Hi Tech – MNC, EMC
Where Breakthroughs Happen
Orna Berry, Ph.D.
Corporate Vice President and General Manager for
Israel Center of Excellence
May 2013
Source: State of Israel
Ministry of Industry, Trade & Labor
Strategic Planning
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Uniqueness & Mission
Identity & Vision
Key Strategies
Core Competencies/Strategic Areas
Focus: Continue, Start & Stop Doing
Key Success Measures
Organizational Vision
Organizational Strategy
Israel Hi-Tech Eco-System
Incubators
Government
Support
Experienced 2nd time
entrepreneurs
Defense
Incubators
Computer
Science Students and
Electrical engineering
Availability of
Technical
People &
Management
Expertise
Global
Hi-tech
Companies
Existing
Technology
Infrastructure
Corporate R&D
Immigration
Leading Academic
Institutions & Research
Multi National Corp.
Entrepreneurial culture
Corporate Spin-Offs
Seasoned VC
Community
Israel is in the top 5 Countries of Innovation & Technology
Technology and Innovation are measured according to main metrics – research and
development effort, scientific and research talent, and the level of innovation.
Patents Per Capita
United States takes first place, Israel is 5th
Percentages of Economic Output Countries
Devote to R&D Investment
Israel is in 1st place,
followed by Sweden, Finland, Japan, and Switzerland,
which make up the top five. The U.S. ranks sixth.
* Martin Prosperity Institute, University of Toronto. Oct 2011
Scientific papers per capita
109 per 10,000 people. In the top 5 worldwide.
Number of scientist per 10,000
135 engineers per 10,000 citizens.
In comparison, the United States has 85 per 10,000, 70 in
Japan and 60 in Germany.
Ratio of university degrees per head
24% of Israel's workforce holds university degrees. 12%
hold advanced degrees. Ranking third in the industrial
world, after the United States and Holland
* International Data Corporation (IDC) Israel, Ltd
Israel COE Mission: Why do we exist?
Business-Driven Innovation
from market needs to sellable products
Accelerate EMC’s growth and value to
Accelerate EMC’s growth
and value to its customers,
its customers, by
by leveraging
Israel’sIsrael’s
unique
vanguard
culture and
leveraging
unique
vanguard
“goand
get“go
it”get
spirit
culture
it” spirit
for business-driven
innovation
focused
for business-driven
innovation,
focused
on key market
on key
market
needs and
pioneering
needs
and
pioneering
technologies
technologies
Success Factors:
What have helped us succeed?
Tech start-up mindset
• Creative problem solving, resourcefulness
• “Go get it” spirit – speed to execution
• Stringent focus on quality
Domain expertise mapped to EMC’s strategic
technologies
• Big Data and Analytics • Flash
• Cloud Management
• Security
• Replication
Proven contribution to EMC’s top line
• M&A: Kashya (Recoverpoint), nLayers (Ionix), B-Hive
(VMware), Cyota (RSA), Illuminator…
• Customer-centric product development
Top talent and university programs
• University collaboration: Ben Gurion, Technion,
Technion
• Talent – existing and new talent, strong team work at
management , CTO Forum and Israel presence with
sales, acticities around innovation
Israel COE:
Businessdriven
Innovation
“Converting
Knowledge to
Money”
EMC Israel's key competencies have been born
from acquisitions
In Israel, all but Flash and Green Plum
activities started through M&As
1991
EMC starts operation
in Israel
1996
EMC Israel’s Sales
Operation is formally
established
1997
EMC established its
R&D center in
Kibbutz Nirim
2006
EMC Israel
development center
is established
2007
2011
EIDC and RSA
consolidate to the
new Israel COE in
Herzeliya
EMC established
Beer-Sheva site
2012
Our Domain of Expertise
Flash
Big Data
• Flash in the
server
(VFcache)
• Productization
of analytics
components
• All flash array
(XtremIO)
• Security Data
Sciences
• Flash vision for
files
• Data Science
activities PoC in
various verticals
High availability
Security
• Replication
everywhere
• Cyber security
• Virtual
replication
• Mobile security
• Cloud edition infrastructure &
service
• From block to
file to object
• Cloud security
• Fraud
• Risk Based
Security
/authentication
Management
Cloud
• Cloud Based
Authentication
• Cloud Based
Replication
• Migration in
Hybrid Cloud
Israel COE Strategy:
How we will accomplish our mission?
