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The project will be one of the largest foreign investments in U. Reliable utilities are front of mind for Samsung executives after their North Austin chipmaking plant — in operation since — was shut down for more than a month earlier this year by a winter storm. Samsung has kept largely silent about the massive economic blow during the February storm and how it could shape its decision. As we have shared, it is one of many variables in the selection process.
Gravell said access to water was one of the hurdles local leaders had to clear the last few months as they courted Samsung. We knew that we had to be innovative and creative. Gravell said the county brought together Samsung and Epcor, which hashed out an agreement to funnel millions of gallons of water into Williamson County from adjacent Milam County. Epcor will also provide wastewater services. So, suddenly, Williamson County will have an alternative water source here, not just for this facility if they land here, but for our residents for generations to come.
The incentives that Williamson County Commissioners and Taylor City Council approved earlier this month to lure the massive project to Taylor mentioned the water and wastewater agreements, though no specific details were included.
Representatives of Epcor declined to comment for this article. Once the location of the potential Samsung site outside Taylor was revealed, it seemed clear Samsung would be on Oncor's power grid.
Dallas-based Oncor operates differently than municipally owned Austin Energy. As part of its investment in developing an organization-wide design capability, Samsung brought in faculty members from a well-known art college and created three training programs. One program trained in-house designers, taking them away from their jobs for as long as two years. The other two were a college and graduate-level school and an internship program. Lee made the programs a personal priority, which prevented them from being derailed by the objections of business and design executives who were furious about losing their designers for so long.
Numerous Samsung executives now agree that dependence on outside expertise would have done long-term damage. Developing in-house expertise, while laborious, created a group of designers who take a holistic view.
It seems doubtful that any group of outside designers, no matter how brilliant, would have been able to do that—even with support from the chairman.
In large companies, the process of innovation is long and tortuous. Kang Yun-Je, a senior vice president and the creative director of Samsung TV, says that nondesign functions typically think they can make good profits simply by using existing technology to make existing products a bit better and a bit faster.
Even in a company that embraces design principles, the reality is that designers must take steps to ensure that their ideas prevail as originally conceived. To do this they need to consistently empathize with decision makers from other functions throughout the process. It was the first flip-cover mobile phone to have no external antenna. He also studied different types of paints that would enhance signal reception. The engineers were won over, and the phone ultimately sold 10 million units.
Design must also win the support of suppliers. If parts makers are unwilling to collaborate, no new design, no matter how compelling it may be, can survive.
For example, when Samsung was working on its One Design flat-panel television, it faced strong resistance from its LCD panel supplier, which was accustomed to providing panels with inner covers to protect the components. TV manufacturers would add an external cover, which typically resulted in a thick profile for the final product. The cost saving was shared with the supplier, and Samsung got its coverless panels. Designers, by contrast, are trained to break from the past.
But if they want to persuade decision makers to take a chance on their radical visions of the future, they need to adopt a managerial mindset. Visualization is a powerful tool for bridging the two ways of thinking and getting skeptics to support new ideas. The development of the Galaxy Note provides a case in point.
Soon after Samsung Electronics introduced its Galaxy S smartphone and Galaxy Tab tablet, some members of its design team noticed an unmet need in the market: In Korea and Japan many knowledge workers had a habit of jotting down notes and keep their schedules in wallet-size pocket diaries, for which neither the four-inch phone nor the nine-inch tablet provided a good substitute.
Realizing that a whole new platform was needed, the design group developed the concept of a smart diary that featured a pen interface and a five-and-a-half-inch screen. When the designers introduced the concept to management, fierce debate about the screen size ensued. At the time, the marketers firmly believed that no mobile phone should be larger than five inches. Even after the designers produced mock-ups, managers worried that users would not accept such a large smartphone.
The mock-up looked more like a pocket diary, and those present at the design review realized that when it was thought of in that way, the new phone did not look so big. This shift in perception allowed Samsung to create the phablet category, which led to the highly successful Galaxy Note series. The company now uses the smart-cover concept for the smaller Galaxy S series as well. In some cases Samsung designers experiment and refine their ideas in the marketplace and use the market data to build support.
This grew out of an initiative to question the very definition of a television. In other words, much of the time they are pieces of furniture. As such, the designers felt, sets should be visually stunning.
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