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Ten years ago, SK Telecom boldly closed a deal that other companies had shunned, breaking the entrenched belief that "semiconductors are not our business." The background behind 토토사이트 사고 팔고 success is as follows.

1. The project leader at the time implemented a new leadership approach that established a startup-like culture of working in small project units and horizontal communication, igniting the passion of young employees and enhancing their work engagement.

2. Team members took on seemingly impossible challenges and engaged in intense deliberation and debate to convince senior management, gaining a sense of achievement from learning and growing personally through 토토사이트 사고 팔고 process, regardless of whether the project succeeded or failed.

3. Solely focused on achieving their goal, the team created a new deal structure that broke away from existing practices, successfully eliminating competition while satisfying creditors and other stakeholders.

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Editor’s Note | This article is based on an in-depth interview conducted by faculty members at Seoul National University Business School—Professors Song Jae‑yong and Bae Jong‑hoon—with the former head of business development and four managers who led the SKT-Hynix M&A project. Additional reporting was carried out to supplement and complete this case study.

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In April 2021, Park Jung-ho, CEO of SK Telecom (SKT) and vice chairman of SK Hynix, made a surprise announcement at an internal SKT town hall meeting that the company would spin off to establish "SK Square," designed to lead investment and innovation in the semiconductor and information and communication technology (ICT) sectors. 토토사이트 사고 팔고 meant separating the semiconductor division, including SK Hynix which had entered a growth trajectory, from SKT's existing telecom business to accelerate more aggressive investment. 토토사이트 사고 팔고 came 10 years after SKT first entered the semiconductor industry by acquiring Hynix in 2011.

Let us turn back the clock to November 2011, when SKT, the country's largest mobile carrier, was selected as the preferred bidder for Hynix acquisition, the market reaction was cold. Many doubted whether a telecom company that had only done domestic business could properly manage a global semiconductor manufacturer. They shook their heads, predicting that the excessive 3 trillion won merger and acquisition (M&A) would eventually turn into a "winner's curse." However, as of the end of 2020, SK Hynix had leaped to become the second-largest company by market capitalization in Korea and the third-largest semiconductor company globally by revenue, following Intel and Samsung Electronics, proving that the decision made 10 years earlier was correct. Over the past 10 years, SK Hynix's market capitalization grew nearly fourfold, not only contributing to increasing the corporate value of its parent company SKT but also elevating the status of SK Group. SK Group, which had been focused on domestic operations, acquired semiconductor materials companies such as OCI Materials and LG Siltron after the Hynix acquisition, leaping forward as a major player in the global semiconductor industry. And by establishing "SK Square" 토토사이트 사고 팔고 year, the group has laid the foundation to develop SK Hynix into a comprehensive semiconductor solutions company.

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