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12-08
Employees buying their own stationery? Not impressed.
Broadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership
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Not impressed.","listText":"Employees buying their own stationery? Not impressed.","text":"Employees buying their own stationery? Not impressed.","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/508534437425224","repostId":"1153181811","repostType":2,"repost":{"id":"1153181811","kind":"news","weMediaInfo":{"introduction":"Global Stock Market Deep Analysis","home_visible":1,"media_name":"Deep News","id":"1039043262","head_image":"https://community-static.tradeup.com/news/8296859682db4b478146245e72de1922"},"pubTimestamp":1765024139,"share":"https://ttm.financial/m/news/1153181811?lang=en_US&edition=fundamental","pubTime":"2025-12-06 20:28","market":"sh","language":"en","title":"Broadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership","url":"https://stock-news.laohu8.com/highlight/detail?id=1153181811","media":"Deep News","summary":"Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly...","content":"<p>Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly sevenfold over the past three years.</p>\n<p>On December 5, tech media The Information published an in-depth profile detailing Broadcom's journey and its hard-nosed CEO. The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.</p>\n<p>After completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.</p>\n<p>This merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.</p>\n<p>However, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.</p>\n<p>The M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"</p>\n<p>Tan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.</p>\n<p>Internally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.</p>\n<p>The company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.</p>\n<p>Custom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.</p>\n<p>Google became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.</p>\n<p>Recent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.</p>\n<p>Tan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.</p>\n<p>From Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.</p>\n<p>His turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.</p>\n<p>In 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.</p>\n<p>The Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"</p>\n<p>Still, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"</p>\n<p>The tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.</p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Broadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nBroadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership\n</h2>\n\n<h4 class=\"meta\">\n\n\n<a class=\"head\" href=\"https://laohu8.com/wemedia/1039043262\">\n\n\n<div class=\"h-thumb\" style=\"background-image:url(https://community-static.tradeup.com/news/8296859682db4b478146245e72de1922);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">Deep News </p>\n<p class=\"h-time\">2025-12-06 20:28</p>\n</div>\n\n</a>\n\n\n</h4>\n\n</header>\n<article>\n<p>Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly sevenfold over the past three years.</p>\n<p>On December 5, tech media The Information published an in-depth profile detailing Broadcom's journey and its hard-nosed CEO. The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.</p>\n<p>After completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.</p>\n<p>This merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.</p>\n<p>However, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.</p>\n<p>The M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"</p>\n<p>Tan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.</p>\n<p>Internally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.</p>\n<p>The company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.</p>\n<p>Custom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.</p>\n<p>Google became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.</p>\n<p>Recent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.</p>\n<p>Tan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.