101; profit /per employee: US$143,055
Acer 8,000 employees; revenue US $ 17 billion; revenue/per employee US$ 2,110, 000; profit /per employee: US$50,000
As we can see that revenue and profit/per employee in 鴻海(Hon-Hai) is 10-50 times lower as compared to world class companies. It means that 鴻海 (Hon Hai ) created wealth and profit by the size of work force, rather than productivity and knowledge of people.
The true gauge for the company performance is revenue and profit per employee. This metrics provides best measurement on how company convert talented people and knowledge into wealth. 鴻海 (Hon-Hai) needs urgently converting to a new knowledge and R&D oriented company in order to compete effectively and become a world class company. Otherwise, the empire of Hon Hai will start to crumple due to rising labor wage in China and other production sites.
The change to knowledge and R&D oriented business model for 鴻海(Hon Hai) and other OEM/ODM companies in Taiwan is inevitable. The labor issue in 鴻海(Hon Hai) may be an opportunity so Taiwan can start transition to next phase of new industry – a industry based on people’s talent, and knowledge, rather than size of work force and capital (money) investment.
What’s your thought? Give your comments.
Thank you,
Friday, May 28, 2010
“Become a good manager & leader”
“Become a good manager & leader”
- By Steve Hwang
I walked into office at 8:25am on Monday of May 3, and started a regular work day. My admin came to my office and asked me whether I can add a 30 minutes interview schedule for a candidate. I approved the new schedule and she left a hard copy of the candidate’ resume for the interview.
The candidate was a Chinese-American who has advanced degree and applied for an engineer position. Currently, she holds a management position of 8 direct reports in a finically struggling fiber optics company. She was asked by her company to lay off 4 people from her group, and to take a demotion of becoming an individual contributor.
While talking to this candidate, I found that she was a smart, bright and very pleasant person. A question came to my mind - Why Asian, especially those who are from Taiwan and China, couldn’t hold more management positions in corporations?
There is a false but popular perception that we are good in math and science, but not suitable for management positions. From my working experience in Silicon Valley, I believe that all Taiwanese & Chinese are capable of becoming a good manager and leader. However, becoming a good manager is not born with, can’t be given; rather everyone can learn and strive for it.
How to become a good manager? I would like share the experience of mine. Please find below interview excerpts from Inside Seagate - “ Good Manager”
I hope that you can learn from my management experience, practice them on the job and become future leaders in your company and community.
Interview:
Steve Hwang
Exec. Director of Development
University of Utah, PhD in Metallurgical Engineering
Joined Seagate in 1993. Started as manager, becoming a director in 1995.
Has 30 employees on staff, including engineers from China, Taiwan, Romania, Africa, Russia, Yugoslavia, Korea, Vietnam, Philippine, and more.
On management style and philosophy:
If you want to be a good manager, you need to become a leader. The differences are between them?? If you are a manager, you use the authority the company gives you. But to be a good leader, you manage and lead not with your authority, but with your heart and by setting a good example.
It is extremely important for a good manager to have integrity and be an honest person. Other characteristics of a good manager are:
- Strong passion with what he/she is doing
- Focusing and priorizing on what he/she trying to accomplish
- Results oriented
- High energy
- Caring about his/her people.
- Being fair.
Special actions/tactics that make Steve’s team work well together:
I emphasize and want teamwork. In college I played rugby. I learned many things from rugby sport, and one of them is how to build a strong team with best teamwork.
I taught my team that you shouldn’t worry if you fail or miss the ball, just perform. Your teams will cover for you. We know in R&D that as individuals we may fail in some of our attempts, but someone will pick us up. The whole team carries it. It’s always easier as a team. Elevate the team. It’s powerful.
What do your employees seem to appreciate about you?
The feedback from my people and customers is that I am optimistic, fair and my team delivers results.
We are confronted with very difficult problems. But I articulate a positive approach, and I trust this team. I know they will deliver. And when they do, I reward them accordingly.
Through these accomplishments, it results in all of us feeling confident and comfortable.
The motto for my team is “If we succeed, we succeed together. If we fail, we fail together” and “If we work together, we will never fail”.
How did you prepare for a management position?
I grew up in Taiwan where we serve two years in the Army after graduating from college. It is a difficult transition to make, but I stepped in as a second lieutenant as I had a college degree. I built confidence there, getting an award for leading my unit in successful war simulations, and learning to stay calm under very stressful situation.
When I joined Seagate as a low level manager, I continued to apply my successful behaviors I learned in the army. I also look to people I admire like Bill Watkins, Jerry Glembocki and other executives at Seagate.
Meanwhile I read and learned management skills from books, and internal and external management trainings. So my skills come from past experience, training, reading about leadership, and by observing good examples. But, every day you have to practice. The main point is that management skills are not born with, rather you can strive for.
Do you have a “tip” on good management practices?
I feel strongly about managing diversity. And I believe that diversity is a best competitive advantage.
I go back to an important experience. My wife and I got married in Taiwan a week before coming to Utah to live in married student housing. Our first night in the cafeteria my wife could not eat or speak as she was in awe of all the colors and different kinds of people. She had only seen Asians in her lifetime. She loves it here now, and we both respect and enjoy all nationalities.
Everybody brings a different strength to the table. Respect, enjoy and understand everyone. It is what makes America so strong. So diversity makes a strong team.
On effective communication:
Since English is my second language, I don’t speak or write good English. My two daughters are better. I used to feel embarrassed with my poor English and uncomfortable to communicate in English.
But to communicate your goals and vision, you don’t need good English. You need simple language to state goals and vision, and it doesn’t take too long.
I talk with my people individually and informally. You need to communicate frequently, “How are we doing?” and “What else do we need to improve?” I need to tell them how they contribute to the larger goal and have them see how what they do makes a difference to overall Seagate’s success.
A good manager communicates frequently and let’s people fell his/her care and heart.
On character and integrity:
In both my personal and professional life, I don’t worry about office or company politics, but I worry about my people.
I want to keep focus on “right thing” instead of “popular thing”. I want to be very honest and consistent. Then I don’t have to worry about what I said to anyone. I say what I mean and I mean what I say. Sometimes people don’t like my “straight shooter” approach, but they accept me quickly because that’s the way I am.
Since I am very passion about my works, sometimes, I get very emotional. In the past couple years, I learn how to catch myself and gain control of those emotions. I believe that a good manager and leader need to have a great character and excellent integrity.
- By Steve Hwang
I walked into office at 8:25am on Monday of May 3, and started a regular work day. My admin came to my office and asked me whether I can add a 30 minutes interview schedule for a candidate. I approved the new schedule and she left a hard copy of the candidate’ resume for the interview.
The candidate was a Chinese-American who has advanced degree and applied for an engineer position. Currently, she holds a management position of 8 direct reports in a finically struggling fiber optics company. She was asked by her company to lay off 4 people from her group, and to take a demotion of becoming an individual contributor.
While talking to this candidate, I found that she was a smart, bright and very pleasant person. A question came to my mind - Why Asian, especially those who are from Taiwan and China, couldn’t hold more management positions in corporations?
There is a false but popular perception that we are good in math and science, but not suitable for management positions. From my working experience in Silicon Valley, I believe that all Taiwanese & Chinese are capable of becoming a good manager and leader. However, becoming a good manager is not born with, can’t be given; rather everyone can learn and strive for it.
How to become a good manager? I would like share the experience of mine. Please find below interview excerpts from Inside Seagate - “ Good Manager”
I hope that you can learn from my management experience, practice them on the job and become future leaders in your company and community.
Interview:
Steve Hwang
Exec. Director of Development
University of Utah, PhD in Metallurgical Engineering
Joined Seagate in 1993. Started as manager, becoming a director in 1995.
Has 30 employees on staff, including engineers from China, Taiwan, Romania, Africa, Russia, Yugoslavia, Korea, Vietnam, Philippine, and more.
On management style and philosophy:
If you want to be a good manager, you need to become a leader. The differences are between them?? If you are a manager, you use the authority the company gives you. But to be a good leader, you manage and lead not with your authority, but with your heart and by setting a good example.
It is extremely important for a good manager to have integrity and be an honest person. Other characteristics of a good manager are:
- Strong passion with what he/she is doing
- Focusing and priorizing on what he/she trying to accomplish
- Results oriented
- High energy
- Caring about his/her people.
- Being fair.
Special actions/tactics that make Steve’s team work well together:
I emphasize and want teamwork. In college I played rugby. I learned many things from rugby sport, and one of them is how to build a strong team with best teamwork.
I taught my team that you shouldn’t worry if you fail or miss the ball, just perform. Your teams will cover for you. We know in R&D that as individuals we may fail in some of our attempts, but someone will pick us up. The whole team carries it. It’s always easier as a team. Elevate the team. It’s powerful.
What do your employees seem to appreciate about you?
The feedback from my people and customers is that I am optimistic, fair and my team delivers results.
We are confronted with very difficult problems. But I articulate a positive approach, and I trust this team. I know they will deliver. And when they do, I reward them accordingly.
Through these accomplishments, it results in all of us feeling confident and comfortable.
The motto for my team is “If we succeed, we succeed together. If we fail, we fail together” and “If we work together, we will never fail”.
How did you prepare for a management position?
I grew up in Taiwan where we serve two years in the Army after graduating from college. It is a difficult transition to make, but I stepped in as a second lieutenant as I had a college degree. I built confidence there, getting an award for leading my unit in successful war simulations, and learning to stay calm under very stressful situation.
When I joined Seagate as a low level manager, I continued to apply my successful behaviors I learned in the army. I also look to people I admire like Bill Watkins, Jerry Glembocki and other executives at Seagate.
Meanwhile I read and learned management skills from books, and internal and external management trainings. So my skills come from past experience, training, reading about leadership, and by observing good examples. But, every day you have to practice. The main point is that management skills are not born with, rather you can strive for.
Do you have a “tip” on good management practices?
I feel strongly about managing diversity. And I believe that diversity is a best competitive advantage.
I go back to an important experience. My wife and I got married in Taiwan a week before coming to Utah to live in married student housing. Our first night in the cafeteria my wife could not eat or speak as she was in awe of all the colors and different kinds of people. She had only seen Asians in her lifetime. She loves it here now, and we both respect and enjoy all nationalities.
Everybody brings a different strength to the table. Respect, enjoy and understand everyone. It is what makes America so strong. So diversity makes a strong team.
On effective communication:
Since English is my second language, I don’t speak or write good English. My two daughters are better. I used to feel embarrassed with my poor English and uncomfortable to communicate in English.
But to communicate your goals and vision, you don’t need good English. You need simple language to state goals and vision, and it doesn’t take too long.
I talk with my people individually and informally. You need to communicate frequently, “How are we doing?” and “What else do we need to improve?” I need to tell them how they contribute to the larger goal and have them see how what they do makes a difference to overall Seagate’s success.
A good manager communicates frequently and let’s people fell his/her care and heart.
On character and integrity:
In both my personal and professional life, I don’t worry about office or company politics, but I worry about my people.
I want to keep focus on “right thing” instead of “popular thing”. I want to be very honest and consistent. Then I don’t have to worry about what I said to anyone. I say what I mean and I mean what I say. Sometimes people don’t like my “straight shooter” approach, but they accept me quickly because that’s the way I am.
Since I am very passion about my works, sometimes, I get very emotional. In the past couple years, I learn how to catch myself and gain control of those emotions. I believe that a good manager and leader need to have a great character and excellent integrity.
Tuesday, May 4, 2010
“Taiwan needs a national sport – let’s get rid of politics and play rugby??”
“Taiwan needs a national sport – let’s get rid of politics and play rugby??”
– by Steve Hwang
Like many people who are from Taiwan and live in oversea, I always keep informed of the news from Taiwan on politics, and economics and education and social events. I used to spend ~ 30 minutes daily reading news from on-line Taiwanese newspapers or 世界日報, (publish in USA).
In the weekends, I would turn in to Channel 8 (foreign language channel in San Francisco) and watch Taiwanese news. Now I rarely watch these news programs because they are so divisive and filled with political agenda.
Politics is a national sport in Taiwan! Why I say that? A public figure can call up millions of people walking on the street for a specific political campaign. An election candidate can gather hundreds of thousand supporters who shout and yell at each other ecstatically. National hero and role model are political heavy weighs and talk show commentators.
Politics is a national sport in Taiwan! Why I say that? A public figure can call up millions of people walking on the street for a specific political campaign. An election candidate can gather hundreds of thousand supporters who shout and yell at each other ecstatically. National hero and role model are political heavy weighs and talk show commentators.
Furthermore, political figures and “名嘴” use divisive and hatred language to fuel political frenzy among fellow citizens.
During presidential or significant elections, the nation is like teenagers on drug – high, cheer or depress but don’t know why! All of these phenomena can only happen to a nation if politics is a national sport. That is very sad to see what politics can do to a beautiful place; Taiwan - Dutch explorers once called Formosa, a beautiful island.
I feel sorry for my parents and siblings when I learned that they had experienced of massive political rally but never once on sport event. But my parents and siblings are not only victims from heavy pollution of politics in Taiwan. They are many and many.
I feel sorry for my parents and siblings when I learned that they had experienced of massive political rally but never once on sport event. But my parents and siblings are not only victims from heavy pollution of politics in Taiwan. They are many and many.
Let’s take this test and you know what I meant – how many people know the candidates of coming city mayor elections; I bet that millions of citizens in Taiwan know of election, candidates and likely go to voting booth on the election date. How many know that there was a college rugby championship game on May 1 in Tainan? How many know that two prestigious universities with great rugby tradition, Cheng-Kung and Taiwan University, competed for championship on May 1, 2010. I bet that less than 10 thousand people knew the tournament and less than few hundred people watched the game.
How pathetic it can be! What’s a shame! A national college rugby championship game, two most well known universities, played for the championship cup while many Old Bones and students cheered on the sidelines or called in from distant places. And no TV, radio and news stations showed up and broadcasted for such important sport game. And only few thousand people even care about this game.
On the contrary, I’ve known more collegiate and professional sport player’s names, including 王建民 (Yankee, National) & Kuo ( Dodgers) than names of political figures. I’ve experienced many sport events, watched these games in person and developed passion and love for the sports. I’d attended San Francisco Giant baseball game with 45 thousand sport fans, and cheered uncontrollable when they won in extra inning. I’d watched Boston Celtics basketball game – one of my favorite team, with 30 thousand fans in Boston Garden stadium.
How pathetic it can be! What’s a shame! A national college rugby championship game, two most well known universities, played for the championship cup while many Old Bones and students cheered on the sidelines or called in from distant places. And no TV, radio and news stations showed up and broadcasted for such important sport game. And only few thousand people even care about this game.
