Client Projects

Following are some examples of the services we have delivered to our clients.


Chartered, now part of Global Foundries ( is a semiconductor foundry located in Singapore. When we began working with the company in 2001, Chartered had around 7,000 employees, most based in Singapore. Our activities with the company involved a series of residencies, totaling approximately a year’s worth of work between 2001 and 2004.

Initially, MillerBedford was invited by the then CEO to help with two key areas. The first, working in conjunction with a group of senior leaders, was to design and facilitate a strategy session for the company to develop a new One Page Strategy for the total Chartered business, covering Vision, Mission, Long Term Objectives, Goals and Culture. The second was to design and manage a culture change process to ensure that the Chartered culture, systems and processes worldwide were aligned with the new strategy, and which would build a solid foundation to support its success.

After we and the senior leaders completed the one-pager, we began to build the foundation for the culture change. MillerBedford worked with the executive leadership team to identify the core values and behaviors needed to underpin the success of the strategy. Once these values had been defined, a project management methodology was used by MillerBedford to get the new values and behaviors adopted throughout the company.

Three teams were created to do this, led by senior Chartered leaders and supported by MillerBedford;

  • Communications team – to ensure that all areas of the company understood the new culture, the values and behaviors required, and the need for change
  • Systems and Processes team – to bring all systems and processes (performance management, rewards, recruiting, new employee orientation, etc.) in line with the new values and behaviors
  • Metrics team – to ensure that the new culture was appropriately reflected in the business goals, and that leaders were measured accordingly

In parallel, MillerBedford developed a series of one- and two-day training modules called “Managing by Values,” to be delivered to all employees worldwide, to ensure common understanding and adoption of the values and behaviors. After the delivery of the initial series of modules, MillerBedford trained a number of senior employees, to act as in-house trainers to deliver the programs on an ongoing basis. These programs were delivered in Singapore, Europe, and the USA, and reached all employees over a one-year cycle.

Following the success of this project, MillerBedford was invited by the new CEO (formerly the CFO, who had taken over following the retirement of his predecessor) to return to Singapore to design and deliver a management training module entitled “Leading in Chartered.” This addressed the leadership development needs of the senior ranks of Chartered, and it was a highly participative two-day event covering leading teams, communication and motivation. MillerBedford developed the program, wrote the training manuals, and ran the first several events. Afterwards, the same methodology used in the “Managing by Values” process was again utilized, with senior managers being trained to deliver the modules worldwide on an ongoing basis.



We were invited by the CEO in 2006 to help with a team-building exercise associated with Spansion’s ( annual retreat for executive staff.

We began with a series of interviews of all those attending, to ascertain the key issues affecting the performance of the team. (Our view is that team-building exercises for the sake of the exercise, and without a business focus, are of little value.) From these interviews we concluded that an activity to improve team communication and understanding was necessary. We developed a team behaviors-preferences module using the “Insights” process, and delivered a presentation that covered the key issues, synthesized from our interviews. Then we made recommendations for how to address them. The event was so well received by the team that we were asked to stay over during the next day, to facilitate their strategy development session. Additionally, two members of the team invited us to take their own leadership teams through the same process.



We began working with ATI in 2006, and ATI then became part of AMD ( following the merger of the two companies. Our first involvement, in 2006, was to help develop a one page strategy for the ATI Supply Chain team.

Subsequently, post-merger, we worked in 2007 with the ATI and AMD Supply Chain teams, which were being combined into a single operations team. There were some very complex issues involved, since an internally focused organization with captive manufacturing was being combined with a fabless  organization whose manufacturing was 100% outsourced. We facilitated a strategy session over two and a half days to address the issues arising, and led the organization in the preparation of a One Page Strategy to create understanding, focus, alignment, and clarity around roles and responsibilities. A further session was completed in 2008.



