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Time: |
Sunday 2.11.2003, 17:00 |
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Place: |
Taub Building room 337-8, Technion |
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Speaker: |
Mr. Aharon Aharon |
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Subject: |
Israeli high-tech: Shall Torah really come out from Zion? |
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 Mr. Aharon Aharon
Today Mr. Aharon is the Chairman of the Board of Discretix Technologies.
Aharon Aharon has more than 20 years experience in the High-Tech industry. Before joining Discretix Technologies he served as CEO of Seabridge, a Siemens company, where he concluded a turnaround and achieved outstanding business results in a downturn industry. Prior to that Aharon was the COO of Zoran (NASDAQ: ZRAN), managing Zoran functions (Sales, Marketing, Engineering, etc) and Offices (USA, Israel, Canada, China, Japan, Taiwan, Korea, Hong Kong). Within that time revenues and profit of Zoran tripled.
Aharon started his professional career at the IBM Research Division in Haifa where he managed the VLSI design center and CAD tools activities.
Aharon holds B.Sc. and M.Sc. degrees from the Technion where his lectures in Digital Systems are now available online for Computer Science and Electrical Engineering students.
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Summary of the meeting:
The TechIA forum was honored to host Dr. Aharon Aharon, who spoke about the Israeli high-tech industry.
Aharon described the need to utilize the advantages we have in Israel, primarily highly skilled R&D technicians
and engineers–while taking into account our lacking business and marketing skills. This need should be
translated into focusing on quality, which is our relative advantage, as opposed to quantity, which traditionally
was not our strongest feature.
Aharon demonstrated how this principal was applied in several successful Israeli companies, such as Zoran and
Seabridge. These companies were also used to demonstrate the importance of developing a specific competence
by building Centers of Competence (COCs). Another desired principle, depicted by Ahron, is choosing a niche
market, where the competition is less furious, as the initial target market, and transforming the product/service
into a mass market commodity in a later stage.
While describing the dangers Israeli managers face, Aharon warned against adopting "the tail wagging the dog"
approach, where management of Israeli companies with subsidiaries and/or branch in target countries, try to
manage the company from their secluded Israeli head office.
In bringing his lecture to a close, Aharon reiterated an important rule -"a company should never neglect the three
key elements of success (in order of importance): ensure that the best team is chosen to lead the company, the
markets for the company's product exist and the technology works."
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