On the contrary, I’ve known more collegiate and professional sport player’s names, including 王建民 (Yankee, National) & Kuo ( Dodgers) than names of political figures. I’ve experienced many sport events, watched these games in person and developed passion and love for the sports. I’d attended San Francisco Giant baseball game with 45 thousand sport fans, and cheered uncontrollable when they won in extra inning. I’d watched Boston Celtics basketball game – one of my favorite team, with 30 thousand fans in Boston Garden stadium.
Also I’d experience the thrill of college football game in Stanford stadium with 100 thousand fans. 100 thousand fan!! – Can 100 thousand fans sport occur in Taiwan?? Of course, it can! but only if Taiwan has a national sport. Sport offers a common language for people to communicate and share love, passion and emotion of their beloved sport teams. A sport game provides people a place to relax, enjoy the moment and be free from work and worry.
Little league baseball was the national sport for Taiwan in 1960-1970. It helped unite Taiwan. People watched and cheered for “Chinese Taipei” when Tainan Giant won little league championship in 1972. Many 4th, 5th and 6th gee Taiwanese were good in baseball and kept playing through adulthood.
Little league baseball was the national sport for Taiwan in 1960-1970. It helped unite Taiwan. People watched and cheered for “Chinese Taipei” when Tainan Giant won little league championship in 1972. Many 4th, 5th and 6th gee Taiwanese were good in baseball and kept playing through adulthood.
Rugby is a national sport for South Africa and helped unite the nation through 南非前總統尼爾森曼德拉 Nelson Mandela’s vision- “one game, one nation”. The movie “ 打不倒的勇者“ “Invictus” and book “Playing the Enemy” by John Carlin provided strong evidence of how a national sport can turn a divisive nation to a united and strong country. (I strongly recommend that you watch the DVD of “ invictus” and read the book of “ playing the enemy” so you will appreciate what rugby sport has brought to South Africa).
By now, I hope that we all convince that Taiwan needs a national sport. But you might ask why rugby is the national sport for Taiwan??
Rugby makes strong case because it offers following successful formula.
“Rugby” = “Positive Characters + Competitiveness + Team Work” = “Success + Untied Taiwan”
They are many mottos from rugby with that we can develop positive characters, competitiveness and team work
a. Success belongs to whose team plays till last whistle blows- Regardless of score and who we play, we shall play hard throughout and until last minutes of the game.
b. We shall never quit – Regardless of how tough of the training and games are, we will never, never quit or give up.
c. Give all you’ve when you play - We will give 100% of effort every time and all the time.
d. The best rugby player is the best chance maker, not highest scorers – focus on team goal
e. One tackle, one try – Only player with ball in-hand can try and score, but every player can make tackle and prevent opponent team from scoring.
f. If life is like eating a beef noodle, then rugby is the hot pepper. Without hot pepper, beef noodle will not taste good. Rugby can enrich our life by providing us the spices and energy needed for our daily life.
g. If we don’t train harder than our teammates, then we don’t deserve to play and represent our team. Don’t take thing for grant. We’ve to earn the right to play in tournament.
h. No superstars, no special treatment to anyone in rugby team; totally respect for captain, seniors ( O.B.s), and coaches.
i. Once a rugby team member, team member forever – strong camaraderie and lasting friendship.
j. Life is like shape of a rugby ball – Rugby ball bounces irregular and unpredictable; Only those who are proactive and flexible can catch the bounces and run for the victory.
k. Rugby training provides a person with physical strength, mental toughness, and self confidence.
l. Rugby provides health that every citizen needs to live a successful and happy life.
By now, I hope that we all convince that Taiwan needs a national sport. But you might ask why rugby is the national sport for Taiwan??
Rugby makes strong case because it offers following successful formula.
“Rugby” = “Positive Characters + Competitiveness + Team Work” = “Success + Untied Taiwan”
They are many mottos from rugby with that we can develop positive characters, competitiveness and team work
a. Success belongs to whose team plays till last whistle blows- Regardless of score and who we play, we shall play hard throughout and until last minutes of the game.
b. We shall never quit – Regardless of how tough of the training and games are, we will never, never quit or give up.
c. Give all you’ve when you play - We will give 100% of effort every time and all the time.
d. The best rugby player is the best chance maker, not highest scorers – focus on team goal
e. One tackle, one try – Only player with ball in-hand can try and score, but every player can make tackle and prevent opponent team from scoring.
f. If life is like eating a beef noodle, then rugby is the hot pepper. Without hot pepper, beef noodle will not taste good. Rugby can enrich our life by providing us the spices and energy needed for our daily life.
g. If we don’t train harder than our teammates, then we don’t deserve to play and represent our team. Don’t take thing for grant. We’ve to earn the right to play in tournament.
h. No superstars, no special treatment to anyone in rugby team; totally respect for captain, seniors ( O.B.s), and coaches.
i. Once a rugby team member, team member forever – strong camaraderie and lasting friendship.
j. Life is like shape of a rugby ball – Rugby ball bounces irregular and unpredictable; Only those who are proactive and flexible can catch the bounces and run for the victory.
k. Rugby training provides a person with physical strength, mental toughness, and self confidence.
l. Rugby provides health that every citizen needs to live a successful and happy life.
m. Rugby is a low cost sport that everyone can afford to play – Unlike other sports, such as golf, hockey … that needs either expensive equipments, or big stadium or large playing field; rugby can play in almost any places with minimum expense.
n. Rugby is a national sport for all ages and genders – In New Zealand, Australia, South Africa, France, England…etc, we can see that all ages and genders enjoy the game of rugby.
o. One for all, all for one – Rugby is all about teamwork. Through the teamwork, we can unite Taiwan by tackling the hatred, disrespect and bickering out of our society.
n. Rugby is a national sport for all ages and genders – In New Zealand, Australia, South Africa, France, England…etc, we can see that all ages and genders enjoy the game of rugby.
o. One for all, all for one – Rugby is all about teamwork. Through the teamwork, we can unite Taiwan by tackling the hatred, disrespect and bickering out of our society.
............... and more.
I’ve listed the strong case for rugby becoming a national sport in Taiwan. I am convinced that Taiwan will become a healthy, happy, competitive and successful nation through the love and passion of rugby.
It will help citizens remove agony and anxiety of politics from their daily life. It will transform the life style of x and y generation from playing video game, surfing internet, singing karaoke, using drug, alcohol… to running, exercising, studying, serving community…
If you are still in doubt of what rugby can do to you personally and to Taiwan as a nation. Please read the following article of my personal rugby journey that I wrote for “ NCKU Rugby News” in December of 2004 – a story of how rugby training prepared me for a successful, healthy and happy life journey.
Thank you,
The Journey of a NCKU Rugby Player
If you are still in doubt of what rugby can do to you personally and to Taiwan as a nation. Please read the following article of my personal rugby journey that I wrote for “ NCKU Rugby News” in December of 2004 – a story of how rugby training prepared me for a successful, healthy and happy life journey.
Thank you,
The Journey of a NCKU Rugby Player
– Steve ( Kuo-Hsing) Hwang, 72 gee,
Materials & Metallurgical Engineering, National Cheng-Kung University
After 20 years since my graduation, 15 hours air travel, 4 hrs car drive and 20 minutes bike ride, I found myself standing in a stadium with “H” goal posted in both side, surrounding by a murky morning fog. You can hear the chanting -“ go, go… NCKU rugby team, go, go…” from a group of rugby players.
On the dawn of Dec. 18 & 19, 2004, I am a married father who have two teenage daughters, hold a senior management position in a billons dollar USA company, played rugby with a group of 20ish college students. I was obviously struggling to do even basic trainings, such as hurry pass, cutting, or simply running. Not to mention that I painfully tried to do tackle, scrum, saving or other high difficulty skills of a rugby player.
Like my playing days during the college times, I was in a dilemma– On one hand, I asked myself - what’s the heck can this happen to me?. I did not only embarrass myself in front of junior teammates but also punish my body in a very demanding sport. After all, I was a 43 years old man and had not played rugby for last 20 years. On another hand, I enjoyed every minutes in these two days. I liked the smell of sweat, the impact of hitting earth, the camaraderie feeling among team members. The best time was, of course, the “post game chats”, with young players that just made me feel alive and young again.
During my two day stay, I was frequently asked by the junior teammates to an interesting question “Why did you decide to play rugby??” – It seemed to be a rather dumb choice for a rugby player in NCKU. We trained so hard and dedicated so much time and energy to rugby sport. In return, we received no perceptible benefit (a free pass to physical education class was only benefit I can recall).
But why so many teammates, old and young, do not only embrace challenges of being a NCKU rugby player, but also manage to be so successful in both personal and professional life. In order to search for the answer, my personal rugby journey may provide a good hint “ why we want to be a rugby player?”
Autumn of 1979 – Spring of 1980: Introduction to Rugby
My rugby journey started in 1979, a tall (182cm) and skinny (65 kg) freshman arrived in Tainan from Keelung. I was ready to embark on a personal challenge of joining a rugby team and for changing my physical state from weak to strong, but was afraid to take first step. Finally, in the second semester of my freshman, after two weeks of intensive running and training, I asked to join rugby team and became a rugby player.
Spring of 1980– Summer of 1982: Full Engagement
Soon after I joined the team, I observed that they were many unique characteristics of NCKU rugby team.
1. The teammates were not masculine at all, rather they were intelligent, smart and strong outside and inside.
2. Team was well structured and disciplined. Players followed the order given by coach, captain and senior.
3. Team had a very strong connection and supporting system (financially, emotionally, professional and personally) between O. B.s and current players
4. Team had a is great tradition – a tradition was built from the past success and dedication by many Old Bones
5. Team mottos - that used not only to improve the rugby game but also to develop personal traits for player’ personal and professional life.
These mottos were:
a. When we were tired, remember that your opponents were even more tired. Hold one more minute longer, we will be the final winner. – never quit or give up.
b. Do not reserve any energy after game because you will regret it. – always give your 100%.
c. Best player is a best chance maker and not necessarily highest scores – be a team player.
d. A good tackle equates to a try – not everyone has opportunity to score, but everyone can make a good tackle.
e. Backs score points but forwards win games and championships – only forwards and backs work together can win a championship.
f. Treat training & practice as if you played a tournament – committed to training.
g. If you don’t train harder than your teammates, then you don’t deserve to be a starter – every player has to earn the position by dedication and not by athleticism.
h. If the four years of university education was a bowl of beef noodle, rugby was the hard pepper to. Without hard pepper in a beef noodle soup, it won’t taste good – education is top priority for rugby player and rugby sport helps us have good memories for college life.
Summer of 1983 – Summer of 1985 Army Service
While most of my colleagues in Army struggled to cope with the physical demand of military service, I was comfortable to complete two years service and discharged with honors because of my strong physical and mental condition that I’d developed from 4 yrs training with NCKU rugby team.
Summer of 1985– summer of 1990 Advanced Degrees
I completed both M.S. and PH.D in four and half years from Taiwan University and University of Utah. My studying time for a Ph.D. degree in University of Utah was a record for a foreign student from Taiwan. Thanks to the high level of stamina and energy, I was able to study and did my research thesis 18 hours a day with maximum efficiency.
Summer of 1990 – 2004 work in Silicon Valley
Silicon Valley is the epicenter of global high tech industry. This place is known for its highly competitive environment. In order to succeed and excel in my professional career, I have to have a competitive advantage over competitors and peers. As an engineer who has “English as a second language”, I’ve to overcome the deficiency of communication and coordination skills. I found that my competitive advantage has come from perseverance, self-confidence, and high energy. I am indebted to NCKU team and rugby for giving me such wonderful traits so I can build on to a successful career path.
Up to now, you’d learned about my rugby journey. Before provide you the final answer to “Why you want to join a rugby team and become a rugby player?”
Let’s ask - What’s the purpose of four-year university education? We will all say that university education is the building block for a successful professional career and job.
In order to succeed in the 21st century, as suggested by former General Electric (G.E.) CEO, Jack Welch, person needs to have 4 E ( energy, energize others, execution, edge) and 1P ( passion). Through rugby trainings, we can develop 4E and 1P and prepare us well to face the challenge and competition globally.
NCKU rugby team is the best choice for all students to groove their positive attitude and competitiveness. NCKU rugby team is a very tough place that required lots of commitment and dedication. After all, they are only handful of people who have courage to join rugby team and enjoy once in a life time experience. Once we choose and add rugby sport to our college life, we can develop physical, mental and emotional strength for the life time.
So the answer is very clear, I openly recommend every student joining “ NCKU rugby team” as their top priority because of:
“NCKU Rugby Team” = “ Positive Characters + Competitiveness” = “Success in personal life and career”
3331, 3331, Go, Go…. NCKU RUGBY …Go, Go…
Steve (Kuo-Hsing) Hwang on the flight from Taipei to San Francisco, Dec. 20, 2004
P.S. I would like to express my deepest appreciation to the junior teammates for making my stay so enjoyable. Thanks again.
Monday, April 19, 2010
“The Best of Taiwan yet to come “– Case 1: 光洋應用材料科技科技(股)公司
“The Best of Taiwan yet to come “– Case 1: 光洋應用材料科技科技(股)公司
– Blog by Steve Hwang
The time was 4:30 pm, Thursday, April 15, 2010. After completed weekly staff meeting, my admin reminded me that I’d a dinner appointment with 光洋應用材料科技 at 6:30pm. I was looking forward to this dinner appointment and had warm feeling of seeing good friends from my home country.
I took a pause, stopped my activity, relaxed and immersed myself into the sea of memories. It didn’t take too long and the memory brought me back to December of 2004. After many years working at Seagate Technology, I was frustrated, and felt un-appreciated for the accomplishment that I’d achieved in past 12 years. I was stuck with a title of Executive Director for last 5 years and questioned whether the invisible “ glass ceiling” had prevented me from next career advancement or not. So I need a break and asked for vacation time traveling back to Taiwan and joined the winter rugby training camp with Cheng Kung University to recharge my energy and passion. When 光洋 was aware of my trip to Tainan, they invited me for a private visit to tour their sputter target production facility and to discuss the business opportunity with Seagate.
After enduring 15 hours air flight from San Francisco to Taipei, 3 hour train to Tainan and 3 days of training with 20 ish youths in the rugby field, I was sore from head to toe, and ready to walk away from rugby field and visit Solar Technology. After taking a 50 minutes ride from campus of Cheng Kung University, I arrived in 台南縣官田鄉, a place where I‘d never visited prior.
