2024半导体制造：全球思维本土布局半导体回岸生产的领先实践（英文版）-埃森哲

SemiconductorManufacturing:Thinkglobally,buildlocally

Tableofcontents

01

ExecutiveSummary

02

Evolutionofthesemiconductor

manufacturinglandscape

03

Stepstoacceleratesuccessful

fabbuildandoperations

04

Conclusion

05

References

SemiconductorManufacturing:Thinkglobally,buildlocally2

ExecutiveSummary

Manyhightechcompaniesareracingtobuildand/oraugmentonshore

semiconductorfabricationplants(“fabs”).Withthepandemic-drivenchipshortagestilltopofmindandnow-decliningdemandexpectedtoreboundsharplyincomingyears,theywanttobeready.

Butthesemiconductorbusinessiscomplexandchallengesthatrange

fromaddressingtalentshortagestonavigatingthenuancesoflong-term,strategicplanningprocessesrepresentconsiderablehurdles.Fourstepscanbettertheirchancesofclearingthesehurdlesandensuringthatthechangingfaceoftheindustryispreparedforwhateverthefutureholds.Thisreportdiscussesthesestepsindetail,sharingexecutiveinsightsandcasestudiesthatilluminatebothchallengesandleadingpractices.

SemiconductorManufacturing:Thinkglobally,buildlocally3

Evolutionofthesemiconductormanufacturinglandscape

Evolutionofthesemiconductormanufacturinglandscape

Currentinvestmentsinneworexpandedsemiconductorfabsrepresentamassivebetontheindustry’sfuture.

Consider:Therearemorethan60(atthetimeofpublication)announcedneworexpandedfacilitiesacrosstheUnitedStates,11ofwhicharenewor

expandedfabs.1Eachfacilityrepresentsupto$10billioninCapexandgovernmentsupportandtheytargettobeonlinewithinthenextthreeyears.2

Forperspective,theUnitedStates’$52billion

commitmentrepresentsjustasmallportionofthealmosthalfatrilliondollarsingovernmentfundingfornewfabsglobally.3Businessandgovernment

leadersshareanoverarchinggoal:eliminatethe

risksassociatedwithhavingmostoftheworld’s

semiconductorchipsproducedinveryfew

locationsbyonshoringandfriendshoringthese

operations.BasedonAccenture’srecentinterviewswitharangeofindustryleaders,companiesare

highlyoptimisticabouttheirprospects(seeAbouttheResearchfordetails)andexpecttobeready

fortheanticipatedreboundindemandforchipsin2024(SeeFigure1).

Nonetheless,executivesareacutelyawarethat

theyfaceconsiderablechallengesonthepathtosuccess.Theyknowthey’reshoulderinganagendathat,formost,meansmovingwelloutsidetheir

strategiccomfortzones.Andtheyknowthey’re

tryingtoaccomplishsomethinginshortorderthattheindustryhadnaturallydevelopedtoitscurrentstateoverdecades.Thisisn’torganicgrowth.

Executivesareworriedaboutstabilizingsupply

chainsandoperations,handlingunanticipated

challengesandenhancingnationalsecurity.They’reworriedaboutdevelopingstrongcapitalallocationstrategies—balancingshort-termandlong-term

needsthey’reworriedaboutidentifyingand

developingtalentamidanongoingshortage.And

they’reworriedabouttrackingandmeetingevolvinggovernmentfundingrequirements.

“IdohavefearsintheUnitedStatesaboutalotoftheoverheadinbuildingnewfactorieswithenvironmentalandsomeotherrestrictionsthatarejustnon-existentinsomeplacesinAsia.

[That’s]acostdisadvantage,andit’sahardonetoovercome.”

AmkorTechnologyExecutive

SemiconductorManufacturing:Thinkglobally,buildlocally5

Evolutionofthesemiconductormanufacturinglandscape

Figure1:IndustryRevenue$800

Revenue($B)

$700$600$500$400$300$200$100$0

2008

255.1

2009

228.7

2010

301.5

2011

307.8

2012

299.9

2013

315.4

2014

343.0

2015

334.9

2016

345.9

2017

2018

2019

2020

476.2

470.9

421.7

422.3

2021

2022

598.4599.6

2023

534.5

2024*

2025*

2026*

765.1

721.2

624.4

2027*

764.0

Charts/graphicscreatedbyAccenturebasedonGartnerresearch.Gartner®,Source:Market

Share:SemiconductorsbyEndMarket,Worldwidefrom2011to2022andSemiconductorsandElectronicsForecastDatabase,Worldwide,3Q23UpdateforForecastNumbers(2023to2027).Figuresareglobalandincludeallindustrysubsegments.Revenueissourcedfromeachforecastandplottedasneeded.

