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LEADERSHIP

DEVELOPMENT PRACTICES
IN SAMSUNG
HARSHIT GOYAL(BM-015096)
GAURAVI KULKARNI(BM-105092)
HIMANSHU SINGH(BM-105104)
HEMANG KAPUR(BM-015100)

Samsung Introduction
Samsung Electronics commenced its operations in India in December 1995 and is today a leading provider of
Consumer Electronics, IT and Telecom products in the Indian market.
Samsung India is the Regional Headquarters for Samsungs South West Asia operations, which provides
employment to over 45,000 employees with around 11,500 employees being involved in R&D.
Samsung India is a market leader in product categories like LED TVs, Slim TVs and Side by Side Refrigerators. While
it is the second largest mobile handset brand in India, it leads in the smart phone segment in India.
The Companys CSR initiatives such as Samsung Smart Class and Samsung Technical Schools have been recognised
by several reputed organisations, and the Company has won accolades from these proects aimed at giving back to
the society.
Samsung India has won several awards and recognitions for both its corporate initiatives as well as its product
innovations in Audio Visual, Home Appliance, IT and Telecom Product categories.

Education and job training


Samsung Electronics runs R&D center and systematic education
in order to develop future oriented human resource in overall
R&D, Marketing and management sectors
Samsung Electronics focuses on sharpening the expertise of
future-oriented employees in the areas of R&D, marketing,
management, and etc.
Leadership development center carries out a level leadership
training course from manager to executive in order to settle
down world-class corporate culture throughout the company

Basic Aim For Training


Ultimately, Samsung Electronics makes continuous effort
in order to train human resources with creativity,
progressiveness and basic talents so they can understand
and lead new paradigm and will not spare efforts to invest
on human resources as the prior strategy under the
management ideology that we contribute to human society
by creating best products and services based on human
resources and technologies.

Samsung leaders
Dr. Oh-Hyun Kwon was officially appointed Chief
Executive Officer of Samsung Electronics Co. by the
companys Board of Directors on June 8, 2012.
As well as overseeing the company in his role of CEO, the
Vice Chairman continues to lead the Device Solutions
Division of Samsung Electronics, which consists of the
three component businesses: Memory, System LSI and
LED.

Leaders in different roles


Boo-Keun Yoon
President & CEO, Samsung Electronics (2013~Present)
President & Head, Consumer Electronics (2012~Present)
Head, Consumer Electronics Division (2011~2012)
Head, Visual Display Business (2007~2011)
Head, R&D Team, Visual Display Business (2003~2007)

jong-Kyun Shin
President & CEO, Samsung Electronics (2013~Present)
President & Head, IT & Mobile Communications
(2012~Present)
Head, IT & Mobile Communications Division (2011~2012)
Head, Mobile Communications Business (2009~2011)
Head, R&D Team, Mobile Communications Business
(2006~2009)

Research and Development


People
One of Samsung's strongest assets is our team of talented researchers and
engineers. More than a quarter of all Samsung employees42,000 peoplework
everyday in research and development, and we expect that number to surpass
50,000 by 2010.
Organisation
Samsung's R&D organisation has three layers.The Samsung Advanced
Institute of Technology (SAIT), The R&D centres of each business focus on
technology that is expected to deliver the most promising long-term results.
Division product development teams are responsible for commercialising
products scheduled to hit the market within one or two years.

Investment
A critical way that Samsung responds to the highly uncertain business environment and
the increasingly competitive marketplace is through our commitment to R&D Each
year we invest at least 9% of our sales revenue in R&D activities. Samsung is committed
to leading technology standardization and securing intellectual property rights.
Global R&D Network
Innovation is a global enterprise at Samsung. Our research and development network
spans six Samsung centres in Korea and18 more in nineother countries, including
the United States, the United Kingdom, Russia, Israel, India, Japan and China, as well
as other research centres and universities. Closely linked, these centres are tasked with
hiring top-notch local talent, investigating the latest local technology trends, and
bringing to life those technologies that offer the greatest benefits.

8 Leadership Lessons From Apple And Samsung


Apple and Samsung both made major announcements in the past month. iPhone 5S and C, a curved glass Samsung
phone, 64 bit processors, fingerprint privacy control and more.
1.Business is about the platform:

Leadership lesson: Leaders need total focus on business transformation from product to multiple services and revenue
streams built around platform and ecosystems where possible. Its a really durable competitive position to build.
2. Making the big calls still matters:

Leadership lesson: There is still scope for hardware innovation but the commitments are huge, beyond the willingness of
many western business leaders. Bigger investment risks need to come back on the agenda.

3. Design is a commodity:
Leadership lesson:Companies cant afford to overlook great design but nor can
they rely on it. Good leaders will be looking for the next design advantage
integrating service, software, hardware and connection.
4. Charisma is no longer necessary:
Leadership lesson: Innovation is a broadly based skill set, far removed from the
old days when a good product could meet a big marketing budget and win markets.
Its no longer about charisma either but finding more social ways to bring
innovations through to market.
5. Lean is working:
Leadership lesson: The crowd, the customer base or the ecosystem is essential to
your decision making. Best to be explicit about it.
6. Narrow innovation rules:
Leadership lesson: You have to combine the big vision for your company with an
appreciation of all the niches you now need to serve and protect, and a narrow

7. Todays markets demand new decision processes:


Leadership lessons:You cant just delegate decisions, you need new
decision models.
8. Be passionate without over-committing:
Leadership lesson:No amount of passion and commitment should
blind you to pragmatic decisions.