</p>\n<p>From Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.</p>\n<p>His turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.</p>\n<p>In 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.</p>\n<p>The Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"</p>\n<p>Still, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"</p>\n<p>The tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.</p>\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"LU0965509010.AUD":"AB LOW VOLATILITY EQUITY PORTFOLIO \"AD\" (AUDHDG) INC","LU2750360997.AUD":"INVESCO GLOBAL EQUITY INCOME ADVANTAGE \"A\" (AUDHDG) INC","LU1732800096.USD":"摩根大通环球收益基金A (irc)","IE00BMPRXR70.SGD":"Neuberger Berman 5G Connectivity A Acc SGD-H","LU0787776722.HKD":"AB SELECT US EQUITY PORTFOLIO \"A\" (HKD) ACC","LU0069063385.USD":"SUSTAINABLE GLOBAL THEMATIC PORTFOLIO \"A\" (USD) ACC","LU0889565833.HKD":"FRANKLIN TECHNOLOGY \"A\" (HKD) ACC","LU2168564495.EUR":"AZ ALLOCATION - TREND \"AI\" (EUR) ACC","LU0965509101.SGD":"AB LOW VOLATILITY EQUITY PORTFOLIO \"A\" (SGDHDG) ACC","LU2168564222.USD":"AZ ALLOCATION - TREND \"AAZ\" (USDHDG) ACC","LU0689626769.HKD":"AB SICAV I - SUSTAINABLE US THEMATIC PORTFOLIO \"A\" (HKD) ACC","SGXZ51526630.SGD":"大华环球创新基金A Acc SGD","LU1629891620.HKD":"ALLIANZ INCOME AND GROWTH \"AMG2\" (H2-HKD) INC","LU0106261372.USD":"SCHRODER ISF US LARGE CAP \"A\" ACC","LU2168564065.EUR":"AZ ALLOCATION - TREND \"AAZ\" (EUR) ACC","LU2168563687.JPY":"AZ ALLOCATION - TREND \"AAZ\" (JPYHDG) ACC","IE00BKPKM429.USD":"NEUBERGER BERMAN GLOBAL SUSTAINABLE EQUITY \"A\" (USD) ACC","LU1778281490.HKD":"HSBC GIF GLOBAL LOWER CARBON EQUITY \"AD\" (HKD) INC","LU2168564149.EUR":"AZ ALLOCATION - TREND \"BAZ\" (EUR) ACC","LU0203202063.USD":"AB SICAV I - ALL MARKET INCOME PORTFOLIO \"A2X\" (USD) ACC","IE0009356076.USD":"JANUS HENDERSON GLOBAL TECHNOLOGY AND INNOVATION \"A2\" (USD) ACC","LU2023250330.USD":"ALLIANZ INCOME AND GROWTH \"AMG\" (USD) INC","LU0476273544.USD":"CT (LUX) I GLOBAL TECHNOLOGY \"BU\" (USD) ACC","LU0348723411.USD":"ALLIANZ GLOBAL HI-TECH GROWTH \"A\" (USD) INC","LU1732799900.SGD":"JPMorgan Investment Funds - Global Income A (irc) SGD-H","LU0203201768.USD":"AB SICAV I - ALL MARKET INCOME PORTFOLIO \"AX\" (USD) INC","LU1917777945.USD":"安联专题基金Cl AT Acc","BK4512":"苹果概念","LU2242650005.HKD":"FIDELITY FUNDS GLOBAL MULTI ASSET DYNAMIC \"A\" (HKD) ACC","LU0057025933.USD":"SUSTAINABLE GLOBAL THEMATIC PORTFOLIO \"AX\" (USD) ACC","LU2211815571.USD":"ALLIANZ POSITIVE CHANGE \"AT\" (USD) ACC","LU1852331112.SGD":"Blackrock World Technology Fund A2 SGD-H","IE00B19Z9P08.USD":"LEGG MASON CLEARBRIDGE US AGGRESSIVE GROWTH \"A\" (USD) INC","LU0784385840.USD":"Blackrock Global Multi-Asset Income A2 USD","BK4515":"5G概念","LU2108987350.USD":"UBS (LUX) EQUITY SICAV GLOBAL OPPORTUNITY SUSTAINABLE (USD) \"P\" (USD) ACC","LU2063271972.USD":"富兰克林创新领域基金","LU2244417387.USD":"FIDELITY SUSTAINABLE US EQUITY \"A\" (USD) ACC","LU1242518931.SGD":"Fullerton Lux Funds - Asia Absolute Alpha A Acc SGD","LU2213496289.HKD":"ALLIANZ INCOME AND GROWTH \"AT\" (HKD) ACC","LU1037948897.HKD":"AB LOW VOLATILITY EQUITY PORTFOLIO \"AD\" (HKD) INC","LU0784383803.USD":"BGF GLOBAL MULTI-ASSET INCOME FUND \"A\" (USD) INC A","LU2237443895.HKD":"abrdn SICAV I - GLOBAL DYNAMIC DIVIDEND \"A\" (HKD) ACC","LU2298321311.HKD":"BGF CIRCULAR ECONOMY \"A\" (HKDHDG) ACC","LU1934455277.USD":"AB SICAV I LOW VOLATILITY TOTAL RETURN EQUITY PORT \"AD\" (USD) INC","LU0323591593.USD":"SCHRODER ISF QEP GLOBAL QUALITY \"A\" (USD) ACC","LU1037948541.HKD":"AB LOW VOLATILITY EQUITY PORTFOLIO \"A\" (HKD) ACC","LU0198837287.USD":"UBS (LUX) EQUITY SICAV - USA GROWTH \"P\" (USD) ACC","LU0820561909.HKD":"ALLIANZ INCOME AND GROWTH \"AM\" (HKD) INC","LU2092937221.SGD":"Blackrock Circular Economy A2 SGD-H","LU1934455194.USD":"AB SICAV I LOW VOLATILITY TOTAL RETURN EQUITY PORT \"A\" (USD) ACC","IE0034235303.USD":"PINEBRIDGE US RESEARCH ENHANCED CORE EQUITY \"A\" (USD) ACC","LU0256863902.USD":"ALLIANZ US EQUITY \"AT\" (USD) ACC","LU0056508442.USD":"贝莱德世界科技基金A2","LU0256863811.USD":"ALLIANZ US EQUITY \"A\" INC","LU0215105999.USD":"SCHRODER ISF GLOBAL EQUITY \"A\" ACC","LU0868494708.USD":"UBS (LUX) EQUITY SICAV - US TOTAL YIELD SUSTAINABLE \"P\" (USD) INC","LU0689472784.USD":"安联收益及增长基金Cl AM AT Acc","LU0225283273.USD":"SCHRODER ISF GLOBAL EQUITY ALPHA \"A\" (USD) ACC","IE00BKDWB100.SGD":"PINEBRIDGE US LARGE CAP RESEARCH ENHANCED \"A5H\" (SGDHDG) ACC","LU0786609619.USD":"高盛全球千禧一代股票组合Acc","IE0005OL40V9.USD":"JANUS HENDERSON BALANCED \"A6M\" (USD) INC","IE00BJTD4V19.USD":"NEUBERGER BERMAN US LONG SHORT EQUITY \"A1\" (USD) ACC","LU0203345920.USD":"SCHRODER ISF QEP GLB ACT. 