GARTNERisaregisteredtrademarkandservicemarkofGartner,Inc.and/oritsaffiliatesintheU.S.andinternationallyandisusedhereinwithpermission.Allrightsreserved

Copyright©2023Accenture.Allrightsreserved.

Figure1:

Historically,semiconductorrevenueshavebeencloselylinkedtomarket-drivenevents,suchtheDBubble,theGreatRecessionand

Covid-19pandemic.Specifically,ouranalysisofindustryrevenueshowsarevenuedeclinewhenthesekindsofeventsoccur,followedbyarebound

thefollowingyear.Whilerevenueisforecastedtodeclinein2023in

lightofuncertaineconomicconditions,itisexpectedtogrow18.5%in2024(atthetimeofpublication).4

“Governmentsandvariousregionstryto

haveacertainindependencefromaglobalperspective.There’salotofpublicmoneydrivingtheinvestmentintomanufacturingsitesandfabsandifyousumitup,thereispotentiallythehighestinvestmentintofabseverinthesemiconductorindustry.”

IndustryExecutive

SemiconductorManufacturing:Thinkglobally,buildlocally6

Evolutionofthesemiconductormanufacturinglandscape

Fourstepstonavigatethecurrentlandscape.

Theseconcernsarevalid.InJuly2023,TSMC

announcedadelayinstartingtheproductionof4nmchipsatitsPhoenixfacility,which

theybeganconstructingin2021.Thefab,whichwasexpectedtocomeonlinein2024,isnow

scheduledtoopenin2025duetoalackofskilledworkerswiththenecessaryexpertisetoinstalltheequipmentcorrectly.

Asofthiswriting,TSMChadrespondedrapidlytothechallengewithplanstobringmorethan500workersfromTaiwantotrainlocalemployees.5

Thegoodnewsisthattheoutlinesofleadingpracticeareemerging.Basedoninputfromthe

executivesweinterviewed,ourclientexperiences,industryexpertiseandongoingquantitative

research,Accenturehasidentifiedfourstepsthatcompaniescantaketobettertheirchancesof

successastheyacceleratetheireffortstobuildandoperateonshorefabs.

4stepstonavigatethecurrentlandscape:

1.Createaninternalcapabilitytoengageinpublic-privatepartnerships(PPP)

2.Rethinktalentstrategies

3.Becomeradicallyproactiveaboutsecurityandemergingtechnologies

4.Re-assessROIexpectations.

Therestofthisreportfocusesoneachstepinturn.

SemiconductorManufacturing:Thinkglobally,buildlocally7

Stepstoacceleratesuccessfulfabbuildandoperations

Becomeradically

proactiveabout

securityandemergingtechnologies

Re-assesROIexpectations

Createaninternal

capabilitytoengageinPPP

Rethinktalentstrategies

Step1|CreateaninternalcapabilitytoengageinPPP

Globally,asnoted,governments

areemergingasprolificand

engagedinvestorsinonshorechip

manufacturing.Asoneindustryexecutiveputit:“It’sintheinterestofthegovernment[toinvest

heavily]becausealotoftheactivitythattakes

place,notjustfromacommercepointofview,butalsofromthedefensepointofview,isgoingtobehighlydependentonthesemiconductorcapabilitiesofthecountry.”

Thechallengeforcompanyleadersishowto

securesomeofthisgovernmentfunding.Reducedtoitsessentials,thisisarace—albeitaracewith

guardrails—forfunding.AnAnalogDevicesDirectorofProductMarketingnoted:“It’shardtoinvestinthemanufacturingspace.Butsincethegovernmentiscoveringalotoftheexpenses,it’slikemoneyonthetable.Ifyoudon’ttakeitnow,youwillnevertakeit.Youwon’thaveachance.Othercompetitorswill

takeitbeforeyoudo.”

Theyalsoneedtobeabletodeploythefundingtheyreceive.Allofourrespondentsobserved

thefederalgovernment’sroleinfabdevelopment.

