From the case study: Building excellence at STMicroelectronics i$.$ highlight the competitive position of STMicroelectronics, using SWOT Analysis

ii$.$ What make Intel strategic position at odd with the two bi$-$polar clusters described in the case?

iii. What are the two factors confronting the founders of Thompson semiconductor and SGS Microelectronics to seek business growth through merger?

iv$.$ What was the major agenda of the STMicroelectronics in post$-$merger year?

v$.$ What are the inherent strategic advantage exploited by the company after the consolidation programme?

vi$.$ What propelled the downsizing policy after the merger?

vii. What triggered the review of STMicroelectronics focus?

viii. Despite STMicroelectronics business ideology been technically driven, why is technological innovation not sufficient on its own?

ix$.$ What is the role of Business Excellence Model$-$BEM?

x$.$ What are the enablers of Business Excellence Model$-$BEM?

xi$.$ Why is it important to drive quality programme from top down, but not by people dictate?

xii. What are the role of corporate change support group in quality management design and implementation?

xiii. What are the likely reasons why changes were not easily accepted by employees at STMicroelectronics?

xiv. What does the narrative of Murray Duffin $$process of pulling down the walls and using the bricks to build bridges imply and How would you describe the narrative in the context of corporate transformation of STMicroelectronics?

xv$.$ What are the rationale for policy deployment adapted by STMicroelectronics?

xvi. What do you understand by the analogy $$a better environment from within$$ and can such strategic intent create competitive advantage for Multinational Corporation?

xvii. What could be the possible reasons for the late adoption of Total Quality Management System by STMicroelectronics