At my 1st glance, the building in front of me was old and unlike high tech facility although it was pretty tall and in relatively good shape as compared to rest of neighbors. Walking into the building, the tools, facility and clean rooms were sufficient enough to support sputter target manufacturing, but were quite outdated and might not suitable for what was required to meet performance criteria of magnetic targets at Seagate. In the beginning, I was questioning in my mind – if I’d made good judgment working with 光洋科技 and bringing them as the supplier to Seagate. However, the doubt dissipated very quickly after reviewing the technical data, sharing knowledge and experience with technical staff and exchanging business philosophy with executive teams. I was convinced that 光洋科技 had desire, talent, and resource to become a strong sputter target supplier to Seagate. As the result of my trip in 2004, Seagate Technology and Solar Technology have built a strong and successful business partnership since.
Last Wednesday on April 14, 2010, 光洋科技 team came to visit Seagate R&D team at Fremont, California, USA. During the meeting, when I listen to Gary Chung’s presentation and was impressed with his communication and technical skills, I thought that he’d been studied and worked in oversea before returning back to Taiwan. It turned out that he is a home trained and grown talent, who possess English communication skill as good as anyone in USA.
I always have concern that a Taiwanese company can’t have a best in class R&D organization to support the stringent performance requirements for Seagate. My concern is elevated when I’d opportunity discussing with Dr. Liu, of technical understand and solution for magnetic targets on that Dr. Liu and his team are responsible for. Dr. Liu is a person who has strong technical skill as well his easy to approach, pleasant, and wonderful personality.
Marty, a marketing manager, who is responsible for onsite support to Seagate, is a smart, good manner and excellent young man. He always called, dropped a note or gift, said “hi” and checked out if everything OK with Seagate team from time to time. You can’t ask better customer support from Marty and his team who are bar-none in comparison among all target suppliers to Seagate.
Ann, a marketing director, of whom I’d known since 2004, is the most responsive and talented person in sale and marketing department. She is not afraid to stand up, compete with best competitors and ask for what Solar Tech deserves to have. I believe such “can do” and “not afraid to ask for what you deserve” are the best trait for a marketing executive.
Dr. Ma, President at 光洋, with whom I’ve worked for last 4 years, is one of best executive among many in Taiwan. It is very rare in my observation that an executive in Taiwan has global view and emphasizes on outreach program. Dr. Ma expressed vision in building a global team by hiring global talents, training talents oversea, establishing global supporting structure and most importantly embraces diversity and promotes different thinking.
Howard, Chairman and CEO of光洋, who didn’t make the trip this time, built the company from scratch to current multi billions business. He is the pillar of this wonderful company. He and I share the same vision of team work that asks everyone collaborate like playing rugby sport (The main philosophy of rugby - one for all, all for one; Team goal only and no individual agenda.), social responsibility so that we can provide support to under-privileges, to those who need help, and sense of mission with that we can help build a better Taiwan and leave next generation a better place than we received from our parent generation.
I am honor to know and make many friends who are working at 光洋科技. Since the 1st trip in 2004, I’d made several visits and witness a miracle in making and happening in 光洋 that, as stated in its web site, transforms itself from a caterpillar to a beautiful buffer fly in business community. The building in 官田 has been relocated to 台南科學工業園區 where it houses a modern sputter target R&D and manufacturing, and the new building in 台南縣柳營工業區-光洋園區 is a world class building and prepares for next phase growth, while the engineering, R&D, business and executive teams transitions successfully from little league players to big league player now. Now, they’ve world class facility, people, equipment, and management team that prepare them well for core and new business expansion. If you think that the past accomplishment by Solar Tech is a miracle, I can tell you that the best of 光洋 is yet to come.
Although I was credited by many colleagues and receive incredible praise for the support to 光洋 that enable them becoming a global player in sputter targets business, the fact is that I am not the driving force for their success and the credit has to go to 光洋’ team itself and people in Taiwan. I do believe that the successful story of 光洋 can be a good case study for the leaders of government, political and business to learn with that Taiwan can build into a successful and prosper country.
From my observation, the successful journey of光洋科技 starts with
1. Desire to compete successfully in a global market – when I was approached in 2004, solar tech was a target supplier to local industries, like CD, DVD, flat panel…etc. The technology capability is relatively low as compared to Hard Disc Sputter targets. However, the desire to becoming a key player motivates them and me working collaboratively until reach the final goal.
2. Listen to voices from others –光洋科技 is a good listener and pay extraordinary attention to customer voice and advices from others. I am impressed that they are always asking for my advice on how they can become better and how to make situation better for customers. It is very obvious from their regular customer visit and support so they can clearly understand what’s customer’ need. I’ve advised them in the areas in which a global company should have, and as to how to develop best in class talents and organization. From my advices I am pleasantly surprised to find that they’ve diligently worked on building a global customer support structure, focusing on people development in the areas from technical, functional to managerial skill.
“Not invent here” syndrome is never be a problem at 光洋 and that is very rare when the company is very successful.
3. Always keep highest integrity possible- Through the process of bringing up 光洋 and becoming the main supply to Seagate, I was never been bribed, asked for favor, compromised of integrity, or took advantage of my nationality to do business with them. Instead, 光洋 and I have maintained the best practice of business ethic and personal conduct. Personally, I’ve not made any single financial gain from my works with 光洋. (Side note: I could make significant financial gain by buying and selling stocks of 光洋 since I’ve insider information of negotiation and target qualification status. Indeed, even my parents who live in Taiwan didn’t aware of my involvement until 光洋 stock price topped few hundred dollars in 2007. ); Likewise, when 光洋 had difficult and was disqualified of some of targets by Seagate in 2008, 光洋 kept best business ethics and worked through the issue without short cutting the process or asking for any un-ethical personal support from me. Now, the issue is behind them and they become stronger than ever.
4. Go international – My observation is that 光洋’ success is built on going international. To prepare for this step, they hire people who can communicate with other languages and can do business with companies outside Taiwan. They practice international business environment by asking R&D technical and marketing presentation in English, and by rehearsing dry run meeting in English before each trip with customer. They plan to hire more people who have international experience and send people to study in the universities oversea with which it can build strong international talents and presentence.
5. Strong sense of mission- Both 光洋 and I use the sense of mission as motivation for a successful venture in which we create together. I have strong sense of mission for helping a Taiwanese company into a global stage, want them successful so they can make money, hire more people and make difference to local community. 光洋 has a sense of mission for growing a company from the site of rice field, 官田, to the location of high tech birth place, Silicon Valley. We are proud to know that the fare of communities in Tainan and people in Taiwan improve significantly because of this joint effort. We’ve made difference and create positive influence for the local community and people in Tainan. When I was asked to name the most proud moment of my professional career I’ve said that 光洋’ project is one of my most proud moment of personal career achievement. This achievement lists even higher than my promotion to the VP of R&D at Seagate because the success of 光洋 has brought so much benefit to the people in my home country.
6. Working on diversity – When discussing with 光洋, we agree that diversity has a big advantage to compete in global market and holds the key of which company and country can successfully become global leading force. As compared to other countries, Taiwan lacks of diversity. We are a group people who have same types of strength and weakness. We are good at math, science but weak in art, and social science. We can solve difficult engineering problems but can’t motivate and lead people. We have high score in examinations but afraid of speaking in public and to express freely…..etc.
What have happened with lack of diversity in Taiwan? – we’ve best manufacturing companies with most disciplined and dedicated work force, like TSMC, Chi-Mai, AUO, Hoi Hai, ,…etc, but serve as working horses and can’t compete with innovation and R&D oriented enterprises, Apple, Google and the likes.
So, we need diversity and take advantage of different race, gender, age, religion…etc. In order to become best in class, we need learn to leverage and combine strength among differences into a strong, diverse workforce and community. The president of 宏碁, Gianfranco Lanci , who is Italian and works in a Taiwanese company, is a perfect example of the power of diversity and the reason of why 宏碁 is a successful global company.
I am always positive and believe that the best Taiwan is yet to come. After meeting with the team from 光洋, it strengthens my belief that Taiwan has people, capital, and resource to build the best country ever Now, we need the leaders in political and economic power circle who are making the law, policy and run the show, to act and to learn from this successful story.
And I believe that the successful story of 光洋 is not an exception and they are many same successful stories more out there. Let us sent this message to our local representative, officials of government and management of corporation, and demand them to work together and to act. Otherwise, we should ask them to be replaced and give the responsibility to those who can do the job.
Give your comments.
Thank you,
– Blog by Steve Hwang
The time was 4:30 pm, Thursday, April 15, 2010. After completed weekly staff meeting, my admin reminded me that I’d a dinner appointment with 光洋應用材料科技 at 6:30pm. I was looking forward to this dinner appointment and had warm feeling of seeing good friends from my home country.
I took a pause, stopped my activity, relaxed and immersed myself into the sea of memories. It didn’t take too long and the memory brought me back to December of 2004. After many years working at Seagate Technology, I was frustrated, and felt un-appreciated for the accomplishment that I’d achieved in past 12 years. I was stuck with a title of Executive Director for last 5 years and questioned whether the invisible “ glass ceiling” had prevented me from next career advancement or not. So I need a break and asked for vacation time traveling back to Taiwan and joined the winter rugby training camp with Cheng Kung University to recharge my energy and passion. When 光洋 was aware of my trip to Tainan, they invited me for a private visit to tour their sputter target production facility and to discuss the business opportunity with Seagate.
After enduring 15 hours air flight from San Francisco to Taipei, 3 hour train to Tainan and 3 days of training with 20 ish youths in the rugby field, I was sore from head to toe, and ready to walk away from rugby field and visit Solar Technology. After taking a 50 minutes ride from campus of Cheng Kung University, I arrived in 台南縣官田鄉, a place where I‘d never visited prior.
At my 1st glance, the building in front of me was old and unlike high tech facility although it was pretty tall and in relatively good shape as compared to rest of neighbors. Walking into the building, the tools, facility and clean rooms were sufficient enough to support sputter target manufacturing, but were quite outdated and might not suitable for what was required to meet performance criteria of magnetic targets at Seagate. In the beginning, I was questioning in my mind – if I’d made good judgment working with 光洋科技 and bringing them as the supplier to Seagate. However, the doubt dissipated very quickly after reviewing the technical data, sharing knowledge and experience with technical staff and exchanging business philosophy with executive teams. I was convinced that 光洋科技 had desire, talent, and resource to become a strong sputter target supplier to Seagate. As the result of my trip in 2004, Seagate Technology and Solar Technology have built a strong and successful business partnership since.
Last Wednesday on April 14, 2010, 光洋科技 team came to visit Seagate R&D team at Fremont, California, USA. During the meeting, when I listen to Gary Chung’s presentation and was impressed with his communication and technical skills, I thought that he’d been studied and worked in oversea before returning back to Taiwan. It turned out that he is a home trained and grown talent, who possess English communication skill as good as anyone in USA.
I always have concern that a Taiwanese company can’t have a best in class R&D organization to support the stringent performance requirements for Seagate. My concern is elevated when I’d opportunity discussing with Dr. Liu, of technical understand and solution for magnetic targets on that Dr. Liu and his team are responsible for. Dr. Liu is a person who has strong technical skill as well his easy to approach, pleasant, and wonderful personality.
Marty, a marketing manager, who is responsible for onsite support to Seagate, is a smart, good manner and excellent young man. He always called, dropped a note or gift, said “hi” and checked out if everything OK with Seagate team from time to time. You can’t ask better customer support from Marty and his team who are bar-none in comparison among all target suppliers to Seagate.
Ann, a marketing director, of whom I’d known since 2004, is the most responsive and talented person in sale and marketing department. She is not afraid to stand up, compete with best competitors and ask for what Solar Tech deserves to have. I believe such “can do” and “not afraid to ask for what you deserve” are the best trait for a marketing executive.
Dr. Ma, President at 光洋, with whom I’ve worked for last 4 years, is one of best executive among many in Taiwan. It is very rare in my observation that an executive in Taiwan has global view and emphasizes on outreach program. Dr. Ma expressed vision in building a global team by hiring global talents, training talents oversea, establishing global supporting structure and most importantly embraces diversity and promotes different thinking.
Howard, Chairman and CEO of光洋, who didn’t make the trip this time, built the company from scratch to current multi billions business. He is the pillar of this wonderful company. He and I share the same vision of team work that asks everyone collaborate like playing rugby sport (The main philosophy of rugby - one for all, all for one; Team goal only and no individual agenda.), social responsibility so that we can provide support to under-privileges, to those who need help, and sense of mission with that we can help build a better Taiwan and leave next generation a better place than we received from our parent generation.
I am honor to know and make many friends who are working at 光洋科技. Since the 1st trip in 2004, I’d made several visits and witness a miracle in making and happening in 光洋 that, as stated in its web site, transforms itself from a caterpillar to a beautiful buffer fly in business community. The building in 官田 has been relocated to 台南科學工業園區 where it houses a modern sputter target R&D and manufacturing, and the new building in 台南縣柳營工業區-光洋園區 is a world class building and prepares for next phase growth, while the engineering, R&D, business and executive teams transitions successfully from little league players to big league player now. Now, they’ve world class facility, people, equipment, and management team that prepare them well for core and new business expansion. If you think that the past accomplishment by Solar Tech is a miracle, I can tell you that the best of 光洋 is yet to come.
Although I was credited by many colleagues and receive incredible praise for the support to 光洋 that enable them becoming a global player in sputter targets business, the fact is that I am not the driving force for their success and the credit has to go to 光洋’ team itself and people in Taiwan. I do believe that the successful story of 光洋 can be a good case study for the leaders of government, political and business to learn with that Taiwan can build into a successful and prosper country.
From my observation, the successful journey of光洋科技 starts with
1. Desire to compete successfully in a global market – when I was approached in 2004, solar tech was a target supplier to local industries, like CD, DVD, flat panel…etc. The technology capability is relatively low as compared to Hard Disc Sputter targets. However, the desire to becoming a key player motivates them and me working collaboratively until reach the final goal.
2. Listen to voices from others –光洋科技 is a good listener and pay extraordinary attention to customer voice and advices from others. I am impressed that they are always asking for my advice on how they can become better and how to make situation better for customers. It is very obvious from their regular customer visit and support so they can clearly understand what’s customer’ need. I’ve advised them in the areas in which a global company should have, and as to how to develop best in class talents and organization. From my advices I am pleasantly surprised to find that they’ve diligently worked on building a global customer support structure, focusing on people development in the areas from technical, functional to managerial skill.
“Not invent here” syndrome is never be a problem at 光洋 and that is very rare when the company is very successful.
