We distribute in 55 of our profit dividend net or 1The leaders in a segment can afford a hypeWe rely on an operational early 2011 startupThe operation should enable him to rise between 1And Facebook proved that his model was strongThere will be no social turn as JeanLouis Borloo wishedAnd 2 of GDP according to the 6 institutesThese figures will appear clearly in the budgetNor let speculation grow without any riskThat of peripheral States reached the summits last weekPassionate Enology, Didier Lamouche particularly appreciates the wines of Côtes du Rhône, and including one of its appellations of headlights, côte-rôtie. Powerful reds, who nevertheless manage to issue in the mouth a remarkable finesse. Fifty-one years, the future CEO of STMicroelectronics, who takes office on January 26 in lieu of Alain Dutheil, is this image: all in nuances. Man "of convictions", who loves "that things done quickly", says he is "anxious"... is acknowledging a natural optimistic. "
First, the son of an officer of the air force took the time to learn before take off. Diploma of the Ecole centrale of Lyon obtained in 1981, followed by a PhD in microelectronics, allow him to integrate the R & D of Philips RTC services. "I want to deepen my knowledge in technology." "The formation of the French engineers is sometimes too general," he said.
If exciting it, work on the gallium arsenium fills not the aspirations of the young man, who wants to see the country and work in the field. He therefore left at IBM, where he will be twenty years, from 1985 to 2005, interspersed with a crossing of two years at Motorola in Toulouse. American pragmatism mark. "In business, they have a unique ability to rebound and know to turn the page when a project does not work." "But at the same time, they are more difficult to anticipate problems," he says before you cite as an example the complete blackout of the State of New York in 2003. This Anglo-Saxon culture will leave more. Did not, upon his arrival in Bull in 2005, with the French group of a slogan called for a large fortune across the Atlantic: "Yes we can"
No never no release
And in fact, human horror of defeatism. At the end of the 1990s, he leads teams of IBM Microelectronics of Corbeil-Essonnes. A site mauled by Asian competition and the direction of Big Blue wants to separate. Convinced of the future of the plant in view of the enormous potential of mobile telephony, he decided to bypass his direct superiors and to meet directly, in New York, semiconductor division patterns. Site "top management" has me for two hours, asking me to make, within 15 days, a proposal on the future Banco: Didier Lamouche proposes to create a joint venture with Siemens, also seeking to reduce its investments in the market. In 1999, Altis Semiconductor was born of the union of IBM and Infineon, Siemens semiconductor ex-division.
This "key stage" will allow the leader to be thrown, in 2003, at the head of global industrial operations for semiconductors, i.e. at a level of responsibility never before achieved by a French. A position in gold that holds it two years later, take the direction of Bull. At the time, this choice calls, given the structural difficulties in which the French computer group is immersed. In addition to the desire to be finally alone at the controls, it is the political dimension of the record which seduced Didier Lamouche. "I am convinced that Europe can keep leading players in new technologies," he insists. Bet won, because he manages to straighten and to diversify the constructor. An experience that should be useful to STMicroelectronics and its President, Carlo Bozzotti.