Ourrecentresearchfoundthat45%ofglobalhightechexecutivessaidincentivesfromagovernmentprogramwereafactorintheirreshoring/relocationplans,thoughitwasn’tthedecidingfactor.6

Regardless,hightechcompaniesareprioritizing

investmentintheUnitedStatesandCanadaat34%,and28%aresecondarilyprioritizinginvestmentsinthesameregionoverthenextthreeyears.Wealsofound35%areprioritizinginvestmentsinIndiaand

30%areprioritizinginvestmentsinWesternEuropeduringthistimeperiod.7

Beyondthefederalgovernment,statesareacutely

awareofenvironmentalimplicationsfortheirregions,thenatureofthejobscreated,thetypeofeducationneededandtheassociatedand(preferablyintegratedopportunities)forcommunityimprovement

andadvancement.They’retailoringtheirown

requirementsbasedonfactorslikeenvironmentalstandards,investmentsandjobavailability.

Asaresult,anindustryexperttoldus,“Thestate

does[playthemostimportantroleindevelopment]becausethey’remostinvestedinsecuringthat

capabilityfortheirregion.”

SemiconductorManufacturing:Thinkglobally,buildlocally9

Step1|CreateaninternalcapabilitytoengageinPPP

HowtocreateaninternalcapabilitytoengageinPPPs

Beproactiveaboutengagingwith

localandfederalgovernmentofficials,

withaneyetowardensuringthat

thecompany’sunderstandingofthe

regulationsdate.

meetings

Prepare

inadvancethegrant

createIfa

teach

creatingata

laterandthey’ll

team

understandinghavethe

adapt

Articulatefor

Elevate

highlightingin

deeperFor

engagement,

governmentevolve

providers,thesector

theirroleprojects

move

highlighted

Conductongoingresearchand

analysisonleadingpracticesforPPPs

Developanunderstandingofholisitc

socialinfrastructure(e.g.,childcare,

educationalpathways)designedto

organizationswell-staffedwithpeoplewhohavetheexpertiseneededinthe

momentandcanmeetrapidlyunfoldingdeadlinesandhandlerequests.

Fosternewpartnershipstocreate

cross-industryconsortiums.Leverageexistinginfrastructureandongoing

efforts(e.g.,NASA,NIST)andcommittoengagingwithacross-industry

consortiumtoimprovecollaborationandfosterinnovation.

Q

.

andjobs,keep

R&D

andrequirementsisuptoTaketheleadinschedulingthese

andsettingtheiragendas.

theprocessesandpoliciestopursueandmanage

process.Theideaisto

astructurethatenablesspeed.

companyhastoformateamandthemthenecessaryrulesfor

agrantproposal,they’llstartdisadvantage.Iftheruleschange

theylackastrongfoundation,struggle.Ontheflipside,if

membersareconfidentintheir

oftherequirementsand necessaryexperience,they’llmoreeffectively.

andsocializeclearrolesstakeholdersandbeneficiaries.

ecosystempartnershipsby

theuniqueroleeachplays

developingnewfabsandfosteringengagementwithstakeholders.

example,withnewmessagingandacompanycanhelptheirpartners(stateandlocal)

fromsimplybeingfinancing

tobecomingstewardsof

.Companiescanhighlight

innationalsecuritywiththese

.Together,theecosystemcan

forwardwithpurposeandmissionfromtheoutset.

SemiconductorManufacturing:Thinkglobally,buildlocally10

SemiconductorManufacturing:Thinkglobally,buildlocally11

Step1|CreateaninternalcapabilitytoengageinPPP

IndustryExample

TheTexasInstituteforElectronics(TIE)isaPPPsponsoredbytheUniversityofTexasatAustin.Thispartnershipconvenespublic

entities,semiconductorcompanies,defenseelectronicscompanies,nationallabsandacademicinstitutionstostrengthenthenation’s

leadershipinadvancedpackaging.OneofitsprimarymissionsistoleadtheindustrystakeholdersinrethinkingthetalentstrategyandSTEMeducation.Additionally,TIEiscollaboratingwithitspartnerstodevelopandimplementsemiconductorworkforcedevelopment

strategies.Recently,TheUniversityofTexasatAustinhasbeenawarded$440MinfundingfromstateofTexastobuildfabs.8

Stepstoacceleratesuccessfulfabbuildandoperations

Rethinktalentstrategies

Createaninternal

capabilitytoengageinPPP

Re-assesROIexpectations

Becomeradically

proactiveabout

securityandemergingtechnologies

Step2|Rethinktalentstrategies

IntheUSin2019,lessthanathird(28%)ofSTEM-educatedworkerswereworkinginaSTEMjob.9

Ameaningfulincreaseinthenumberofemployed

STEMworkerscouldbepluggedintothe

semiconductorworkforce.Yetthisindustry,likemanyothers,facesasignificanttalentshortage.