3. Always keep highest integrity possible- Through the process of bringing up 光洋 and becoming the main supply to Seagate, I was never been bribed, asked for favor, compromised of integrity, or took advantage of my nationality to do business with them. Instead, 光洋 and I have maintained the best practice of business ethic and personal conduct. Personally, I’ve not made any single financial gain from my works with 光洋. (Side note: I could make significant financial gain by buying and selling stocks of 光洋 since I’ve insider information of negotiation and target qualification status. Indeed, even my parents who live in Taiwan didn’t aware of my involvement until 光洋 stock price topped few hundred dollars in 2007. ); Likewise, when 光洋 had difficult and was disqualified of some of targets by Seagate in 2008, 光洋 kept best business ethics and worked through the issue without short cutting the process or asking for any un-ethical personal support from me. Now, the issue is behind them and they become stronger than ever.
4. Go international – My observation is that 光洋’ success is built on going international. To prepare for this step, they hire people who can communicate with other languages and can do business with companies outside Taiwan. They practice international business environment by asking R&D technical and marketing presentation in English, and by rehearsing dry run meeting in English before each trip with customer. They plan to hire more people who have international experience and send people to study in the universities oversea with which it can build strong international talents and presentence.
5. Strong sense of mission- Both 光洋 and I use the sense of mission as motivation for a successful venture in which we create together. I have strong sense of mission for helping a Taiwanese company into a global stage, want them successful so they can make money, hire more people and make difference to local community. 光洋 has a sense of mission for growing a company from the site of rice field, 官田, to the location of high tech birth place, Silicon Valley. We are proud to know that the fare of communities in Tainan and people in Taiwan improve significantly because of this joint effort. We’ve made difference and create positive influence for the local community and people in Tainan. When I was asked to name the most proud moment of my professional career I’ve said that 光洋’ project is one of my most proud moment of personal career achievement. This achievement lists even higher than my promotion to the VP of R&D at Seagate because the success of 光洋 has brought so much benefit to the people in my home country.
6. Working on diversity – When discussing with 光洋, we agree that diversity has a big advantage to compete in global market and holds the key of which company and country can successfully become global leading force. As compared to other countries, Taiwan lacks of diversity. We are a group people who have same types of strength and weakness. We are good at math, science but weak in art, and social science. We can solve difficult engineering problems but can’t motivate and lead people. We have high score in examinations but afraid of speaking in public and to express freely…..etc.
What have happened with lack of diversity in Taiwan? – we’ve best manufacturing companies with most disciplined and dedicated work force, like TSMC, Chi-Mai, AUO, Hoi Hai, ,…etc, but serve as working horses and can’t compete with innovation and R&D oriented enterprises, Apple, Google and the likes.
So, we need diversity and take advantage of different race, gender, age, religion…etc. In order to become best in class, we need learn to leverage and combine strength among differences into a strong, diverse workforce and community. The president of 宏碁, Gianfranco Lanci , who is Italian and works in a Taiwanese company, is a perfect example of the power of diversity and the reason of why 宏碁 is a successful global company.
I am always positive and believe that the best Taiwan is yet to come. After meeting with the team from 光洋, it strengthens my belief that Taiwan has people, capital, and resource to build the best country ever Now, we need the leaders in political and economic power circle who are making the law, policy and run the show, to act and to learn from this successful story.
And I believe that the successful story of 光洋 is not an exception and they are many same successful stories more out there. Let us sent this message to our local representative, officials of government and management of corporation, and demand them to work together and to act. Otherwise, we should ask them to be replaced and give the responsibility to those who can do the job.
Give your comments.
Thank you,
Sunday, April 4, 2010
“ Yes! We can. “ – to compete, and excel successfully in a global job market
“ Yes! We can. “ – to compete, and excel successfully in a global job market
- blog by Steve Hwang ( 黃國興)
After publishing my book of “ Five Secrets of Management and Leadership” "領導與管理5大祕密：如何創造一支勝利的團隊" in 2007, I began giving the lectures, which is intended to share my personal life, work experience and to emphasize on the significance of an individual’s continued skill development and identify the areas for professional career development and growth.
Over the course of two years, I conducted ~20 lectures with universities and companies in Taiwan, China, Singapore, Malaysia, Hong-Kong and USA. My primary goal when conducting these lectures was to motivate and inspire them.
I wanted to encourage them uncover strength, unleash potential, and achieve biggest goal they can dream of. I wanted to have an exchange about their personal interest, mission and how to plan and achieve them. And, I often suggested that we should live our life journey to full potential and develop “ can do” attitude with that we can achieve every goal as long as we put our desire and mind to it.
Frequently asked by the audiences who attended my lecture – “ what prepare you to succeed in Silicon Valley where the best talents in the world compete?” “ What secrets to compete and succeed in the job market?” “ What skills I have to have in order to compete in job market?” “ What I need to do for increasing personal value to organization and companies?” “ Am I too old or too young to learn these stuffs?” “ When should I develop these skills – in the school or after? ”.
These are the questions that are very interesting and get at the heart of personal career development and required skills for a successful professional career and life.
And here are four advices to the questions I shared with audiences.
1. Commitment to learning and developing
In order to succeed in job market, we’ve to committed to never stop personal learning and developing. Form my experiences in various management positions at Seagate Technology, I’ve observed an interesting fact – The factors of employees whether they succeed or fail in their job are not determined by Ivy league vs. 2nd/3rd tier universities, or the degree of intelligence, or the level of strength. Rather the distinct factor of predicting who will be excelling in professional career is that successful employees are committed to constantly learning and developing. While less-successful employees are comfortable with past/outdated skills, resist to change and frequently complaining lack of opportunity.
My story is a good example showing how a commitment to continued learning and developing helps my professional advancement at Seagate Technology.
As a foreign student from Taiwan studying in USA, I graduated from a 2nd/3rd tier university, University of Utah, studied in an unattractive field, metal and alloy materials, worked with an extremely nice but little known professor, and faced great difficulty in landing a job when competing with engineers/scientists of prestigious universities, such as Stanford, UC Berkeley, CAL Tech, Yale and the likes. However, after given the opportunity working in a start up company in Silicon Valley, I excelled my career through commitment to learning and developing.
This constant improvement was well noticed by my colleges at Seagate and described in the recommendation letter from my direct boss, Jerry Glembocki, former Sr. VP of Seagate. He wrote of how I strive to make improvement.
“ My most memorable impression of Steve is that he is always looking to improve himself and the situation around him. He would always take the time to meet with me to understand the five most important things from my perspective that he could do to improve himself. Most impressive was that he would always put the things in practice. This would be very visible. There is an insatiable hunger to improve and learn in Steve's heart. As a result of this trait, Steve was able to master the difficult technology challenges and the management disciplines. My experience is that being proficient in both disciplines is very difficult.”
2. Maintain high energy, healthy life style and strong family support
People who desire to succeed in a professional career have to venture into unfamiliar and uncomfortable territory, to face many hardships and roadblocks so they must be able to handle disappointments, cope with stressful situations, become tenacious, and learn to never give up until reach final goal.
I was a rugby player in Cheng-Kung University and trained to have a very healthy and endured body and mind. However, in 1997, after many year lapse of exercise and training, I found that I was gaining weight, fell asleep in the afternoon, felt tired easily, hence my productivity and self-confidence suffered.
When I learned that my CEO, Bill Watson, and my boss, Jerry Glembocki successfully competed and finished in New York and Silicon Valley marathon, it motivated me. I said to myself if they can do it, so can I. Such “ can do” attitude leaded me to Silicon Valley marathon training team through which I’d competed and finished two 26.2 miles full marathon with a very respectable time – 4 hrs – 4hrs & 30 minutes.
Upon the training and race of my marathon, I became fit, built strength physically, most importantly, the mental toughness, inner strength and self –confidence that were missing in my life started to come back. Since then, I’d participated in 198 miles relay race in 28 hours with 10 friends, completed two adventure races in Las Vegas and New Zealand sponsored by Seagate Technology while maintaining daily running and exercise for past 12 years.
In addition, I have an excellent supporting group from my family, parents, in laws, relatives and friends. I’ve married to my wife, Su, for 20 years with whom I met in the 3rd year of college. Together, we’ve two wonderful daughters, Jessica, Junior in University of California, Irvine, and Justine, 11th grader of high school student. Three of them help me not only succeed in a very stressful and competitive career but also show me how to relax, learn to be humble, humorous, and frequently stop to smell the roses with family.
We’ve to realize the importance of a high energy, healthy body, a strong emotional, psychological capability inside and having a strong family support. The advancement and success of professional career can’t be possible without them.
3. Develop ability to communicate, coordinate project, lead teams and organizations
I urge and give advice to every employee at Seagate Technology "Don't only rely on your technical skills and education for your professional advancement. Be proactive to communication, leadership and coordination skill development."
First of all, we need play active role in our own development, seeking out opportunities where we can lead cross functional/geographic teams, coordinate multiple functional projects and ask for managerial rather than staff assignment.
Communication, coordination and leadership skills are not born with, can’t be bought, rather can be trained. During my professional career in Silicon Valley, I’ve experienced the important of these skills or lack of can impact to personal career.
Looking at employees of a high tech company in Silicon Valley, it is usually composed of 40-50 % Asians, 15-20% Middle Eastern, 20-25% of European and Caucasian, 10% Black and Hispanic. 40-50% Asian who typically have Master or Ph.D. degree and are responsible for critical technical projects, but hold very few top management positions, and see their contributions and values to company diminish as they get older and can’t keep abreast of the advancement of technical knowledge. While European, Caucasian and Middle Eastern who made up less than 50% of total technical staff, hold up more than 95% of top management positions and are running the company show.
There are many factors causing different career path for Asians and others. And lack of communication, coordination, leadership’ skills are widely considered to be the primary factor to why Asians are absent in the top management ranks.
I’ve realized the important of these skills in the eary of my career. So I’ve been deliberately working on these skills and practicing on the job. My predecessor in recording media R&D at Seagate, Dr. Joel Weiss, was observing my development process.
He wrote these in his recommendation.
” It has been rare in all those years that I had the opportunity to work with an individual who possesses so many of the key attributes required to transform an organization and to make it great. Steve Hwang has developed his skills through experiencing and responding to both the ‘tough times’ and the ‘great times’ in one of the most difficult and challenging businesses in the high tech world - hard disk drives. This is an industry where a ‘pause’ in innovation can bankrupt a company. Steve’s ability to lead, motivate, encourage, hold accountable, and reward his people was not something that he was born with, nor instinctive, but rather something that he strived for, learned, and implemented 'on the job' during his years in the industry. He learned about these skills by observing others whom he admired, learned what he needed to do to improve by openly discussing his own personal needs, and re-engineered himself to become one of the most productive, talented individuals in my organization.”
4. Take effort and contribute to community and those who needs our help and supports
Many studies show that when a person gets a job or a promotion, 85% of the time it is because of his/her attitude, and only 15% of the time of intelligence and knowledge of his related topics.
A postive attitude is the the fundation of success, regardless of chosed profession we are in. As individuals continue to advance professional career and enhance personal skills, the same urge and effort that drive individual forward should help building a strong and better communities.
Through volunteerism, personal donation and giving, we can keep a positive attitude, recharge passion, and renew the sense of mission to make a difference for our communities.
We can focus our support and efforts in several areas that align with personal goal, and the community interests and needs.
--"Teaching and Learning” – we can dedicate time to teach on science, technology, engineering and math education through hands-on learning opportunities for children or others.
--"Support Green and help Earth” - we can help reduce our impact on our planet and within our communities, go clean up beach, pick up garage on the road with friends and family
--"Health and Wellness" – we should promote healthy lifestyles and wellness in our communities by involving little league sports, organizing team sport and races.
--"Reach out” - we help those most in need in our community through money donation to charities, and other activities, such as build bicycle for kids, furnish house for elders, deliver meals for hungrier.
Another frequent asked question during my lecture was: “ Am I too old or too young to learn these skills?”
----· Am I too old to learn these stuffs?? The answer is “ No. It’s never too late” - if you are a working professional, you should follow these daily activities. 1. reading books when you commute, during the lunch break and after dinner; ask your boss, spouse, and parents on what the improvement you should work on, then practice and improve it on the job; 2. playing sports and exercising daily in the morning or every weekend. Keep a simple life – avoiding smoking and other bad habits. 3. working on communication, coordination and leadership skills by participating in communication, leadership & management training, and asking for the opportunity to lead project and organization.; 4. becoming volunteer for community service.
----· Am I too young to train for these skills?? No, you are not too young to learn these skills. If you are a student and study for landing a good pay job and bright future, you need to start 1. Extending learning and education not limited to own field, but cover other disciplines, such as finance, engineering, psychology, and others. 2. involving in competitive team sport for training personal endurance, improving energy and understanding teamwork. 3. enhancing communication skill by being a member of Toast Master; coordination skill by becoming a member of technical and student societies, leadership skill by being a captain to school sport teams, a student lead on school societies and/or a lead in international activity/meeting. 4. volunteering 5-10 hours/per week for teaching children, and helping elders.
Though I acknowledged that these advices are my personal experience and help excel my career, I also understand that some of people may be uncertain or uncomfortable of staring this process. To those people, I will tell them that the new things are typically uncomfortable, but today’s comfort is result of tomorrow’s failure.
A successful change requires mental strength, endurance and flexibility. So let’s take these activities today; don’t wait until another day.
And I know that we can! , and we will succeed! See you all on the top of selected profession.
Thank you,
Steve Hwang
- blog by Steve Hwang ( 黃國興)
After publishing my book of “ Five Secrets of Management and Leadership” "領導與管理5大祕密：如何創造一支勝利的團隊" in 2007, I began giving the lectures, which is intended to share my personal life, work experience and to emphasize on the significance of an individual’s continued skill development and identify the areas for professional career development and growth.
Over the course of two years, I conducted ~20 lectures with universities and companies in Taiwan, China, Singapore, Malaysia, Hong-Kong and USA. My primary goal when conducting these lectures was to motivate and inspire them.
I wanted to encourage them uncover strength, unleash potential, and achieve biggest goal they can dream of. I wanted to have an exchange about their personal interest, mission and how to plan and achieve them. And, I often suggested that we should live our life journey to full potential and develop “ can do” attitude with that we can achieve every goal as long as we put our desire and mind to it.
Frequently asked by the audiences who attended my lecture – “ what prepare you to succeed in Silicon Valley where the best talents in the world compete?” “ What secrets to compete and succeed in the job market?” “ What skills I have to have in order to compete in job market?” “ What I need to do for increasing personal value to organization and companies?” “ Am I too old or too young to learn these stuffs?” “ When should I develop these skills – in the school or after? ”.
These are the questions that are very interesting and get at the heart of personal career development and required skills for a successful professional career and life.
And here are four advices to the questions I shared with audiences.
