"인도, 중국 출신 CEO는 수십명. 반면 한국인은 0명에 가깝죠"ㅣ한국 고급 인재들이 실리콘밸리에서 리더가 되기 힘든 진짜 이유 (인텔, 삼성 임원 출신 유웅환 대표)

Summary

This video features an inspiring talk by a leader who has worked with Intel and led a large engineering department. It covers the importance of leadership, the challenges of advancing within organizations, and the cultural differences between Korea and Silicon Valley. The speaker emphasizes how collaboration, rather than competition, is essential for success, particularly for Korean engineers who are highly skilled but often struggle to work together. The talk also touches on personal growth, career success, and the need for cultural and mindset shifts to foster innovation and attract top talent. Ultimately, the speaker advocates for a people-centered, inclusive approach to leadership and societal progress.

Takeaways

• 😀 The speaker was a department head at Intel, leading a team of around 50 engineers, and was one of the few Koreans in such a role at the company.
• 😀 The speaker frequently participated in seminars and lectures in Silicon Valley, discussing leadership roles and the challenges faced by non-Western engineers in advancing to executive positions.
• 😀 A major challenge in Korea's corporate culture is the lack of collaboration skills and a heavy focus on competition, which hinders progress in leadership roles.
• 😀 The speaker emphasized the importance of understanding both culture and people, stating that success depends not only on technical expertise but on developing leadership and strategic thinking.
• 😀 When the speaker was applying for internships, they devised a cost-effective plan for international interviews by splitting the travel costs across different companies, which increased their visibility and led to multiple interview opportunities.
• 😀 A memorable experience was when Intel offered the speaker a higher salary package than expected to cover the debt they had, reflecting the company's welcoming culture and valuing of talent.
• 😀 The speaker critiqued Korea’s organizational culture, stating that success is often based on hierarchical positions and following orders rather than individual leadership and collaboration.
• 😀 In the U.S., career advancement is based on building followership and establishing relationships within teams, unlike in Korea, where it is often dependent on seniority and rigid structures.
• 😀 The speaker shared an example of leadership in practice, where they distributed credit for successes among their team, fostering growth and collaboration rather than taking credit alone.
• 😀 The speaker believes that Korea's tendency to hoard talent and discourage global movement of employees has contributed to stagnation, and that companies need to innovate and allow employees to flourish in diverse environments.
• 😀 Ultimately, the speaker’s dream is to foster a culture of innovation and inclusion where talent is respected, and people from all sectors can achieve quality of life, leading to a more prosperous and sustainable future for Korea.

Q & A

What is the speaker's background in the engineering field?

The speaker has worked as the head of an engineering department at Intel, managing around 50 engineers. They also have experience as a semiconductor expert and have worked in leadership roles in both domestic and international companies.

What was the speaker's initial goal in Silicon Valley?

The speaker's initial goal was to be recognized as an engineer in Silicon Valley, which was seen as a place where engineers could make a significant impact, especially in global tech companies like Intel and IBM.

What challenge did the speaker face when trying to secure an internship abroad?

The speaker faced difficulties in securing an internship because of the high hiring standards for international candidates. Companies preferred local hires due to the costs and the complex verification process for foreign candidates.

How did the speaker overcome the challenge of securing interviews in the U.S.?

The speaker came up with a solution to minimize the cost of international hiring by organizing an 11-day interview trip. This allowed companies to share travel expenses, making the process more cost-effective for them.

What was the outcome of the speaker's strategy for securing interviews?

The strategy of splitting interview costs between companies led to increased competition and recognition. The speaker received multiple job offers, including a highly attractive offer from Intel.

What key cultural differences did the speaker notice between Korea and the U.S. in terms of career progression?

In Korea, career progression often relies on hierarchical systems and networking, while in the U.S., it is more merit-based, focusing on individual contributions and collaboration. The U.S. system encourages employees to take initiative and prove themselves.

How did the speaker approach leadership at Intel?

At Intel, the speaker emphasized collaboration and sharing credit with others. By recognizing and rewarding the efforts of their team members, the speaker fostered a culture of mutual growth and support.

What is the speaker's opinion on the competitive nature of South Korea's work culture?

The speaker believes that the competitive culture in South Korea, which focuses on ranking individuals and fostering competition, often undermines collaboration. They argue that cooperation could lead to greater success in both individual and organizational performance.

How does the speaker view the role of human resources and management in fostering talent?

The speaker criticizes the Korean approach to human resources, which often seeks to minimize costs rather than value employees. In contrast, the speaker praises companies like Intel for offering generous compensation packages and fostering a welcoming environment for talent.

What lesson did the speaker learn from working in Silicon Valley and international companies?

The speaker learned the importance of creating an environment that nurtures innovation, values individuals, and encourages people to grow together. They emphasize the need for a cultural shift towards a more human-centric and collaborative approach to leadership and success.