| EMC was founded in 1979 and is now considered the leader in the data storage market." [1] The Massachusetts-based company ranks first in various categories in one of the fastest -growing industries in the world: -
#1 in revenue share of the worldwide disk storage systems market in 2000 -
#1 storage management software supplier -
#1 in overall customer satisfaction by 400 IT professionals polled by InformationWeek -
Revenue in 2000 was $8.8 billion -
Net income was $1.89 billion -
Market capitalization is $146 billion -
Market share was 31% in 2000 EMC's systems are manufactured in the U.S. in Massachusetts and North Carolina, and in Cork, Ireland. Ireland also supports EMC research and development and customer service. Other research and development facilities are located in Israel, Japan, and France, while other customer support centers are located in Australia and Massachusetts. [2] EMC Ireland was established in Cork in 1988, employing 22 people solely for manufacturing purposes and utilizing 47,000 square feet of space. Today, it has grown to about 1,650 employees working in 17 separate departments, occupying 560,000 square feet of space in a 24-acre estate, known as Cork Campus. EMC Cork has been instrumental in elevating the company as a whole to become a major player in the worldwide information storage market. Within 13 years of its initial operation, EMC Cork has evolved from a small company creating traditional manufacturing jobs to a much higher value-added company, based increasingly on information and knowledge. It plays an increasingly vital role in the value chain of its parent company. As with Intel and other MNCs, the success of EMC Cork has been partly based on the Irish government's positive approach toward business development. Ireland offers international companies a stable, profitable, English-speaking base to serve the European market and beyond. EMC Cork also finds a favorable tax environment, generous financial grants, low operating costs, and a productive and flexible work force. Veronica Perdisatt is Vice President of the EMC Cork manufacturing division. She explains the growth of the Irish EMC Corporation, its commitments, and the challenges for a multinational high-technology business. Veronica Perdisatt The challenge of working globally for ever-expanding operations of a multilocation company When EMC went global in 1988 they were a smaller company. The lines of communication were small; everyone knew the goals and the challenges were different. We went from pure manufacturing to 17 separate functions for EMC in Ireland. The challenge is in understanding explicitly the goals of the corporation. In this campus environment, we need to commit to the overall company goals. We cannot tolerate campus conflict. We also became a reserve for other regions , if needed. The days of not working in a collaborative are no longer viable . Functional expansion is easier for EMC in Ireland We have talented labor and do not have to replicate everything. We can expand to additional functional areas quickly because we already know EMC culture. Ireland has also been a great location to minimize corporate tax. We have a friendly character, which makes the Irish easy to work with, particularly for Americans. We are neutral and do not have the antagonisms that some Europeans have with Americans. The IDA has been very supportive for development grants and training. A lot of other regions may not have had the national mechanisms like the IDA. Ireland is less bureaucratic than other regions and the government approach has been consistent across political parties. That stability is a strength for Ireland. The Irish attitude for flexibility to address and solve problems can be communicated in the phrase, "Let's not create pneumonia, if it is just a cold." The Irish fit with a high-tech culture In Ireland, we have always been willing to accept change. An environment of constant change such as in the high-tech industry is an advantage for the Irish. We are not a very structured, formal, hierarchical people, which may characterize the business cultures in Europe. Our culture is approachable. We are also used to getting help or support from external sources. So, multinational companies coming in do not upset us; we welcome them. Advice to other multinationals seeking to do business in Ireland There is a great representation of multinationals here. Multinationals bring their experience with them to Ireland and tend to have local Irish managers. We are learning best practices from each company who comes. The amount of knowledge and cross-fertilization within Ireland has grown phenomenally as a result of this. We have built regional capital with knowledge. But, to succeed, it's important to learn to work the system. | The success story in a region such as Ireland lies in its willingness to be flexible and to work in collaboration with government, education, and industry. The IDA strikes a balance between government structure and entrepreneurial mindset to achieve economic development. From the multinationals' perspective, they learn to work the system and bring experiences with them to Ireland. As a result, there is a phenomenal growth of cross-fertilization of knowledge that moves the region up the value chain. It is evident in a higher proportion of skilled workers and graduates employed, who benefit from experiencing the most advanced technologies that these companies have to offer. |