1. Commitment to learning and developing
In order to succeed in job market, we’ve to committed to never stop personal learning and developing. Form my experiences in various management positions at Seagate Technology, I’ve observed an interesting fact – The factors of employees whether they succeed or fail in their job are not determined by Ivy league vs. 2nd/3rd tier universities, or the degree of intelligence, or the level of strength. Rather the distinct factor of predicting who will be excelling in professional career is that successful employees are committed to constantly learning and developing. While less-successful employees are comfortable with past/outdated skills, resist to change and frequently complaining lack of opportunity.
My story is a good example showing how a commitment to continued learning and developing helps my professional advancement at Seagate Technology.
As a foreign student from Taiwan studying in USA, I graduated from a 2nd/3rd tier university, University of Utah, studied in an unattractive field, metal and alloy materials, worked with an extremely nice but little known professor, and faced great difficulty in landing a job when competing with engineers/scientists of prestigious universities, such as Stanford, UC Berkeley, CAL Tech, Yale and the likes. However, after given the opportunity working in a start up company in Silicon Valley, I excelled my career through commitment to learning and developing.
This constant improvement was well noticed by my colleges at Seagate and described in the recommendation letter from my direct boss, Jerry Glembocki, former Sr. VP of Seagate. He wrote of how I strive to make improvement.
“ My most memorable impression of Steve is that he is always looking to improve himself and the situation around him. He would always take the time to meet with me to understand the five most important things from my perspective that he could do to improve himself. Most impressive was that he would always put the things in practice. This would be very visible. There is an insatiable hunger to improve and learn in Steve's heart. As a result of this trait, Steve was able to master the difficult technology challenges and the management disciplines. My experience is that being proficient in both disciplines is very difficult.”
2. Maintain high energy, healthy life style and strong family support
People who desire to succeed in a professional career have to venture into unfamiliar and uncomfortable territory, to face many hardships and roadblocks so they must be able to handle disappointments, cope with stressful situations, become tenacious, and learn to never give up until reach final goal.
I was a rugby player in Cheng-Kung University and trained to have a very healthy and endured body and mind. However, in 1997, after many year lapse of exercise and training, I found that I was gaining weight, fell asleep in the afternoon, felt tired easily, hence my productivity and self-confidence suffered.
When I learned that my CEO, Bill Watson, and my boss, Jerry Glembocki successfully competed and finished in New York and Silicon Valley marathon, it motivated me. I said to myself if they can do it, so can I. Such “ can do” attitude leaded me to Silicon Valley marathon training team through which I’d competed and finished two 26.2 miles full marathon with a very respectable time – 4 hrs – 4hrs & 30 minutes.
Upon the training and race of my marathon, I became fit, built strength physically, most importantly, the mental toughness, inner strength and self –confidence that were missing in my life started to come back. Since then, I’d participated in 198 miles relay race in 28 hours with 10 friends, completed two adventure races in Las Vegas and New Zealand sponsored by Seagate Technology while maintaining daily running and exercise for past 12 years.
In addition, I have an excellent supporting group from my family, parents, in laws, relatives and friends. I’ve married to my wife, Su, for 20 years with whom I met in the 3rd year of college. Together, we’ve two wonderful daughters, Jessica, Junior in University of California, Irvine, and Justine, 11th grader of high school student. Three of them help me not only succeed in a very stressful and competitive career but also show me how to relax, learn to be humble, humorous, and frequently stop to smell the roses with family.
We’ve to realize the importance of a high energy, healthy body, a strong emotional, psychological capability inside and having a strong family support. The advancement and success of professional career can’t be possible without them.
3. Develop ability to communicate, coordinate project, lead teams and organizations
I urge and give advice to every employee at Seagate Technology "Don't only rely on your technical skills and education for your professional advancement. Be proactive to communication, leadership and coordination skill development."
First of all, we need play active role in our own development, seeking out opportunities where we can lead cross functional/geographic teams, coordinate multiple functional projects and ask for managerial rather than staff assignment.
Communication, coordination and leadership skills are not born with, can’t be bought, rather can be trained. During my professional career in Silicon Valley, I’ve experienced the important of these skills or lack of can impact to personal career.
Looking at employees of a high tech company in Silicon Valley, it is usually composed of 40-50 % Asians, 15-20% Middle Eastern, 20-25% of European and Caucasian, 10% Black and Hispanic. 40-50% Asian who typically have Master or Ph.D. degree and are responsible for critical technical projects, but hold very few top management positions, and see their contributions and values to company diminish as they get older and can’t keep abreast of the advancement of technical knowledge. While European, Caucasian and Middle Eastern who made up less than 50% of total technical staff, hold up more than 95% of top management positions and are running the company show.
There are many factors causing different career path for Asians and others. And lack of communication, coordination, leadership’ skills are widely considered to be the primary factor to why Asians are absent in the top management ranks.
I’ve realized the important of these skills in the eary of my career. So I’ve been deliberately working on these skills and practicing on the job. My predecessor in recording media R&D at Seagate, Dr. Joel Weiss, was observing my development process.
He wrote these in his recommendation.
” It has been rare in all those years that I had the opportunity to work with an individual who possesses so many of the key attributes required to transform an organization and to make it great. Steve Hwang has developed his skills through experiencing and responding to both the ‘tough times’ and the ‘great times’ in one of the most difficult and challenging businesses in the high tech world - hard disk drives. This is an industry where a ‘pause’ in innovation can bankrupt a company. Steve’s ability to lead, motivate, encourage, hold accountable, and reward his people was not something that he was born with, nor instinctive, but rather something that he strived for, learned, and implemented 'on the job' during his years in the industry. He learned about these skills by observing others whom he admired, learned what he needed to do to improve by openly discussing his own personal needs, and re-engineered himself to become one of the most productive, talented individuals in my organization.”
4. Take effort and contribute to community and those who needs our help and supports
Many studies show that when a person gets a job or a promotion, 85% of the time it is because of his/her attitude, and only 15% of the time of intelligence and knowledge of his related topics.
A postive attitude is the the fundation of success, regardless of chosed profession we are in. As individuals continue to advance professional career and enhance personal skills, the same urge and effort that drive individual forward should help building a strong and better communities.
Through volunteerism, personal donation and giving, we can keep a positive attitude, recharge passion, and renew the sense of mission to make a difference for our communities.
We can focus our support and efforts in several areas that align with personal goal, and the community interests and needs.
--"Teaching and Learning” – we can dedicate time to teach on science, technology, engineering and math education through hands-on learning opportunities for children or others.
--"Support Green and help Earth” - we can help reduce our impact on our planet and within our communities, go clean up beach, pick up garage on the road with friends and family
--"Health and Wellness" – we should promote healthy lifestyles and wellness in our communities by involving little league sports, organizing team sport and races.
--"Reach out” - we help those most in need in our community through money donation to charities, and other activities, such as build bicycle for kids, furnish house for elders, deliver meals for hungrier.
Another frequent asked question during my lecture was: “ Am I too old or too young to learn these skills?”
----· Am I too old to learn these stuffs?? The answer is “ No. It’s never too late” - if you are a working professional, you should follow these daily activities. 1. reading books when you commute, during the lunch break and after dinner; ask your boss, spouse, and parents on what the improvement you should work on, then practice and improve it on the job; 2. playing sports and exercising daily in the morning or every weekend. Keep a simple life – avoiding smoking and other bad habits. 3. working on communication, coordination and leadership skills by participating in communication, leadership & management training, and asking for the opportunity to lead project and organization.; 4. becoming volunteer for community service.
----· Am I too young to train for these skills?? No, you are not too young to learn these skills. If you are a student and study for landing a good pay job and bright future, you need to start 1. Extending learning and education not limited to own field, but cover other disciplines, such as finance, engineering, psychology, and others. 2. involving in competitive team sport for training personal endurance, improving energy and understanding teamwork. 3. enhancing communication skill by being a member of Toast Master; coordination skill by becoming a member of technical and student societies, leadership skill by being a captain to school sport teams, a student lead on school societies and/or a lead in international activity/meeting. 4. volunteering 5-10 hours/per week for teaching children, and helping elders.
Though I acknowledged that these advices are my personal experience and help excel my career, I also understand that some of people may be uncertain or uncomfortable of staring this process. To those people, I will tell them that the new things are typically uncomfortable, but today’s comfort is result of tomorrow’s failure.
A successful change requires mental strength, endurance and flexibility. So let’s take these activities today; don’t wait until another day.
And I know that we can! , and we will succeed! See you all on the top of selected profession.
Thank you,
Steve Hwang
Friday, March 19, 2010
Where is my money? – A salary crisis of majority class in Taiwan
Where is my money? – A salary crisis of majority class in Taiwan
- Blog by Steve Hwang
I'm sure you've all heard increasing concern on salary crisis of working class in Taiwan. There were lots of bad news and alarming sign—and leaders, government, corporations and individuals all contributed to this crisis.
I'd like to discuss how the situation of salary and the impact to majority class who makes up 90% of population in Taiwan and solution of how to improve it
Let me bring you back to summer of1985 when I finished my two-year mandatory military service. ITRI (Industrial Technology Research Institute), China Steel and few other companies offered me for a job interview and the starting salary for Bachelor degree was NT 20-25K/per month. I declined the interview and continued Master degree study in Materials Engineering Institutes, Taiwan University. Two years later in 1987, after I completed M.S. study, I was offered a job to Chins Steel, Chung-San Research Center, ITRI with a starting salary of 25-30K /per month. My thinking on salary of working in Taiwan that was logical and supported by own experience should be 20-25k for B.S. degree, 25-30K for M.S. degree, 30-35K for Ph.d. degree, and expected average annual increase rate 4-5%.
After spent 3 years in University of Utah of Ph.d. study and graduated with a doctoral degree in Metallurgical Engineering, I was very fortunate to receive a job offer with a starting salary of US $ 45K /per year which is equated to NT120K/per month during a global economic recession in the winter of 1990. Later, I’d learned that the starting salary of a new Ph.d. graduate in Silicon Valley was US$ 45-55K. After 20 years passed, in 2010, the starting salary for a new Ph.d. in Silicon Valley has been more than doubled and increased to US $ 100-120K/per year (NT$ 300K/per month). That is annual compound salary growth rate of 4-5% over last 20 years.
In October of 1997, I’d published a book with 三民書局. During this book publication and launch processes, I’d privilege to work, know and make friends with two young, intelligent and wonderful people. Cathy Chang, a graduate with B.S. degree from an prestigious national university, who was my editor, helped edit the script, arrange the print and book launch event. Neil Lin, a graduate with M.S. degree from another prestigious national university, who was a journalist with Business Weekly, wrote an article on how I applied the training from rugby sport in Cheng-Kung University to becoming a top management at Seagate Technology and of managing a global, diverse organization.
I was totally surprised to know that their salaries were in the range of NT$25-35K/per month. This salary ranges for new graduates who have spent years studying hard for advanced degrees, are just pitiful and have not improved for past 20 years. Furthermore, I’ve learned that overall salary ranges for new graduates, seasoned professionals, and low or high skilled people basically remain the same as before. However, there are few exceptions earning a big paycheck including cooperate executives, banker, Investor, or some high rank employees, roughly 10% of total population who enjoy all beneficial from economic growth, are compensated by hefty stock options, bonus, salary in order to match the competitive compensation package from other global corporations in Taiwan.
While the costs of housing, education, transportation, entertainment, food and others in 2007 are all more than double the price as compared to 1987. This is an alarming sign and needs immediate attention for solution – No country can successful build on the foundation when, majority class, 90% of people, are living a life from pay check to next pay check and struggling to maintain a comfortable living standard, while a small % of population are living in a extravagant, Hollywood movie star life style.
How can we fix this salary crisis in Taiwan?
Here are my suggestions:
Minimum hourly wage:
Government should pass a law of “ minimum hourly wage’ that is the lowest hourly wage that employers may pay to workers. Through the minmum hourly wage, it increases the standard of living of workers, reduces poverty and hardship.
The minimum wage has a strong social consideration, rooted in concern about providing sufficient income for low skilled members of the work force. Minimum wage structure through the law or policy can achieve a prefereable income structure and mitigate the impact of social injusted “M” ( 10% rich and 90% poor population) income structure.
Case in point: USA has federal minumum wage law to ensure a minumum hourly wage paid to workers and employees. In order to ajusted with inflation of living cost , the averaged minumium hourly wage has increased from US$ 3.35 in 1984 to US$ 5.85 in 1997.
I believe that the minmum hourly wage should be at NT $ 130-150/per year, roughly same minumum wage in USA in 1984..
Competitively salary and wage:
Government should enforce a policy for comparable salary and wage as compared to competitive nations. Taiwan should adopt a policy to define an average salary for different skill set of workers and enforces corporations and government to comply it. The salary structure is derived from the survey of average salary from Hong-Kong, Korea, and Singapore for comparable job function and skill set.
For example, the average of salary for a skill set employee in computing industry who has a M.S. degree with 10-15 years job experience is US $ 61K/per year (NT$ 150K/per month) from the average salary of competitive countries. The corporations in Taiwan needs to pay same skill set employees with salary scale from low end, -10%, US $55K ( NT$ 135K/per month) to high end, +10%, US$ 67K ( NT$ 165K/per month).
Case in point: At Seagate Technology, we’ve a salary structue based on survey result of average salary from top 5-10 coporations with similar size, same geographic location in IT industry, companies like Intel, CISCO, Applied Materials, HP, Dell….etc.
This salay sruture provides a guide line to annula focal review and salary adjustment. In my 16 years with Seagate Technoloyg, I ‘ve seen that typical annual salary adjustment is 2-6 % and 5-8% for employees who are promoted to next grade level with increading skill set, role and responsibility. Roughly, 10-15% of total employee will receive a promotion during annual focal review.
Competitive salary structure means that employees in Taiwan have salaries similar to companies with jobs in other competitive countries. This policy will provide an annual salary rate according to global economic growth; rather it is fully controlled by the executives and investors of corporations. Government and corporations need to aware that qualified people will look for and move to other countries if they can’t negotiate and receive a competitive pay.
Accelerate economic growth and create wealth for majority class:
A government-lead policy and law are necessary to prevent runaway salary gap from rich, to poor. However, the redistribution of money equity through the use of government function could cause a negative impact on entrepreneur spirit, new business initiative and foreign investment.
The Holy Grail to solve the salary crisis is wealth creation. One area Taiwan needs to improve quickly is economic growth. Although, economy in exports is still near the top as compared to others, Taiwan needs to become best in class on domestic economy, exports, tourism and all categories of economy. Only when Taiwan can return to healthy economic growth and to create abundant wealth, along with new policy of minimum wage, competitive salary, tax on stock option and high tax bracket for rich. If everyone in Taiwan does this all together, I am fully confident that Taiwan people can solve salary issue and return to a fair, friendly and happy society.