Ourinterviewsindicatethatcompaniesbelievetheirorganizationswillfindandattractthe

individualstheyneedwithinthistalentpool—peoplewhoarepreparedandwillingtohandlethespecializedtasksassociatedwithchip

manufacturing.Makingithappen,though,requiresinterventionbytheindustry.

Specifically,hiringmanagersneedtothinkboldly

tocreateacompellingvaluepropositionandact

urgently—engagingleadersfromwithinandbeyondthecompany—todeliver.

Inpart,thismeanspromotingtheindustryanewtoraiseawarenessofonshoregrowth.Companiesmustintensifytheireffortstohighlightsemiconductor

careerpathwaystootherengineeringsectors.Theyneedtothinkmorebroadlyaboutwhatthe“right”talentprofileisandhowandwheretoattractanddeveloptalent.The“right”profilehistoricallylookedforSTEMtalentonly.Today,theindustryismore

welcomingforhighschoolgraduates,apprenticesandnon-STEMgraduatestofillgapswithpropertraining.Bottomline,itmeansreinventingthe

industry’stalentstrategy,companybycompany.

SemiconductorManufacturing:Thinkglobally,buildlocally13

Step2|Rethinktalentstrategies

Howtorethinktalentstrategies

awarenessoftheindustrybeyond

traditionaltalentsourcesandattract

employeesfromdifferentbackgrounds,locations,racesandgenders—and

disciplinesbeyondelectricalengineering.Improvingdiversityandrepresentation

inleadershipiskeytothiseffortaswell.Theyshouldleveragefederalfunds

andactivatePPPstoextendintothe

workforceandsupporteffortstorecruit,retainandidentifyvarioustalentas

governmentagenciesplacearenewedfocusonthiseffort.12

Increaseeffortstoattract,include,

developandretainavariedworkforce.

Developformaloutreachprogramsfromurbantoruralregions.Therecruiting

processesneedtobeincreasinglyaccessibleandinclusivetoraise

Identifyandofferstepsforbuilding

newskillsorgrowingskills.Allow

existingemployeestodevelopskillsthatareindemandandenablethemtomoveacrossfunctions.Only34%ofworkers

A

“NowIthinkalotofpeoplearenotonly

lookingintotechnologicalchallenges,they

arealsolookingforpurpose,andtoworkinanenvironmentthatmakessensetothem…you’recompetingwithsoftwarecompaniesthat

allowworkfromhomeflexibility,butyouneedcontroltestersandpeopletooperatedifferenttypesofmachines.Youneedtoofferlong-termincentiveplansanddefinerolesasdevelopingforthefuture.”

IndustryExecutive

areveryconfidentthattheirskillswill

beofuseandvalue3-5yearsfrom

now,soleadersshouldhelpemployeesunderstandwhyitmattersandconvincethemthattheeffortisworthit.10Thereisahighlikelihoodoftransferability

betweenengineeringtalentand

connectedtechnologieswhichcan

uncovermissedtalentpoolsandcloseskillgaps.

Embraceemergingtechnologies

includingAI.Automatetaskswhere

possibleandfocusonfillingmore

strategicandtime-insensitiveroles.Ourrecenthightechexecutivesurveyfoundthat56%ofrespondentsareplanning

toinvestinartificialintelligenceand

machinelearning-basedmanufacturingfordigitaltechnologies.11Thestrategy

entailsmorethanautomatingtocreateoperationalefficiencies.It’salsofocusedonattractingtherighttalenttoleverageemergingtechnologiestorunfabsas

efficientlyaspossible.