Lattice Semiconductor, ( is a fabless semiconductor corporation in the programmable logic device space headquartered in Hillsboro, Oregon, with (at that time) other facilities in Allentown, PA; San Jose, CA; and Shanghai, China. Our association with the company began in late 2008 and continued until October 2010; at that point Lattice was a $250 million business, with around 700 employees.

The CEO and Senior VP of Shared Services invited us to facilitate a two-day succession planning session with the Executive Leadership Team. Following successful completion of that event, we returned in January 2009 to begin a long-term assignment with the following desired outcomes:

  • Preparation of a one page strategy document that would define the company’s vision, mission, core values and critical success factors. This would be used as the platform for measuring progress on an ongoing basis.
  • Development and delivery of a Core Values training program, to be delivered to all employees worldwide, to ensure common understanding of the core values outlined in the one page strategy document, and to be the foundation of a culture to support the success of the strategy
  • Development and delivery of a Leadership Training program for all senior leaders worldwide
  • A series of training modules to improve the capability of the HR organization

We began with what we call an Organization Diagnostic, which involved visits to each of the major facilities and preparation of a report focusing on the strategic needs of the company. This report was presented to the Executive Leadership Team, and we were given approval to proceed.

The Core Values training class was our original design, tailored to emphasize the key elements of the desired culture, and to suit the different nationalities and employee groups across the company. The class was divided into four modules in which we used movie clips, DVDs, activities, and role plays, each bringing to life one of Lattice’s four core values. It was a highly interactive full-day event, with a heavy focus on giving and receiving feedback.

MillerBedford delivered the first series of classes in the four major facilities, and in parallel with this delivery, MillerBedford trained selected Lattice employees to deliver the class, which was essentially a Train-the-Trainer class. This willingness for Lattice leaders to deliver the training emphasized the company’s commitment to the program and ensured the in-house capability to deliver training to all new employees.

Ten Core Values classes were conducted, and four Train-the-Trainer sessions involving 200 employees were held. At the end of each session, evaluations were completed by all attendees, resulting in very high marks for both delivery and content.

The same process was used for the Leadership Training program. With the involvement of members of the Executive Leadership team, we created an original design using movie clips, training DVDs and role-play events that focused on what the role of a leader is, and how to carry out that role in an effective manner. As always, we placed a strong emphasis on accountability. The class ended with the creation of an individualized Leadership Development Plan for each participant. Again, evaluations were completed, and after the delivery of ten classes in Allentown, PA; Hillsboro, OR; San Jose, CA; and Shanghai, China, scores for delivery and content were consistently high.



Kulicke & Soffa ( is a global leader in the design and manufacture of semiconductor assembly equipment. The company is headquartered in Singapore, with major facilities in Suzhou and Shanghai, China; Kuala Lumpur, Malaysia; Israel; Fort Washington, PA; and Irvine, CA. Our association with K&S took place from January until November 2011, and at that time K&S employed around 2,200 people, with revenues of approximately $800 million.

In early 2011, the new CEO and Senior VP of Shared Services invited us to follow a process on Core Values very similar to the one we used with Lattice Semiconductor. We began with the definition of the Core Values needed to support the success of the K&S worldwide strategy. These values, as seen on the K&S website, were created under the umbrella of “One K&S.” They were developed to unify K&S and create one worldwide culture since, prior to the new CEO’s arrival, there had been many different locations/acquisitions being run quasi-independently.

The five core values were created in a facilitated session with senior leaders of the company. Following this, we were commissioned to develop and deliver a half-day training module to bring the five values to life, and to create the same understanding regardless of geography. After preparing a pilot program and getting leadership approval, we delivered the module in Singapore, Suzhou, Shanghai, Kuala Lumpur, Fort Washington, Irvine and Shanghai, and we conducted train-the-trainer sessions in each facility. We delivered a total of 13 training classes and seven train-the-trainer events. All reviews for our delivery and content were consistently high. The highly interactive class emphasized the importance of feedback, using role play, movie clips, and DVDs.