You’ve read my suggestions to this urgent issue. Please give your comments and pass on this blog to other people.
Thank you
- Blog by Steve Hwang
I'm sure you've all heard increasing concern on salary crisis of working class in Taiwan. There were lots of bad news and alarming sign—and leaders, government, corporations and individuals all contributed to this crisis.
I'd like to discuss how the situation of salary and the impact to majority class who makes up 90% of population in Taiwan and solution of how to improve it
Let me bring you back to summer of1985 when I finished my two-year mandatory military service. ITRI (Industrial Technology Research Institute), China Steel and few other companies offered me for a job interview and the starting salary for Bachelor degree was NT 20-25K/per month. I declined the interview and continued Master degree study in Materials Engineering Institutes, Taiwan University. Two years later in 1987, after I completed M.S. study, I was offered a job to Chins Steel, Chung-San Research Center, ITRI with a starting salary of 25-30K /per month. My thinking on salary of working in Taiwan that was logical and supported by own experience should be 20-25k for B.S. degree, 25-30K for M.S. degree, 30-35K for Ph.d. degree, and expected average annual increase rate 4-5%.
After spent 3 years in University of Utah of Ph.d. study and graduated with a doctoral degree in Metallurgical Engineering, I was very fortunate to receive a job offer with a starting salary of US $ 45K /per year which is equated to NT120K/per month during a global economic recession in the winter of 1990. Later, I’d learned that the starting salary of a new Ph.d. graduate in Silicon Valley was US$ 45-55K. After 20 years passed, in 2010, the starting salary for a new Ph.d. in Silicon Valley has been more than doubled and increased to US $ 100-120K/per year (NT$ 300K/per month). That is annual compound salary growth rate of 4-5% over last 20 years.
In October of 1997, I’d published a book with 三民書局. During this book publication and launch processes, I’d privilege to work, know and make friends with two young, intelligent and wonderful people. Cathy Chang, a graduate with B.S. degree from an prestigious national university, who was my editor, helped edit the script, arrange the print and book launch event. Neil Lin, a graduate with M.S. degree from another prestigious national university, who was a journalist with Business Weekly, wrote an article on how I applied the training from rugby sport in Cheng-Kung University to becoming a top management at Seagate Technology and of managing a global, diverse organization.
I was totally surprised to know that their salaries were in the range of NT$25-35K/per month. This salary ranges for new graduates who have spent years studying hard for advanced degrees, are just pitiful and have not improved for past 20 years. Furthermore, I’ve learned that overall salary ranges for new graduates, seasoned professionals, and low or high skilled people basically remain the same as before. However, there are few exceptions earning a big paycheck including cooperate executives, banker, Investor, or some high rank employees, roughly 10% of total population who enjoy all beneficial from economic growth, are compensated by hefty stock options, bonus, salary in order to match the competitive compensation package from other global corporations in Taiwan.
While the costs of housing, education, transportation, entertainment, food and others in 2007 are all more than double the price as compared to 1987. This is an alarming sign and needs immediate attention for solution – No country can successful build on the foundation when, majority class, 90% of people, are living a life from pay check to next pay check and struggling to maintain a comfortable living standard, while a small % of population are living in a extravagant, Hollywood movie star life style.
How can we fix this salary crisis in Taiwan?
Here are my suggestions:
Minimum hourly wage:
Government should pass a law of “ minimum hourly wage’ that is the lowest hourly wage that employers may pay to workers. Through the minmum hourly wage, it increases the standard of living of workers, reduces poverty and hardship.
The minimum wage has a strong social consideration, rooted in concern about providing sufficient income for low skilled members of the work force. Minimum wage structure through the law or policy can achieve a prefereable income structure and mitigate the impact of social injusted “M” ( 10% rich and 90% poor population) income structure.
Case in point: USA has federal minumum wage law to ensure a minumum hourly wage paid to workers and employees. In order to ajusted with inflation of living cost , the averaged minumium hourly wage has increased from US$ 3.35 in 1984 to US$ 5.85 in 1997.
I believe that the minmum hourly wage should be at NT $ 130-150/per year, roughly same minumum wage in USA in 1984..
Competitively salary and wage:
Government should enforce a policy for comparable salary and wage as compared to competitive nations. Taiwan should adopt a policy to define an average salary for different skill set of workers and enforces corporations and government to comply it. The salary structure is derived from the survey of average salary from Hong-Kong, Korea, and Singapore for comparable job function and skill set.
For example, the average of salary for a skill set employee in computing industry who has a M.S. degree with 10-15 years job experience is US $ 61K/per year (NT$ 150K/per month) from the average salary of competitive countries. The corporations in Taiwan needs to pay same skill set employees with salary scale from low end, -10%, US $55K ( NT$ 135K/per month) to high end, +10%, US$ 67K ( NT$ 165K/per month).
Case in point: At Seagate Technology, we’ve a salary structue based on survey result of average salary from top 5-10 coporations with similar size, same geographic location in IT industry, companies like Intel, CISCO, Applied Materials, HP, Dell….etc.
This salay sruture provides a guide line to annula focal review and salary adjustment. In my 16 years with Seagate Technoloyg, I ‘ve seen that typical annual salary adjustment is 2-6 % and 5-8% for employees who are promoted to next grade level with increading skill set, role and responsibility. Roughly, 10-15% of total employee will receive a promotion during annual focal review.
Competitive salary structure means that employees in Taiwan have salaries similar to companies with jobs in other competitive countries. This policy will provide an annual salary rate according to global economic growth; rather it is fully controlled by the executives and investors of corporations. Government and corporations need to aware that qualified people will look for and move to other countries if they can’t negotiate and receive a competitive pay.
Accelerate economic growth and create wealth for majority class:
A government-lead policy and law are necessary to prevent runaway salary gap from rich, to poor. However, the redistribution of money equity through the use of government function could cause a negative impact on entrepreneur spirit, new business initiative and foreign investment.
The Holy Grail to solve the salary crisis is wealth creation. One area Taiwan needs to improve quickly is economic growth. Although, economy in exports is still near the top as compared to others, Taiwan needs to become best in class on domestic economy, exports, tourism and all categories of economy. Only when Taiwan can return to healthy economic growth and to create abundant wealth, along with new policy of minimum wage, competitive salary, tax on stock option and high tax bracket for rich. If everyone in Taiwan does this all together, I am fully confident that Taiwan people can solve salary issue and return to a fair, friendly and happy society.
You’ve read my suggestions to this urgent issue. Please give your comments and pass on this blog to other people.
Thank you
Tuesday, March 9, 2010
A Sincere Message to the Leader and People in Taiwan
A Sincere Message to the Leader and People in Taiwan
- Blog by Steve Hwang
After a typical working day that is occupied by a very intensive meeting schedule, and filled with many conflicts and debates, I am usually drained physically and emotionally in the end of each working day. To take a break after a busy work hours, one of my daily routine before to call a day and to leave the office is that I would open the Internet and read on-line news from Taiwanese Newspapers.
Today, the title of below article that shown on one of major Taiwanese newspaper and may cause lots of fear, anxiety for the people, caught my eyes and motivated me to write and to gather my thought on one of very important topic.
敲醒馬政府 「四野人論壇」啟動 - 四人強調，國際大環境惡劣，政府又無能，台灣已處於高度危機的境地，必須要大破大立的變革，未來每個月都會舉辦「四野人論壇」，將邀請不同領域的專家與會，還要在5月19日、20日兩天舉辦民間國事論壇，要說出真相，喚醒社會各界、敲醒執政當局。
The topic: What leader and people in Taiwan need to do in order to turn around a country into a strong, competitive, prosper one???????
I would focus on my experience and career at Seagate Technology where I’ve participated every turn around task and learned to build a best in class, successful organization and the happiest place for employees to work. I wish that these experiences could help provide an insight, shed the light and point to the right direction for those who care and love Taiwan.
Just about 12 months ago in March 2009, Seagate Technology was in a very difficult business situation when the stock was trading at $3 dollars per share, and company had to lay off massive employees and to trim down the management ranks by 20-30%. Today, Seagate stock is trading at ~$20 dollars, that is an increase by 600-700% from the bottom price and one of most recommended stock to own by Wall Street to date.
This turn around story is not the 1st time or only time in Seagate’s 30 years history. We’d been through many up and down cycles in 1990, 1997, and 2001. Seagate, an American company, is one of few existing high tech hardware companies after many years of outsourcing of the production to low cost areas, such as China, Thailand, Malaysia…etc. Seagate, which just celebrated 30th birthday in November 2009, is the largest hard disc drive world wide, has become a great successful story and case study for those who want to succeed through the good and bad times, and to build a lasting and successful company. I strongly hope that this turn around lesson could be applied to big scale turn around in Taiwan as well.
Overall, the turn around process is typical involving two steps.
1. Appoint a right leader
It always starts with selecting a right leader who to set the overall strategy, plan and direction for people to follow and to execute.
The role and responsibility for the leader should cover three parts.
a. Create a strategy, plan and a sense of mission
The leader creates a strategy and plan that motivate citizen to feel a sense of mission, to willingly involve in community service and social issue, and to improve social prosperity.
A case in this point – During economic booming years in 1970- 1990, many professional Taiwanese saw that people’s lifes were highly relied on farming, living on poverty with inadequate infrastructure and an poor maintained environment surrounded the island. Thus, the people and country felt a social mission, a sense of national purpose and duty to step forward, and to improve the live of the people in Taiwan. This helps many Taiwanese find the meaning of their works and efforts.
Many baby-boomers in Taiwan knew about the story of “ 10 infrastructure projects ” by President Chiang Chin-Kuo – he said that if we don’t do today, we would regret it tomorrow. Taiwan needs your involvement to make it successful and to build a modern country. This sense of urgency and mission started these most important and successful“ infrastructure projects” in Taiwan history.
b. Engaging through transparency and accountability
Under a highly motivated and clear strategy and plan, the leader can build the commitment from the people by encouraging openness, communicating through transparency, and to holding everyone accountable. The government looks after the interest and benefit of citizen and their families, and in return asks citizen to look after the country’s interest.
The leader should post the decisions of major policy, personnel appointments, as well as any ethical failure, corruption and violation of the country’s law and policy on the internet or any medium means open to the public so citizens have clear visibility of “status of the country” and can give a voice to the government. Such involvements and engagements from the ordinary citizens can lead into action and provide grass-rooted solutions in moving country into the right directions.
To make a better and vibrant community, a country needs strong personal commitment and accountability from every citizen. However the leader needs to know that the commitment and accountability is people to the leader/country, the leader/country is equally accountable and committed to people.
c. Investing in educating, training and developing people
A country success is all based on the human capital. Only best in class people can build a best in class country. A leader needs to work on three themes of human capital
1. Managing and developing people and future leaders through training and education
2. Shaping the people’s attitudes to align with country’s mission and strategy.
3. Improving the social behaviors and moral, as well as building national culture and ethical awareness.
The case in this point: Taiwan once had excellent people development, education and continued study system to support economic, social and political growth. Human capitals were built through various education and training programs. To meet talent requirement for emerging high tech companies, one tenth of collage graduates went abroad for advanced degree study and were funded by family or government. Two tenth of college graduates chose to pursue advanced degree in Taiwan. Rest of college graduated began professional career after completing the college study or mandatory military service. Many community college graduates with hand-on skills and specialties entered the industry and contributed to economic, social and political progress in their early 20s.
In addition, government took an aggressive approach to training- despite a very competitive labor market as a result of 8-10% economic growth rate in 70-80’. Major training programs sponsored by government that included job and special skill training for low –skilled industries in Taiwan and sent future leaders and technical teams to oversea for developing leadership and technical know-how for high-skilled industries, had been considered building the corner stone of incredible Taiwan miracles in all economical, social and politic areas. Many companies, such as China Steel, TSMC, UMC, Ho-Hai that became a global renowned company, were the benefit of this human capital investment.
2. Select, form and engage a team for executing the commitment.
A well crafted and highly reward strategy and plan without a world-class execution will not yield the desirable result. An excellent execution starts with forming a tam.
______
reporter/communicator 1%
__________
Planner 2-3%
_________________
Project & People Management 10%
_______________________
Doer 80-90%
_____________________________
Figure 1
In my experience, an effective team that can execute and deliver the outstanding result should make up with the people skills like in figure1 where 80-90% of people are doer making the things happen and delivering the result.
While the team has 10% of management directing the team in the right direction and providing administrative and resource supports, 2-3% of small planning group managing the overall schedule and providing logistic support, and a very small group, 1%, for communicating with public and keeping everyone post with the progress team is achieving.
In contrast, a dysfunctional and ineffective team is composed of as shown in figure2 where non-productive people, who do not deliver the result for the country and merely serve as supporting function. Those that include reporter/communicator, planner, management, make up total 50% of the dysfunctional team. In this dysfunctional team, the doers who do the works and are roughly 50% of overall population, are regularly bombarded and frustrated with the inquiries, criticism, nonsense from non-productive groups, reporter/communicators in particular.
____________________
Reporter/Communicator 30%
_________________
Planner 10%
_____________
Project/People Management 10%
_______
Doer 50%
____
Figure 2
You might ask that it sounds too simple for turning a company or a country around? It is simple indeed and takes only two steps. However, the process is simple but very difficult to accomplish because, first of all, it requires a visionary leader who has courage, passion and sense of mission. The leader is able to create a plan/strategy, to select right people, to motivate, and hold them accountable for delivering the result.
This process also needs that majority of citizen with best talents and skills are willing to be the doer, to get hand dirty, and to make things happen, instead of staying on the sideline, acting as coaches, consultants or reporters or worst of all, fighting, arguing, bickering and wasting valuable time and resource among fellow citizens and government.
The message of this blog is that the destiny of Taiwan is in the hand of every citizen. The leader has to act and takes full responsibility, and every citizen can contribute to the turn around task by becoming the doer and by making the things happen. I am confident that the leader and citizens in Taiwan have commitment, sense of urgency and know what to do to building the best ever country.
In closing, what an ordinary citizen can do?? Regardless of how small and how insignificance it might looks from one individual, but many, many of us can definitely make the difference by answering to this calling for making a better Taiwan in our own ways.
Here is my action: In order to walk the talk and prevent myself from becoming one of reporter/communicators in Fig 2 who know everything, have all the solutions but don’t want do anything, I’ve applied and being accepted to “ Elite Program” on that Taiwan government invites oversea Taiwanese in technical field for a short stay.
Through “ elite program”, I want to share my technical experience on thin film applications, my managerial and leadership leaning, and R & D know-how with the young technologist and scientists in universities and high tech industries. Meanwhile, I would donate the pay from this program back to student, engineers and local communities with that I determine to become a doer, who works hard and is committed to contributing in a small way to the success and bright future of Taiwan.
