* This article is a re -edited part of Kwon Ohyun's "How to make an organization that can not be used" (KADOKAWA).
写真＝iStock.com／Woodkern※写真はイメージです全ての画像を見る（3枚）社長就任後すぐに難しい判断を下すことに
This is a story when I was appointed president of the Samsung Electronic System LSI Division in 2004.As soon as I took office, I had to make a difficult decision to leave only the five major business departments based on the principles of selection and concentration and stop all other businesses.
Everyone had the consent to survive the CPU business on the digital TV.Samsung Electronics also produced TV, and it was possible to make a semiconductor with the highest competitiveness if we worked hard.
However, when I said that the CPU's Application Processor, mainly on the mobile device (main mobile phone), would survive the AP business, I was unexpectedly rebound.
At that time, the production scale of Samsung Electronics CPU for mobile devices was ranked 10th in the world.The profits were extremely small, and in fact, there was no place to sell as soon as it was manufactured as a product.
But I was convinced that all electronic devices would concentrate on mobile in the future.Even if all other business departments are closed, research on mobile devices must continue research.I decided to continue support.
At that time, it was Nokia, Finland, who had seized the world's mobile phone market.For us, who had made a mobile device CPU but had no destination, we would naturally assume Nokia as a potential customer.I visited Nokia and asked me to buy our company.I did business.
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