SemiconductorManufacturing:Thinkglobally,buildlocally14

Step2|Rethinktalentstrategies

IndustryExample

Intel’sambitionstocreatea“SiliconHeartland”inOhioincludemorethanitsplannedcutting-edgefabs.Thecompanypledged$50milliontosupport80higher-educationinstitutionstotraintomorrow’s

workforceandprovideinternships,guidanceandresearch

opportunities.Ithasalsopositioneditselfasaprimarydriver,partnerandresourcetocollaboratewiththehighereducationsystemto

refineitsofferingstoproducetheworkforceitneedsinthestate.Forexample,Intelaskeduniversitiestoprovidehands-onclean-room

experiencetocommunitycollegestudentstogaintheskillstheyneedtosupporttheindustry’sgrowth.13ThecompanyalsoawardedOhioUniversityagranttoleadamulti-universityeffortaimedatgrowingaSTEM-focusedworkforcetofueltheadvancedmanufacturingsectorinOhio.14

SemiconductorManufacturing:Thinkglobally,buildlocally15

SemiconductorManufacturing:Thinkglobally,buildlocally16

Step2|Rethinktalentstrategies

Industryexample

GlobalFoundriesoffers“returnships”tohelpexperiencedwomenandveteransreturntotheworkforceandhasaManufacturing

TechnicianApprenticeshipProgramtobuildaworkforcepipeline.15ThecompanyispartoftheSTEMReentryTaskForce,analliancegearedtowardtechnicalorengineeringprofessionalwomenwhoareseekingtoresumetheircareers.16Anothergoalistosupport

andreskillthenumberoftechnicalwomenacrossvariousfields.AccenturehaspartneredwiththeGlobalSemiconductorAlliancetostudythistopicindepthandoffersolutions.17

Stepstoacceleratesuccessfulfabbuildandoperations

Becomeradicallyproactiveabout

Createaninternal

capabilitytoengageinPPP

Rethinktalentstrategies

securityandemergingtechnologies

Re-assesROIexpectations

Step3|Becomeradicallyproactiveaboutsecurityandemergingtechnologies

Conceptssuchassecurity—specificallydatasecurityasitrelatestoemerging

technologiesandsupplychain

protection—wereconsistentthemesweheard,withgoodreason.Asan

industryexecutivetoldus:“Onascaleof1to10,

theimportanceofsecurityisa10.Maybeeven11!

It’saboutdesignhousessecuringtheIP,facilities

securingthemanufacturingprocessandsecuringthesoftwaretoavoidthreatsthatcanpotentially

shutdownafab.”Thissecurityelementbecomes

increasinglyimportantastheecosystemexpandsandasthenumberofplayersinvolvedinbringingasemiconductorsolutiontomarketincreases.Eachconnection,newcustomer,supplierandsourceofdatabecomesanewsecurityvector.Whilesecurityisoftheutmostimportanceforafacility,emergingtechnologies(metaverse,AI,GenAI,etc.)can

improvetheefficiencyofhightechmanufacturingoperationsandmakelifeeasierfortheemployees.

Wealsonotedanemphasisonlearningaboutand

adoptingadvancedtechnologiesandcapabilitiesin

thesemiconductorindustrytoimproveinputs(suchasthecleanroom)andoutputs(suchastheyield).

Mostoftheexecutiveswespokewithwereparticularlyfocusedonthemetaverseandpotentialforthe

technologiestoimproveoperationsexponentially,

tothepointoftransformation.However,withnew

emergingtechnologies,thepotentialsurfaceareaforsecurityattacksalsoincreases.

Asoneindustryexecutivesaid,“Artificialintelligenceisoneofthoseaccelerators,ifyouunderstand

howtorunanAIsystem,youcangainasystem

understandinginaveryfasttime.Thatenablesyoutoprovideworldclasssystemswithouthavingallthishistoryofsystemunderstanding.”

BrandonGoodyear,VicePresident,CFOAcceleratedComputingandGraphicsatIntelsaid:“Thanksto

thevirtualrealitycapabilitieswithinourfab,our

employeescanmonitorfaboperationsfromthe

RemoteOperationsCenter(ROC),ratherthanfromwithinthefab.ThishelpsIntelminimizedisruption

inmanufacturingandsustaincriticaloperations

throughoutourglobalnetworkoffabs.Having

remoteoperationscapabilitiesisnotanicetohave—it’sarequirement.Notonlydoesitensurebusinesscontinuity,itincreasesoperationalefficiencyand

allowsustomitigatequalityrisk(e.g.,reducingnumberofcontaminants).”