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The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.\nAfter completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.\nThis merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.\nHowever, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.\nThe M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"\nTan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.\nInternally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.\nThe company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.\nCustom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.\nGoogle became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.\nRecent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.\nTan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.\nFrom Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.\nHis turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.\nIn 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.\nThe Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"\nStill, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"\nThe tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.","news_type":1,"symbols_score_info":{"AVGO":1}},"isVote":1,"tweetType":1,"viewCount":7,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"hots":[{"id":508534437425224,"gmtCreate":1765175719559,"gmtModify":1765175814013,"author":{"id":"4130047330533622","authorId":"4130047330533622","name":"sebgoh","avatar":"https://community-static.tradeup.com/news/default-avatar.jpg","crmLevel":11,"crmLevelSwitch":0,"followedFlag":false,"authorIdStr":"4130047330533622","idStr":"4130047330533622"},"themes":[],"title":"","htmlText":"Employees buying their own stationery? Not impressed.","listText":"Employees buying their own stationery? Not impressed.","text":"Employees buying their own stationery? Not impressed.","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/508534437425224","repostId":"1153181811","repostType":2,"repost":{"id":"1153181811","kind":"news","weMediaInfo":{"introduction":"Global Stock Market Deep Analysis","home_visible":1,"media_name":"Deep News","id":"1039043262","head_image":"https://community-static.tradeup.com/news/8296859682db4b478146245e72de1922"},"pubTimestamp":1765024139,"share":"https://ttm.financial/m/news/1153181811?lang=en_US&edition=fundamental","pubTime":"2025-12-06 20:28","market":"sh","language":"en","title":"Broadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership","url":"https://stock-news.laohu8.com/highlight/detail?id=1153181811","media":"Deep News","summary":"Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly...","content":"<p>Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly sevenfold over the past three years.</p>\n<p>On December 5, tech media The Information published an in-depth profile detailing Broadcom's journey and its hard-nosed CEO. The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.</p>\n<p>After completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.</p>\n<p>This merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.</p>\n<p>However, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.</p>\n<p>The M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"</p>\n<p>Tan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.</p>\n<p>Internally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.</p>\n<p>The company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.</p>\n<p>Custom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.</p>\n<p>Google became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.</p>\n<p>Recent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.</p>\n<p>Tan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.</p>\n<p>From Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.</p>\n<p>His turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.</p>\n<p>In 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.