Chip War: The Fight for the World's Most Critical Technology

by Chris Miller

TSMC’s position at the center of the semiconductor universe required it to have capacity to produce chips for all its biggest customers. Doing so wouldn’t be cheap. Amid the financial crisis, Chang’s handpicked successor, Rick Tsai, had done what nearly every CEO did—lay off employees and cut costs. Chang wanted to do the opposite. Getting the company’s 40nm chipmaking back on track required investing in personnel and technology. Trying to win more smartphone business—especially that of Apple’s iPhone, which launched in 2007 and which initially bought its key chips from TSMC’s archrival, Samsung—required massive investment in chipmaking capacity. Chang saw Tsai’s cost cutting as defeatist. “There was very, very little investment,” Chang told journalists afterward. “I had always thought that the company was capable of more…. It didn’t happen. There was stagnation.” So Chang fired his successor and retook direct control of TSMC. The company’s stock price fell that day, as investors worried he’d launch a risky spending program with uncertain returns. Chang thought the real risk was accepting the status quo. He wasn’t about to let a financial crisis threaten TSMC in the race for industry leadership. He had a half-century-long track record at chipmaking, a reputation he’d honed since the mid-1950s. So at the depths of the crisis Chang rehired the workers the former CEO had laid off and doubled down on investment in new capacity and R&D. He announced several multibillion-dollar ...