Let’s start today, answer the calling, give our best and contribute anyway we can.
What do you think? Give your inputs.
Thank you,
- Blog by Steve Hwang
After a typical working day that is occupied by a very intensive meeting schedule, and filled with many conflicts and debates, I am usually drained physically and emotionally in the end of each working day. To take a break after a busy work hours, one of my daily routine before to call a day and to leave the office is that I would open the Internet and read on-line news from Taiwanese Newspapers.
Today, the title of below article that shown on one of major Taiwanese newspaper and may cause lots of fear, anxiety for the people, caught my eyes and motivated me to write and to gather my thought on one of very important topic.
敲醒馬政府 「四野人論壇」啟動 - 四人強調，國際大環境惡劣，政府又無能，台灣已處於高度危機的境地，必須要大破大立的變革，未來每個月都會舉辦「四野人論壇」，將邀請不同領域的專家與會，還要在5月19日、20日兩天舉辦民間國事論壇，要說出真相，喚醒社會各界、敲醒執政當局。
The topic: What leader and people in Taiwan need to do in order to turn around a country into a strong, competitive, prosper one???????
I would focus on my experience and career at Seagate Technology where I’ve participated every turn around task and learned to build a best in class, successful organization and the happiest place for employees to work. I wish that these experiences could help provide an insight, shed the light and point to the right direction for those who care and love Taiwan.
Just about 12 months ago in March 2009, Seagate Technology was in a very difficult business situation when the stock was trading at $3 dollars per share, and company had to lay off massive employees and to trim down the management ranks by 20-30%. Today, Seagate stock is trading at ~$20 dollars, that is an increase by 600-700% from the bottom price and one of most recommended stock to own by Wall Street to date.
This turn around story is not the 1st time or only time in Seagate’s 30 years history. We’d been through many up and down cycles in 1990, 1997, and 2001. Seagate, an American company, is one of few existing high tech hardware companies after many years of outsourcing of the production to low cost areas, such as China, Thailand, Malaysia…etc. Seagate, which just celebrated 30th birthday in November 2009, is the largest hard disc drive world wide, has become a great successful story and case study for those who want to succeed through the good and bad times, and to build a lasting and successful company. I strongly hope that this turn around lesson could be applied to big scale turn around in Taiwan as well.
Overall, the turn around process is typical involving two steps.
1. Appoint a right leader
It always starts with selecting a right leader who to set the overall strategy, plan and direction for people to follow and to execute.
The role and responsibility for the leader should cover three parts.
a. Create a strategy, plan and a sense of mission
The leader creates a strategy and plan that motivate citizen to feel a sense of mission, to willingly involve in community service and social issue, and to improve social prosperity.
A case in this point – During economic booming years in 1970- 1990, many professional Taiwanese saw that people’s lifes were highly relied on farming, living on poverty with inadequate infrastructure and an poor maintained environment surrounded the island. Thus, the people and country felt a social mission, a sense of national purpose and duty to step forward, and to improve the live of the people in Taiwan. This helps many Taiwanese find the meaning of their works and efforts.
Many baby-boomers in Taiwan knew about the story of “ 10 infrastructure projects ” by President Chiang Chin-Kuo – he said that if we don’t do today, we would regret it tomorrow. Taiwan needs your involvement to make it successful and to build a modern country. This sense of urgency and mission started these most important and successful“ infrastructure projects” in Taiwan history.
b. Engaging through transparency and accountability
Under a highly motivated and clear strategy and plan, the leader can build the commitment from the people by encouraging openness, communicating through transparency, and to holding everyone accountable. The government looks after the interest and benefit of citizen and their families, and in return asks citizen to look after the country’s interest.
The leader should post the decisions of major policy, personnel appointments, as well as any ethical failure, corruption and violation of the country’s law and policy on the internet or any medium means open to the public so citizens have clear visibility of “status of the country” and can give a voice to the government. Such involvements and engagements from the ordinary citizens can lead into action and provide grass-rooted solutions in moving country into the right directions.
To make a better and vibrant community, a country needs strong personal commitment and accountability from every citizen. However the leader needs to know that the commitment and accountability is people to the leader/country, the leader/country is equally accountable and committed to people.
c. Investing in educating, training and developing people
A country success is all based on the human capital. Only best in class people can build a best in class country. A leader needs to work on three themes of human capital
1. Managing and developing people and future leaders through training and education
2. Shaping the people’s attitudes to align with country’s mission and strategy.
3. Improving the social behaviors and moral, as well as building national culture and ethical awareness.
The case in this point: Taiwan once had excellent people development, education and continued study system to support economic, social and political growth. Human capitals were built through various education and training programs. To meet talent requirement for emerging high tech companies, one tenth of collage graduates went abroad for advanced degree study and were funded by family or government. Two tenth of college graduates chose to pursue advanced degree in Taiwan. Rest of college graduated began professional career after completing the college study or mandatory military service. Many community college graduates with hand-on skills and specialties entered the industry and contributed to economic, social and political progress in their early 20s.
In addition, government took an aggressive approach to training- despite a very competitive labor market as a result of 8-10% economic growth rate in 70-80’. Major training programs sponsored by government that included job and special skill training for low –skilled industries in Taiwan and sent future leaders and technical teams to oversea for developing leadership and technical know-how for high-skilled industries, had been considered building the corner stone of incredible Taiwan miracles in all economical, social and politic areas. Many companies, such as China Steel, TSMC, UMC, Ho-Hai that became a global renowned company, were the benefit of this human capital investment.
2. Select, form and engage a team for executing the commitment.
A well crafted and highly reward strategy and plan without a world-class execution will not yield the desirable result. An excellent execution starts with forming a tam.
______
reporter/communicator 1%
__________
Planner 2-3%
_________________
Project & People Management 10%
_______________________
Doer 80-90%
_____________________________
Figure 1
In my experience, an effective team that can execute and deliver the outstanding result should make up with the people skills like in figure1 where 80-90% of people are doer making the things happen and delivering the result.
While the team has 10% of management directing the team in the right direction and providing administrative and resource supports, 2-3% of small planning group managing the overall schedule and providing logistic support, and a very small group, 1%, for communicating with public and keeping everyone post with the progress team is achieving.
In contrast, a dysfunctional and ineffective team is composed of as shown in figure2 where non-productive people, who do not deliver the result for the country and merely serve as supporting function. Those that include reporter/communicator, planner, management, make up total 50% of the dysfunctional team. In this dysfunctional team, the doers who do the works and are roughly 50% of overall population, are regularly bombarded and frustrated with the inquiries, criticism, nonsense from non-productive groups, reporter/communicators in particular.
____________________
Reporter/Communicator 30%
_________________
Planner 10%
_____________
Project/People Management 10%
_______
Doer 50%
____
Figure 2
You might ask that it sounds too simple for turning a company or a country around? It is simple indeed and takes only two steps. However, the process is simple but very difficult to accomplish because, first of all, it requires a visionary leader who has courage, passion and sense of mission. The leader is able to create a plan/strategy, to select right people, to motivate, and hold them accountable for delivering the result.
This process also needs that majority of citizen with best talents and skills are willing to be the doer, to get hand dirty, and to make things happen, instead of staying on the sideline, acting as coaches, consultants or reporters or worst of all, fighting, arguing, bickering and wasting valuable time and resource among fellow citizens and government.
The message of this blog is that the destiny of Taiwan is in the hand of every citizen. The leader has to act and takes full responsibility, and every citizen can contribute to the turn around task by becoming the doer and by making the things happen. I am confident that the leader and citizens in Taiwan have commitment, sense of urgency and know what to do to building the best ever country.
In closing, what an ordinary citizen can do?? Regardless of how small and how insignificance it might looks from one individual, but many, many of us can definitely make the difference by answering to this calling for making a better Taiwan in our own ways.
Here is my action: In order to walk the talk and prevent myself from becoming one of reporter/communicators in Fig 2 who know everything, have all the solutions but don’t want do anything, I’ve applied and being accepted to “ Elite Program” on that Taiwan government invites oversea Taiwanese in technical field for a short stay.
Through “ elite program”, I want to share my technical experience on thin film applications, my managerial and leadership leaning, and R & D know-how with the young technologist and scientists in universities and high tech industries. Meanwhile, I would donate the pay from this program back to student, engineers and local communities with that I determine to become a doer, who works hard and is committed to contributing in a small way to the success and bright future of Taiwan.
Let’s start today, answer the calling, give our best and contribute anyway we can.
What do you think? Give your inputs.
Thank you,
Friday, February 26, 2010
Turning weakness into strength – English Capability and Diversity Awareness are the key to future success
Turning weakness into strength – English Capability and Diversity Awareness are the key to future success
– Blog by Steve Hwang
I was recently asked to participate the management and leadership development training class, an internal training curriculum with that Seagate uses to develop new managers and future company leaders. I shared some thoughts on my learning experience of management, my own leadership style, strength and weakness of different managerial approach.
During Q&A session, I was asked by one of participant, who is Japanese American and 1st line manager, to compare the weakness and strength of business practice and management style between the West and the East, and of my opinion on the rise and fall of Japanese economy growth.
Here it was my opinion-let me know what you think:
When I came to USA in 1987, that was a booming time for Japanese economy and for automobile, consumer electronics, semi-conductor in particular. American had seen that Japanese companies was gaining the market sharing globally through the high quality and low cost of products being made in Japan. Japan was well position to become world #1 economic power -house and to own many properties, equities in USA, that included Pebble Beach Property, a landmark of most beautiful costal land in California, USA as well as the many tall buildings and big companies.
The strength of the East:
It was well documented how Japan had overtook USA and become the most powerful economy entity in 1970 –1980. They had cut costs, improved overall efficiency, productivity and quality to gain overall business competitiveness. It was also clearly demonstrated that Japanese were intelligent, well educated, and totally loyal, dedicated to companies, works and jobs. Many employees worked from morning to midnight, missed family activities, spent little or no time with kids, and gave personal health and life to the success of the company.
I thought that I would list the strength of East that contributed to the success of Japanese economy in 1970-80.
Strengths are:
1. Education 2. Discipline 3. Hardworking 4. Dedication 5. Go by the rule and book 6. Loyalty
In the fall of 1990, I arrived in Silicon Valley, California. The economic power of Japan has allowed Japanese companies to extend their influence and visibility in the birthplace of high technology industry. To continue to economic expansion, Japanese companies had invested and took over dozens of companies in Hard Disc Drive, Personal Computer, and other industries. If you were driving around the Silicon Valley, you can see the company logos, like SONY, Mitsubishi, KAO, JVC, Cannon, Hitachi, Toshiba, Kubota, Yamaha, Japan Energy, Tosoh, MKE, Asahi, Toyo Kohn, Fuji, Showa, Sanyo, ALPS…and many Japanese conglomerates, around every corner of R&D and manufacturing buildings. Many technical professionals, me included, were learning Japanese, instructed to learn of operational excellence from Japanese business practice and were looking forward to working in a Japanese company.
In the Hard Disc Media business I was involving in, two Japanese companies, Hitachi Metal Technology and Akashi (American company was bought by Kubota group in 1989) were the most admired and highly respected companies among 6 recording media companies in Silicon Valley.
When I was interviewed by Akashi in 1991 for an engineer position, I learned that the president and majority of the management team were all Japanese from parent company, Kubota, who had very little or no knowledge of recording media technology. During the interview, the Japanese manager, through interpreter, asked the question and conducted interview in such way that it was so ineffective and took an hour longer to complete a simple interview. I also learned that President of Akashi, who was a Japanese but educated in USA for advanced degree, could speak fluently English, however, he would conduct all meeting in Japanese and relied on translator to communicate message to employees in English.
Few years later when I was assigned to off shore production transfer role and responsibility, I’d found that the same Japanese business practice, such as conducting business in Japanese language, operating in a silo environment with mostly Japanese management and local employees for engineers, technicians and operators, were alsohappening in Singapore, Philippine, and Malaysia.
The weakness of East
This business practice mentioned above in an oversea Japanese company had two flaws
1. Lack of English communication skill to local employees, to suppliers, and to customers - The communication and translation from English to Japanese, then Japanese back to English, was ineffective, nor productive. Furthermore, it created interpersonal barrier among the employees, management team, customers, suppliers and others. An ineffective and slow-pace communication could probably work in a production-oriented environment in 70 or 80’ but will certainly fail in the innovative, fast pace R&D environment in the 21st century.
2. Lack of diversity awareness and ability to manage diverse workforce – A leadership and management structure with singular race (Japanese) and gender (male) discussed above created many shortcomings that included poor moral, lack of performance, and low motivation. In a global business environment, how to hire and manage diversed employees are the most important lesson and competitive advantage for a person and company that want to be successful.
Even though there are many attributes to the cause of “ Loss of 20 years since 1990” to the Japanese economy, in my opinion that the lack of English skill and diversity awareness is one of most significant factor.
How to turn our weakness into strength?
1. Improve English language skill – In current education system in Taiwan, English is most popular and the mandatory class from elementary school to 4-year university. However, the English language skill that is practical and useful in business communication is not getting much progress for past 20 years.
From my experience of learning English language, the best and most effective way to improve English skill is to take TOEFL (Test Of English as a Foreign Language). TOEFL provides a practical way for us to practice reading, listening and writing, and a motivation to measure self of English comprehension capability through the improvement of TOEFL score (a person who can achieve 550-600 score is capable of conducing any business with English). In addition, practice makes perfect. If we want to improve English skill, we need to take every opportunity to read, listen, write and speak English. In the beginning, it will be difficult because of fear of embarrassment and discomfort. But as long as we won’t stop and are persistent in practicing English, the fear will soon disappear and the comfort level is surely increasing and we won’t avoid or delete English e-mails when we see them.
2. Train and improve diversity awareness- The diversity awareness is to make us aware of that the variety of skill, view, experience and perspective which arise from difference in race, gender, culture, religion, and other characteristics, exists in our daily life. It’s important to know that a successful individual and future leaders have to be actively promoting community, comfort with difference and know how to respect, motivate, value and manage diverseworkforce and how to build a successful life and career through diversity practice.
Please forward this blog of improving English skill and diversity awareness to your friends, colleges and family members. So we can all make continued improvement and prepare us for the better and brighter tomorrow.
Thank you,
– Blog by Steve Hwang
I was recently asked to participate the management and leadership development training class, an internal training curriculum with that Seagate uses to develop new managers and future company leaders. I shared some thoughts on my learning experience of management, my own leadership style, strength and weakness of different managerial approach.
During Q&A session, I was asked by one of participant, who is Japanese American and 1st line manager, to compare the weakness and strength of business practice and management style between the West and the East, and of my opinion on the rise and fall of Japanese economy growth.