</p>\n<p>The Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"</p>\n<p>Still, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"</p>\n<p>The tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.</p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Broadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nBroadcom's Meteoric Rise: A 7-Fold Surge in 3 Years Under CEO Hock Tan's Iron-Fisted Leadership\n</h2>\n\n<h4 class=\"meta\">\n\n\n<a class=\"head\" href=\"https://laohu8.com/wemedia/1039043262\">\n\n\n<div class=\"h-thumb\" style=\"background-image:url(https://community-static.tradeup.com/news/8296859682db4b478146245e72de1922);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">Deep News </p>\n<p class=\"h-time\">2025-12-06 20:28</p>\n</div>\n\n</a>\n\n\n</h4>\n\n</header>\n<article>\n<p>Under the iron-fisted leadership of CEO Hock Tan, semiconductor giant Broadcom has transformed from an unremarkable chipmaker into a trillion-dollar behemoth, with its stock price soaring nearly sevenfold over the past three years.</p>\n<p>On December 5, tech media The Information published an in-depth profile detailing Broadcom's journey and its hard-nosed CEO. The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.</p>\n<p>After completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.</p>\n<p>This merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.</p>\n<p>However, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.</p>\n<p>The M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"</p>\n<p>Tan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.</p>\n<p>Internally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.</p>\n<p>The company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.</p>\n<p>Custom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.</p>\n<p>Google became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.</p>\n<p>Recent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.</p>\n<p>Tan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.</p>\n<p>From Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.</p>\n<p>His turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.</p>\n<p>In 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.</p>\n<p>The Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"</p>\n<p>Still, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"</p>\n<p>The tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.</p>\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"LU0965509010.AUD":"AB LOW VOLATILITY EQUITY PORTFOLIO \"AD\" (AUDHDG) INC","LU2750360997.AUD":"INVESCO GLOBAL EQUITY INCOME ADVANTAGE \"A\" (AUDHDG) INC","LU1732800096.USD":"摩根大通环球收益基金A (irc)","IE00BMPRXR70.SGD":"Neuberger Berman 5G Connectivity A Acc SGD-H","LU0787776722.HKD":"AB SELECT US EQUITY PORTFOLIO \"A\" (HKD) ACC","LU0069063385.USD":"SUSTAINABLE GLOBAL THEMATIC PORTFOLIO \"A\" (USD) ACC","LU0889565833.HKD":"FRANKLIN TECHNOLOGY \"A\" (HKD) ACC","LU2168564495.EUR":"AZ ALLOCATION - TREND \"AI\" (EUR) ACC","LU0965509101.SGD":"AB LOW VOLATILITY EQUITY PORTFOLIO \"A\" (SGDHDG) ACC","LU2168564222.USD":"AZ ALLOCATION - TREND \"AAZ\" (USDHDG) ACC","LU0689626769.HKD":"AB SICAV I - SUSTAINABLE US THEMATIC PORTFOLIO \"A\" (HKD) ACC","SGXZ51526630.SGD":"大华环球创新基金A Acc SGD","LU1629891620.HKD":"ALLIANZ INCOME AND GROWTH \"AMG2\" (H2-HKD) INC","LU0106261372.USD":"SCHRODER ISF US LARGE CAP \"A\" ACC","LU2168564065.EUR":"AZ ALLOCATION - TREND \"AAZ\" (EUR) ACC","LU2168563687.JPY":"AZ ALLOCATION - TREND \"AAZ\" (JPYHDG) ACC","IE00BKPKM429.USD":"NEUBERGER BERMAN GLOBAL SUSTAINABLE EQUITY \"A\" (USD) ACC","LU1778281490.HKD":"HSBC GIF GLOBAL LOWER CARBON EQUITY \"AD\" (HKD) INC","LU2168564149.EUR":"AZ ALLOCATION - TREND \"BAZ\" (EUR) ACC","LU0203202063.USD":"AB SICAV I - ALL MARKET INCOME PORTFOLIO \"A2X\" (USD) ACC","IE0009356076.USD":"JANUS HENDERSON GLOBAL TECHNOLOGY AND INNOVATION \"A2\" (USD) ACC","LU2023250330.USD":"ALLIANZ INCOME AND GROWTH \"AMG\" (USD) INC","LU0476273544.USD":"CT (LUX) I GLOBAL TECHNOLOGY \"BU\" (USD) ACC","LU0348723411.USD":"ALLIANZ GLOBAL HI-TECH GROWTH \"A\" (USD) INC","LU1732799900.SGD":"JPMorgan Investment Funds - Global Income A (irc) SGD-H","LU0203201768.USD":"AB SICAV I - ALL MARKET INCOME PORTFOLIO \"AX\" (USD) INC","LU1917777945.USD":"安联专题基金Cl AT Acc","BK4512":"苹果概念","LU2242650005.HKD":"FIDELITY FUNDS GLOBAL MULTI