Introduction: President of Japan Display Corporation. Born in 1951 in Fukuoka Prefecture. Graduated from the Saga University Faculty of Science and Technology. Previously worked in the production of resistors into industrial companies. In 1980, he entered Texas Instruments (TI) in Japan, where he worked as a factory manager. Into Sony in 1998, he directed the construction of image processing semiconductor production lines.
Shuichi Otsuka: President of Japan Display Corporation. Born in 1951 in Fukuoka Prefecture. Graduated from the Saga University Faculty of Science and Technology. Previously worked in the production of resistors into industrial companies. In 1980, he entered Texas Instruments (TI) in Japan, where he worked as a factory manager. Into Sony in 1998, he directed the construction of image processing semiconductor production lines. In 2002, he entered Elpida Memory. In 2004, he began to serve as COO under President Yukio Sakamoto. In 2012 took office. The motto is "strength-based" and “breakdown."
Q: Japan Display Corporation has been established for nearly a year. It is not easy to have the "Nissei Martial League" formed by merging the small and medium-sized LCD panel business of Sony, Dongzhi, and Hitachi Ltd. into a single rope. How do you feel?
A: The integration process is not as difficult as everyone imagines. The key lies in whether you can find a way to victory. As long as you understand your strengths and clarify your own strengths and work on this basis, there will be no objection.
Q: You once held a senior management position at Elpida Storage. Is it not unexpected that the Japanese industry innovation agency that has led the merger has invited you to serve as president?
A: Not surprisingly. About a year before the three companies formally started negotiations, someone once told me that the president of the new company had my name choosed. However, I did not intend to accept it at the time. I really think that in the unpredictable semiconductor industry has been working so hard for a long time, "Why are you still tired of this now?"
To be honest, I was even skeptical about the success of the negotiations among the three companies. Because I have decided to withdraw from Erbida’s operations from the shareholders’ meeting in June 2011. From about February of that year, I have barely made appearances to the company and started looking for retirement accommodation around the hometown. After buying a new house in April 2011, he moved to Fukuoka Prefecture in August.
Q: That means one foot has stepped into retirement?
Answer: Yes. Because the negotiation of the three companies could not see the result at the last moment. The negotiation process began to accelerate in the early spring of 2011, and the basic agreement was reached at the end of August 2011. From this time on, I began to attend the meeting as an observer and gradually resonated with the enthusiasm of all parties to invest in business integration.
Even if I am president, I cannot be 10 or 20 years. Therefore, I made up my mind to take a quick fix and took over this task. But today, it is still hard to say whether it can be quick or not.
Q: Why do you think that Japan's industrial innovation agency will choose you?
A: I guess this is because the typical Japanese professional managers cannot lead the merged company to success. Indeed, for those who have only carried out business in a limited organization, it may be too difficult for a company that makes up the electronic giant's subsidiaries to become a truly global company.
After I graduated, I first entered a resistor company, then worked at the global company Texas Instruments Inc., a well-known semiconductor company in the United States. I also served as a senior executive of Sony and participated in the company's regeneration and stocks at Elpida. Listing. Experience is not limited to one company, but it is a multinational company.
With breakthroughs in key moments, the experience of past careers has been recognized, and this brings me to this position. When I moved from TI to Sony, I volunteered for the most difficult job and got the task of setting up a production line for video processing semiconductors used in home consoles.
I completed my mission at the factory in Kagoshima Prefecture and returned to the headquarters two years later, and successfully entered the ranks of senior executives in the semiconductor business. If it is not completed a very difficult job, I am afraid that this "transferring students" can not enter Sony's "eye" of the big companies. What I aim at from the beginning is this result.