SemiconductorManufacturing:Thinkglobally,buildlocally18

Step3|Becomeradicallyproactiveaboutsecurityandemergingtechnologies

Howtobecomeradicallyproactiveabout

securityandemergingtechnologies

formal,

atallexceptions.

in

technologiesearly

allocates

Oneoftools

partners’

18

.

andResearch’s

advanced

Semiverse™benefited

hope

“Metaverseismakinganimpactonthe

innovationside.Ifyoulookatartificial

intelligenceandmetaverseit’sbecominga

requiredtechnologytocutthecostandspeedupdesigncycles.Theseareessentialdemandsforthefutureandmetaverseisthekeytoit.”

IndustryExecutive

“Securityofalltypes,fromaccesstodatato

data-sharingisatoppriorityforus,ourpartnersandourcustomers.Soaswethinkabout

increasingglobalreality(e.g.,metaverse),soincreasestherequirementforrobustsecurity

IntelExecutive

”

.

Ensurethatthecompany’sapproachtosecuritypermeatestheentire

organization.Codifythecompany’sapproachtosecurity.Articulateandformalizerolesandresponsibilitiespertainingtosecurity.Establish

required,regulartrainingforpeoplelevelsofthecompany,withno

Designandbuildfabswithsecuritymind.Identifythetoolsand

neededtosecuredata,technology

infrastructureandarchitectureas

aspossible.TheUnitedStatesState

Department’sInternationalTechnology

SecurityandInnovationFund

$500milliontoexploreandsecuresemiconductormanufacturing.

itsgoalsistoprovidecybersecurityandservicestobolsterindustry

cybersecuritydefensecapabilities

Developandhonetheabilityto

operateremotelybyleveragingtheMetaverse.TheUnitedStatesandIndiangovernmentsrecentlyestablishedastrategicpartnershipaspartoftheinitiativeonCriticalEmergingTechnology.19Lam

Semiverse™Solutionsportfolioisacriticalcomponentinthiseffort,trainingupto60,000engineeringstudentsinsomeofthemost

nanotechnologiesandexperimenting

withvolatilechemistries.The

Solutionsportfoliohasalready

usersintheUnitedStateswiththeofreplicatingthesameinIndia.20

SemiconductorManufacturing:Thinkglobally,buildlocally19

Step3|Becomeradicallyproactiveaboutsecurityandemergingtechnologies

IndustryExample

Demonstratingeffectivesecuritypracticesisdifficult;the“proof”

ofsolidsecurityisthelackofabreach.Therefore,it’sdifficultto

showcaseanexampleofleadingpractices.Whatwedoknowisthatsecuritymattersenormously,notonlyasitpertainstoprotecting

thecompanyfromexternalthreats,butalsofromattacksonits

partners.TSMC’ssecuritywasputtothetestandexcelledagainstacybersecurityattack,asreportedinJune2023,thatstemmed

fromoneofitsIThardwaresuppliersbutdidnotcompromisetheirbusinessoperationsorcustomerinformation.21

Basedonourexperiencewithcompaniesinthesemiconductor

industryandbeyond,wecanpointtopracticesthatwebelievegivecompaniesanadvantageinsecuringoperations.Forexample,somecompanieshavebeenleveragingmetaversetechnologiestoplanin3Denvironments,experimentingwithspecificlayoutrequirementstoavoidcostlyandsometimesirreversibleplanningerrors.Theyalsousemetaversetechnologiestoanimatemanufacturingoperations;

adigitaltwinoftheentirefacilitybuiltinthemultiverseenableseasyaccessfromremotelocations.Accentureusesalayout

planningplatformthatprovidesdifferentusecasesincludingvirtualcollaboration,detailedvalidationofworkflowsandtheabilityto

createlearningmodulesforplanttraining.

SemiconductorManufacturing:Thinkglobally,buildlocally20

Stepstoacceleratesuccessfulfabbuildandoperations

Re-assessROIexpectations

Createaninternal

capabilitytoengageinPPP

Rethinktalentstrategies

Becomeradically

proactiveabout

security&emergingtechnologies

Step4|Re-assessROIexpectations

Thetimeframefromplanningto

launchcontinuestotightenasnewtalent,changemanagementandnewpartnersaddprojectcomplexity.Thesefactorsdecreaseavailabletime,increaseprojectedcostsandimpactprojectedROI.

Managingcostswhileoptimizingprofitability

emergedasrecurringthemesinourinterviews

withindustryexecutives.Inthi