ASSET DYNAMIC \"A\" (HKD) ACC","LU0057025933.USD":"SUSTAINABLE GLOBAL THEMATIC PORTFOLIO \"AX\" (USD) ACC","LU2211815571.USD":"ALLIANZ POSITIVE CHANGE \"AT\" (USD) ACC","LU1852331112.SGD":"Blackrock World Technology Fund A2 SGD-H","IE00B19Z9P08.USD":"LEGG MASON CLEARBRIDGE US AGGRESSIVE GROWTH \"A\" (USD) INC","LU0784385840.USD":"Blackrock Global Multi-Asset Income A2 USD","BK4515":"5G概念","LU2108987350.USD":"UBS (LUX) EQUITY SICAV GLOBAL OPPORTUNITY SUSTAINABLE (USD) \"P\" (USD) ACC","LU2063271972.USD":"富兰克林创新领域基金","LU2244417387.USD":"FIDELITY SUSTAINABLE US EQUITY \"A\" (USD) ACC","LU1242518931.SGD":"Fullerton Lux Funds - Asia Absolute Alpha A Acc SGD","LU2213496289.HKD":"ALLIANZ INCOME AND GROWTH \"AT\" (HKD) ACC","LU1037948897.HKD":"AB LOW VOLATILITY EQUITY PORTFOLIO \"AD\" (HKD) INC","LU0784383803.USD":"BGF GLOBAL MULTI-ASSET INCOME FUND \"A\" (USD) INC A","LU2237443895.HKD":"abrdn SICAV I - GLOBAL DYNAMIC DIVIDEND \"A\" (HKD) ACC","LU2298321311.HKD":"BGF CIRCULAR ECONOMY \"A\" (HKDHDG) ACC","LU1934455277.USD":"AB SICAV I LOW VOLATILITY TOTAL RETURN EQUITY PORT \"AD\" (USD) INC","LU0323591593.USD":"SCHRODER ISF QEP GLOBAL QUALITY \"A\" (USD) ACC","LU1037948541.HKD":"AB LOW VOLATILITY EQUITY PORTFOLIO \"A\" (HKD) ACC","LU0198837287.USD":"UBS (LUX) EQUITY SICAV - USA GROWTH \"P\" (USD) ACC","LU0820561909.HKD":"ALLIANZ INCOME AND GROWTH \"AM\" (HKD) INC","LU2092937221.SGD":"Blackrock Circular Economy A2 SGD-H","LU1934455194.USD":"AB SICAV I LOW VOLATILITY TOTAL RETURN EQUITY PORT \"A\" (USD) ACC","IE0034235303.USD":"PINEBRIDGE US RESEARCH ENHANCED CORE EQUITY \"A\" (USD) ACC","LU0256863902.USD":"ALLIANZ US EQUITY \"AT\" (USD) ACC","LU0056508442.USD":"贝莱德世界科技基金A2","LU0256863811.USD":"ALLIANZ US EQUITY \"A\" INC","LU0215105999.USD":"SCHRODER ISF GLOBAL EQUITY \"A\" ACC","LU0868494708.USD":"UBS (LUX) EQUITY SICAV - US TOTAL YIELD SUSTAINABLE \"P\" (USD) INC","LU0689472784.USD":"安联收益及增长基金Cl AM AT Acc","LU0225283273.USD":"SCHRODER ISF GLOBAL EQUITY ALPHA \"A\" (USD) ACC","IE00BKDWB100.SGD":"PINEBRIDGE US LARGE CAP RESEARCH ENHANCED \"A5H\" (SGDHDG) ACC","LU0786609619.USD":"高盛全球千禧一代股票组合Acc","IE0005OL40V9.USD":"JANUS HENDERSON BALANCED \"A6M\" (USD) INC","IE00BJTD4V19.USD":"NEUBERGER BERMAN US LONG SHORT EQUITY \"A1\" (USD) ACC","LU0203345920.USD":"SCHRODER ISF QEP GLB ACT. 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The article highlights how the 74-year-old executive, known for his ruthlessly pragmatic approach—slashing benefits, tightening cost controls, and relentlessly pursuing profitability—has positioned Broadcom as one of the few credible challengers to Nvidia in the AI chip market through its custom silicon business.\nAfter completing Broadcom's $84 billion acquisition of VMware, Tan famously introduced his management philosophy during a \"coffee chat\" with new employees. When asked whether Broadcom offered benefits like childcare or marriage counseling, he bluntly replied, \"Why would I do that? I'm not your father.\" Within months, about half of VMware's 38,000 employees were laid off, 18 office buildings were reduced to 5, and even coffee machines disappeared.\nThis merciless efficiency has delivered tangible results. Last year, Broadcom's sales surpassed $50 billion—a 50% increase in just two years—with projections exceeding $60 billion this year. Its custom chip division, now accounting for roughly 60% of revenue, counts Google, OpenAI, and Meta among its marquee clients, propelling Broadcom into the elite club of 11 trillion-dollar companies worldwide.\nHowever, risks loom large. The sustainability of AI spending, competition from rivals like Marvell, and customers seeking cheaper alternatives could threaten Broadcom's dominance. Meanwhile, Tan stands to receive approximately $700 million in stock awards if he can grow AI-related revenue to $120 billion by 2030—a target most analysts believe he'll achieve.\nThe M&A Machine's \"Diamonds vs. Trash\" Philosophy\nOver the past 15 years, Tan has acquired at least 11 companies, applying the same ruthless integration playbook each time. As billionaire hedge fund manager Philippe Laffont observed: \"He's the absolute best at identifying interesting targets, buying them, and executing the private equity playbook.\"\nTan himself describes this methodology as separating \"diamonds\" from \"trash.