By Ron Collett

The latest venture capital investment figures are out from PricewaterhouseCoopers’ MoneyTree and the National Venture Capital Association (NVCA). They’re not pretty.

VCs spent just $17.7 billion on 2,795 deals last year. That’s down 36 percent from $27.9 billion in 2008, and it represents the lowest dollar amount and number of investments since 1997.

The chart I pulled together above, based on that data, shows the quarterly VC investment trends for semiconductor companies in just the past three years. Not an encouraging trend line. Total VC investment last year in our industry was $771 million, compared with a peak of $3.4 billion in 2000. What a difference a decade makes.

This realignment of dollars has brought about new expectations from investors and from semiconductor vendors.

Speaking to The Wall Street Journal last week, Bob Ackerman, a venture capitalist at Allegis Capital in Palo Alto, said:

We’re preoccupied by capital efficiency.

Those two words, “capital efficiency,” speak directly to the semiconductor industry’s challenge. This focus on capital efficiency is why semiconductor vendors should be increasingly preoccupied with boosting engineering productivity to get the most from their R&D budget. Lacking an internal fab for differentiation in the fabless era, companies are looking for new ways to gain competitive advantage, and they’re training their sights on their R&D organizations.

The industry’s best-in-class semiconductor IDMs in fact have jumped on this imperative, especially as many of them have shed the last of their owned fabs and now need to compete with fabless companies.

But it works the other way too: Long-time fabless players suddenly find big new competitors that have shed their fabs. They too are looking to boost product-development productivity to stay one step ahead of their new competition.

It’s clear the days of big-time investment are a thing of the past. Today, good companies are those with innovative product ideas; great companies are those that also drive highly productive R&D organizations to get those products completed on predictable schedules and to market ahead of the competition to realize higher returns.

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In December, we were honored to participate in a Design & Reuse panel in Grenoble, France, titled “IP Reuse vs. IP Leverage: What’s the difference and what are the issues?”

Andrea Fortunato, our European director of professional services, represented us and gave an overview of the particular challenges that design reuse brings. He blogged about it right after the panel (Design Reuse: It’s Harder Than it Looks).

Our friends at D&R have just posted an audio Webinar of that panel. It’s definitely worth a listen if you’re designing with cores and trying to take advantage of reusability.

Have you had design reuse challenges recently? If so, feel free to comment on this post to let us know what they were and how you overcame them. Improving productivity in the semiconductor industry is a communal effort!

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I like to catch up on reading during the holidays, and I came across a really interesting exchange on the Becker-Posner blog.

Gary Becker, the University of Chicago economics professor, examined some fresh Bureau of Labor Statistics numbers on productivity (see chart below), which showed productivity is soaring as the nation pulls out of recession.

He wrote:

The fast growth in American productivity toward the end of this serious recession is quite unusual because measured productivity often falls during recessions as companies are stuck with excess capacity of their capital.

His take on the economy’s near-term future, based on this data, was positive. Technology, as it does historically, will be leveraged to advance productivity. His blog partner, Richard Posner, a federal judge and University of Chicago lecturer, was not quite so optimistic:

Posner attributed the productivity gains to “old-fashioned cost cutting spurred not by technological advances but by economic distress.”

The only explanations I have seen offered for the productivity surge is cutting wages and working the workers harder. I have found no suggestion of any technological change that might be responsible for such a large, sudden surge in productivity…Productivity gains that are based merely on adaptations to temporarily depressed economic conditions will be lost when conditions improve. As labor markets tighten, a firm will perforce hire workers who are less productive than the workers it had retained in a slimmed-down workforce during the depression; and so productivity will decline.

I don’t think it’s a zero-sum game. Some rehiring is inevitable but so too is exploiting the advance of technology; smart managers look to technology to advance productivity gains.

We’ve seen our own semiconductor industry begin to roar back to life in recent months, and I can tell you that R&D departments are looking to optimize development efficiency as a new way to differentiate themselves and keep the momentum going. That’s why I think 2010 is the Year of Productivity.

Non-farm labor productivity jumped 6.9% in the second quarter of 2009 and another 8.1 % in the third quarter, surprising some economists.

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