Here it was my opinion-let me know what you think:
When I came to USA in 1987, that was a booming time for Japanese economy and for automobile, consumer electronics, semi-conductor in particular. American had seen that Japanese companies was gaining the market sharing globally through the high quality and low cost of products being made in Japan. Japan was well position to become world #1 economic power -house and to own many properties, equities in USA, that included Pebble Beach Property, a landmark of most beautiful costal land in California, USA as well as the many tall buildings and big companies.
The strength of the East:
It was well documented how Japan had overtook USA and become the most powerful economy entity in 1970 –1980. They had cut costs, improved overall efficiency, productivity and quality to gain overall business competitiveness. It was also clearly demonstrated that Japanese were intelligent, well educated, and totally loyal, dedicated to companies, works and jobs. Many employees worked from morning to midnight, missed family activities, spent little or no time with kids, and gave personal health and life to the success of the company.
I thought that I would list the strength of East that contributed to the success of Japanese economy in 1970-80.
Strengths are:
1. Education 2. Discipline 3. Hardworking 4. Dedication 5. Go by the rule and book 6. Loyalty
In the fall of 1990, I arrived in Silicon Valley, California. The economic power of Japan has allowed Japanese companies to extend their influence and visibility in the birthplace of high technology industry. To continue to economic expansion, Japanese companies had invested and took over dozens of companies in Hard Disc Drive, Personal Computer, and other industries. If you were driving around the Silicon Valley, you can see the company logos, like SONY, Mitsubishi, KAO, JVC, Cannon, Hitachi, Toshiba, Kubota, Yamaha, Japan Energy, Tosoh, MKE, Asahi, Toyo Kohn, Fuji, Showa, Sanyo, ALPS…and many Japanese conglomerates, around every corner of R&D and manufacturing buildings. Many technical professionals, me included, were learning Japanese, instructed to learn of operational excellence from Japanese business practice and were looking forward to working in a Japanese company.
In the Hard Disc Media business I was involving in, two Japanese companies, Hitachi Metal Technology and Akashi (American company was bought by Kubota group in 1989) were the most admired and highly respected companies among 6 recording media companies in Silicon Valley.
When I was interviewed by Akashi in 1991 for an engineer position, I learned that the president and majority of the management team were all Japanese from parent company, Kubota, who had very little or no knowledge of recording media technology. During the interview, the Japanese manager, through interpreter, asked the question and conducted interview in such way that it was so ineffective and took an hour longer to complete a simple interview. I also learned that President of Akashi, who was a Japanese but educated in USA for advanced degree, could speak fluently English, however, he would conduct all meeting in Japanese and relied on translator to communicate message to employees in English.
Few years later when I was assigned to off shore production transfer role and responsibility, I’d found that the same Japanese business practice, such as conducting business in Japanese language, operating in a silo environment with mostly Japanese management and local employees for engineers, technicians and operators, were alsohappening in Singapore, Philippine, and Malaysia.
The weakness of East
This business practice mentioned above in an oversea Japanese company had two flaws
1. Lack of English communication skill to local employees, to suppliers, and to customers - The communication and translation from English to Japanese, then Japanese back to English, was ineffective, nor productive. Furthermore, it created interpersonal barrier among the employees, management team, customers, suppliers and others. An ineffective and slow-pace communication could probably work in a production-oriented environment in 70 or 80’ but will certainly fail in the innovative, fast pace R&D environment in the 21st century.
2. Lack of diversity awareness and ability to manage diverse workforce – A leadership and management structure with singular race (Japanese) and gender (male) discussed above created many shortcomings that included poor moral, lack of performance, and low motivation. In a global business environment, how to hire and manage diversed employees are the most important lesson and competitive advantage for a person and company that want to be successful.
Even though there are many attributes to the cause of “ Loss of 20 years since 1990” to the Japanese economy, in my opinion that the lack of English skill and diversity awareness is one of most significant factor.
How to turn our weakness into strength?
1. Improve English language skill – In current education system in Taiwan, English is most popular and the mandatory class from elementary school to 4-year university. However, the English language skill that is practical and useful in business communication is not getting much progress for past 20 years.
From my experience of learning English language, the best and most effective way to improve English skill is to take TOEFL (Test Of English as a Foreign Language). TOEFL provides a practical way for us to practice reading, listening and writing, and a motivation to measure self of English comprehension capability through the improvement of TOEFL score (a person who can achieve 550-600 score is capable of conducing any business with English). In addition, practice makes perfect. If we want to improve English skill, we need to take every opportunity to read, listen, write and speak English. In the beginning, it will be difficult because of fear of embarrassment and discomfort. But as long as we won’t stop and are persistent in practicing English, the fear will soon disappear and the comfort level is surely increasing and we won’t avoid or delete English e-mails when we see them.
2. Train and improve diversity awareness- The diversity awareness is to make us aware of that the variety of skill, view, experience and perspective which arise from difference in race, gender, culture, religion, and other characteristics, exists in our daily life. It’s important to know that a successful individual and future leaders have to be actively promoting community, comfort with difference and know how to respect, motivate, value and manage diverseworkforce and how to build a successful life and career through diversity practice.
Please forward this blog of improving English skill and diversity awareness to your friends, colleges and family members. So we can all make continued improvement and prepare us for the better and brighter tomorrow.
Thank you,
Monday, February 15, 2010
The Best of Taiwan yet to come
The Best of Taiwan yet to come – blog from Steve Hwang
Recently, as I talked to my wife, family, friends and colleagues of Taiwan current affairs – from economy, education, social value, political conflict, and many others, I feel confused and sad, as you might, of what Taiwan has become as a country to have 5-6% unemployment rate, highest suicide rate, lowest birth rate, lowest economic growth rate among 4 Asian Tigers, and one of worst social, political environment and education system.
Taiwan once had been regarded as an economical, educational and political miracle reflecting how well all of the functions and people work together and shared standards of hardworking, dedication, commitment and excellence for the incredible success.
Someone recently mentioned to me that Taiwan has done poorly economically and politically for the past 10 years because of its lack of focus and inability to work well as a cohesive, cross-political parties team.
But will Taiwan continue the same course, dip further into the hole and lower the performance bar even more? Or Will Taiwan unhappy with the situation, reinvent itself and accelerate performance to next level, like the years when we were achieving Taiwan miracles.
Here are some thoughts of mine on this topic and I would like to have your comments:
1) In 1987, my wife and I arrived in Salt Lake City to attend University of Utah and pursue my doctoral degree. During the time of my graduated studies, students from China, India, Korea (Graduated students from Taiwan, China, India and Korea made up ~ 80-90% of total with most from Taiwan and China then.
Now there is close to none graduated students from Taiwan in major universities) and professors gave Taiwanese graduated students high praise for excellent academic and research achievements.
Many leaders in the universities, research institutes and industrial management looked for and eagerly wanted to hire Taiwan students when we graduated from master or doctoral programs and decided that we will stay in USA for professional career.
Following the professional career in USA, excellent comments continued to come in from the leaders and management team. They commended that Taiwanese students and employees are intelligent, well educated, dedicated, and accountable.
Once, Taiwan had education system for producing best students, employees and citizens, why Taiwan can’t now?
2) Following my career at Seagate Technology, I was assigned to an off shore high volume production transfer task in Singapore in 1996.
During two years of my assignment in Singapore, Singaporeans were impressed with the political and democratic progress happening in Taiwan. People in Taiwan cast the vote and chose the President for the 1st time in Chinese history and the presidential election went smoothly without any turmoil and contention. No any other country, not even Singapore, reached such memorable milestone in the political system.
After 1996’s president election, Taiwan remains committed to the challenges ahead and continued to focus on improving democratic and political progress. They know that the democracy is a long and challenged road and that one misstep could switch back to autocratic state.
They were highly motivated and proud to maintain such democratic progress. Eventually, they made happen for a different political party in power after ~ 50 years in power from Kuomintang.
Once, Taiwan was an example of democracy miracle and admired by many leaders, including Deng Xiao-Ping, Lee Kung-Yiao, why Taiwan can’t now?
3) Traveling through the Far East from 1996 – 1999 to now, I’d experienced a drastic change (That is not a good change for Taiwan).
In the summer and fall of 1997 during the period of Asian economic turmoil, I traveled to Singapore, Malaysia, Korea, and Taiwan and experienced the 1st hand of economic impact of Asian economic.
Korean was in deep recession when many major corporate, including Hyundai, Kai and many others, were being bought out or shut the doors. Malaysia was in such bad economic shape with corrupting banking system when you can’t see many people in the airports and resorts with many factories shutting the door and laying off massive employees. Singapore was in relatively good shape as compared to Korea and Malaysia, but the job loss and currency depreciation was significant and most of Singaporean felt the impact of economic recession.
In contrast to these Asian neighbors, Taiwan was still growing strong, showing little impact in economic activity, and had a relatively healthy banking system. When I transited in different airports, I experienced that Chiang Kai- Shih airport, once a leading airport in terms of passengers, accommodations and size in early 80 and 90, becomes an outdated and deserted place as compared to airports in China, Singapore, Korea or even Malaysia.
Once, Taiwan was called the head of 4- Asian Tigers in economic development and was considered a economic miracle, why Taiwan can’t now?
From my experience seeing the Taiwan miracles, the people I’ve talked to and from the inputs I’ve received during many Taiwan trips, the dedication, hardworking, value of family and education, competitiveness and desire to be succeed remain the same as when I was in Taiwan 23 years ago.
We, who call Taiwan as our home country, should feel confident in the future of this wonderful island. We should proud of that Taiwan had accomplished many milestones. We value the land, beauty and will help and respect each other. I believe that the current challenges facing Taiwan is just the road bumps of a wonderful and successful journey. We should be anticipating the greater achievement, better tomorrow and Taiwan to come.
So, if anyone asks you what the future of Taiwan looks like? The answer is “ the best is yet to come”
What do you think? Pease voice yours so people can hear yours. Either Chinese or English writing are welcome.
Steve ( Kuo-Hsing) Hwang 2/16/2010
Recently, as I talked to my wife, family, friends and colleagues of Taiwan current affairs – from economy, education, social value, political conflict, and many others, I feel confused and sad, as you might, of what Taiwan has become as a country to have 5-6% unemployment rate, highest suicide rate, lowest birth rate, lowest economic growth rate among 4 Asian Tigers, and one of worst social, political environment and education system.
Taiwan once had been regarded as an economical, educational and political miracle reflecting how well all of the functions and people work together and shared standards of hardworking, dedication, commitment and excellence for the incredible success.
Someone recently mentioned to me that Taiwan has done poorly economically and politically for the past 10 years because of its lack of focus and inability to work well as a cohesive, cross-political parties team.
But will Taiwan continue the same course, dip further into the hole and lower the performance bar even more? Or Will Taiwan unhappy with the situation, reinvent itself and accelerate performance to next level, like the years when we were achieving Taiwan miracles.
Here are some thoughts of mine on this topic and I would like to have your comments:
1) In 1987, my wife and I arrived in Salt Lake City to attend University of Utah and pursue my doctoral degree. During the time of my graduated studies, students from China, India, Korea (Graduated students from Taiwan, China, India and Korea made up ~ 80-90% of total with most from Taiwan and China then.
Now there is close to none graduated students from Taiwan in major universities) and professors gave Taiwanese graduated students high praise for excellent academic and research achievements.
Many leaders in the universities, research institutes and industrial management looked for and eagerly wanted to hire Taiwan students when we graduated from master or doctoral programs and decided that we will stay in USA for professional career.
Following the professional career in USA, excellent comments continued to come in from the leaders and management team. They commended that Taiwanese students and employees are intelligent, well educated, dedicated, and accountable.
Once, Taiwan had education system for producing best students, employees and citizens, why Taiwan can’t now?
2) Following my career at Seagate Technology, I was assigned to an off shore high volume production transfer task in Singapore in 1996.
During two years of my assignment in Singapore, Singaporeans were impressed with the political and democratic progress happening in Taiwan. People in Taiwan cast the vote and chose the President for the 1st time in Chinese history and the presidential election went smoothly without any turmoil and contention. No any other country, not even Singapore, reached such memorable milestone in the political system.
After 1996’s president election, Taiwan remains committed to the challenges ahead and continued to focus on improving democratic and political progress. They know that the democracy is a long and challenged road and that one misstep could switch back to autocratic state.
They were highly motivated and proud to maintain such democratic progress. Eventually, they made happen for a different political party in power after ~ 50 years in power from Kuomintang.
Once, Taiwan was an example of democracy miracle and admired by many leaders, including Deng Xiao-Ping, Lee Kung-Yiao, why Taiwan can’t now?
3) Traveling through the Far East from 1996 – 1999 to now, I’d experienced a drastic change (That is not a good change for Taiwan).
In the summer and fall of 1997 during the period of Asian economic turmoil, I traveled to Singapore, Malaysia, Korea, and Taiwan and experienced the 1st hand of economic impact of Asian economic.
Korean was in deep recession when many major corporate, including Hyundai, Kai and many others, were being bought out or shut the doors. Malaysia was in such bad economic shape with corrupting banking system when you can’t see many people in the airports and resorts with many factories shutting the door and laying off massive employees. Singapore was in relatively good shape as compared to Korea and Malaysia, but the job loss and currency depreciation was significant and most of Singaporean felt the impact of economic recession.
In contrast to these Asian neighbors, Taiwan was still growing strong, showing little impact in economic activity, and had a relatively healthy banking system. When I transited in different airports, I experienced that Chiang Kai- Shih airport, once a leading airport in terms of passengers, accommodations and size in early 80 and 90, becomes an outdated and deserted place as compared to airports in China, Singapore, Korea or even Malaysia.
Once, Taiwan was called the head of 4- Asian Tigers in economic development and was considered a economic miracle, why Taiwan can’t now?
From my experience seeing the Taiwan miracles, the people I’ve talked to and from the inputs I’ve received during many Taiwan trips, the dedication, hardworking, value of family and education, competitiveness and desire to be succeed remain the same as when I was in Taiwan 23 years ago.
We, who call Taiwan as our home country, should feel confident in the future of this wonderful island. We should proud of that Taiwan had accomplished many milestones. We value the land, beauty and will help and respect each other. I believe that the current challenges facing Taiwan is just the road bumps of a wonderful and successful journey. We should be anticipating the greater achievement, better tomorrow and Taiwan to come.
So, if anyone asks you what the future of Taiwan looks like? The answer is “ the best is yet to come”
What do you think? Pease voice yours so people can hear yours. Either Chinese or English writing are welcome.
Steve ( Kuo-Hsing) Hwang 2/16/2010
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