\" Post-VMware acquisition, he slashed the product portfolio from 8,000 items to just four core offerings. He divested VMware's workplace virtualization unit and merged Carbon Black's cybersecurity business into Symantec—after cutting 80% of its staff.\nInternally, Tan implemented a brutal performance evaluation system. Quarterly all-hands meetings feature a slide ranking departments by revenue growth, with a red \"doom line\" marking the bottom third. Any unit lingering below this threshold risks restructuring—yet Broadcom's voluntary attrition rate remains just 2.9%, slightly above Nvidia's 2.7%, which former employees attribute to generous compensation including valuable RSUs.\nThe company rarely hires interns or fresh graduates, preferring seasoned engineers who can outperform multiple junior staffers. Unlike tech peers with hundreds of VPs, Broadcom operates with fewer than 30 senior executives. Even office supplies are scarce at its Palo Alto HQ—employees reportedly buy their own rubber bands and markers.\nCustom Chips: Challenging Nvidia's Throne\nThe ChatGPT revolution breathed new life into Broadcom's once-stagnant chip business. Its ASIC chips—designed for specific tasks rather than general computing—offer greater efficiency and lower costs than Nvidia's GPUs, making Broadcom a rare credible challenger in the AI accelerator market.\nGoogle became Broadcom's flagship ASIC client in 2016. Typically, customers provide chip blueprints while Broadcom handles physical design and manufacturing with partners like TSMC. Engagement levels vary—Google handles more high-level design, while Broadcom assists other clients throughout the process.\nRecent deals with OpenAI and Meta have turbocharged growth. Last February, Tan joined Meta's board, and Microsoft is reportedly in talks to shift future chip designs from Marvell to Broadcom. However, some clients balk at Broadcom's premium pricing—Amazon previously switched to Marvell after contentious negotiations, while Google added MediaTek as a secondary supplier.\nTan predicts AI could generate $60-$90 billion in new revenue by 2027. JPMorgan estimates the OpenAI partnership alone might yield $300 billion long-term. Meanwhile, Anthropic plans to deploy 1 million TPUs (chips co-designed by Broadcom and Google), and Meta is negotiating a multi-billion-dollar TPU investment for its data centers.\nFrom Malaysia to Silicon Valley: The Making of a Hard-Charging CEO\nLittle is known about Tan's personal life. Raised in modest circumstances during Malaysia's communist insurgency, he initially aspired to medicine before an MIT scholarship altered his trajectory. After earning engineering degrees and an MBA, he held finance roles at GM and PepsiCo before spending a decade in Asia.\nHis turnaround of Integrated Circuit Systems—sold for $1.7 billion in 2005—caught Silver Lake and KKR's attention. They recruited him to lead Avago (a HP spinoff), where his austerity was legendary—one executive recalled a \"retreat\" at an airport hotel without food or water.\nIn 2016, Tan pulled off his masterstroke: acquiring the better-known Broadcom for $37 billion. A $120 billion hostile bid for Qualcomm failed when the Trump administration blocked it over national security concerns—prompting Broadcom to reincorporate in the U.S.\nThe Succession Question\nAs doubts persist about AI spending sustainability, another looming question concerns the 74-year-old CEO's succession. Tan has stated he'll remain CEO \"at least\" until 2030, with one former executive predicting he'll \"die at his desk like Charlie Munger.\"\nStill, signs point to preparations for a post-Tan era. Semiconductor Solutions Group president Charlie Kawwas—a PhD engineer who joined via the LSI acquisition—has taken higher-profile roles, including a recent OpenAI podcast alongside Sam Altman. While investors like Laffont joke about praying for Tan's health, Silver Lake's Ken Hao credits his success to \"focusing on first principles rather than conventional wisdom.\"\nThe tech world watches to see whether Broadcom's ruthless efficiency can outlast its architect.","news_type":1,"symbols_score_info":{"AVGO":1}},"isVote":1,"tweetType":1,"viewCount":7,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"lives":[]}