Key Strategies
Combination of
creativity and quality,
fast delivery
Internal Innovation Development
1
External Innovation Integration
Via M&A and Equity Investments
2
Leveraging Academia
3
Key domain expertise
mapped to EMC’s strategic
technologies
Proven contribution to
EMC & RSA top line
Top talent and
university programs
Key Success Measures:
How will we know we have succeeded?
Results Measures
•Return on Innovation
(ROI²)
•Freshness Index:
Revenue from products
launched in the past 3
years/total annual revenue
•Over-exceed BUs
targets
•Areas of expertise –
corp. leadership
Process Measures
•Number and type of
ideas in the pipeline
•budget dedicated to
innovation
•# of ideas submitted
in the past x months
•# of patent
submissions
•% of executives time
spent on innovation
Organizational Vision (developed by 2
nd
tier COE managers)
COE is full of positive energy, aimed at excellence, business-driven innovation and constructive
competition.
Teams combine talents who are innovative, willing to take calculated risks and comfortable working in
ambiguity and experimentation, together with talents who are pragmatic and devoted to
execution and quality delivery.
People work in a flexible team structure, allowing them to move from one team to another when
required and interested.
Many forums and networks foster cross-pollination of ideas. Rewards & recognition plans are also
team-based to encourage cooperation and collaboration.
Internal and external networks bring many business-driven and innovative ideas. We use the wisdom
of these networks to select the best ideas. Once an idea makes it into the pipeline, we have fast
decision-making processes to ensure fast development and delivery.
We celebrate successes and turn our failures into learning experiences.
We invest in developing people knowledge and skills at all levels, with a particular focus on innovation
competencies and tools.
Universities are seeking our cooperation and joint projects are monetized.
People at the COE are happy, interested in what they do and having fun doing it. They bring their
friends to work with them and we have become an employer of choice in Israel.
We have a strong reputation within EMC for our speedy response to important business needs and
gaps, thereby accelerating EMC’s revenues and profitability.
Israel COE Organizational Vision:
How do we organize & manage ourselves for innovation
Future Model
Enablers
Structure allows for business-driven
innovation together with quality delivery
& efficient operations
New positions: CTO, PMO, BA
Integrated G&A functions & BS
Budget
Leadership
Mandate
Hire and develop talent, ABD Innovation into the
leadership agenda, remove barriers to innovation,
focus on quality delivery
Role Modeling
Accountability & Authority
Innovation Budget
Key Processes
Understand Business Needs/Gaps, leverage IL
innovation to EMC $ scale, increase speed, develop
metrics & a review mechanism
Exposure & Engagement
Process, Metrics, Mechanisms
Authority, Ownership, Budget
ABD Innovation and quality delivery mindset,
inclusive sense of belongingness,
branding and community relations
Culture strategy and champions
Employment branding strategy
Networking
Effectiveness & Innovation measures
Mechanism for review and closing gaps
Aligning rewards with performance
Commitment to goals & metrics
Information Availability
Rewards budget
Organizational
Structure
Mindset & Skills
Incentives &
Metrics
The Role of the COE Management Team
(developed by the COE management team on August 31st, 2011 with Dr. Orit Menkes)
Strategize &
Evangelize
Set, communicate & evangelize strategy
Implement
Efficiently
Manage execution; Enable consistent & productive performance
Develop
Eco-System
Develop eco-system of internal and external productive relationships
Promote
Brand
Promote local product & employment brand of EMC/RSA
Unite & Inspire
Create “one team” spirit to drive innovation