Intel CEO Blames Predecessors For Manufacturing Woes (axios.com)
- Reference: 0153852511
- News link: https://slashdot.org/story/21/10/18/158222/intel-ceo-blames-predecessors-for-manufacturing-woes
- Source link: https://www.axios.com/pat-gelsinger-blame-intels-manufacturing-woes-9ffec484-6b6f-45da-a986-e5d499d84e91.html
> Gelsinger has announced a broad plan to reinvigorate Intel by doubling down on manufacturing. However, the strategy depends on the venerable semiconductor giant recovering from recent stumbles. Gelsinger told me that the company had grown so successful that leaders wanted to move the strategy away from what had made Intel a chip juggernaut. Especially lacking, he said was the "maniacal" focus on manufacturing that had been a hallmark since Intel's founding. Gelsinger returned to Intel as CEO earlier this year, spent three decades at the company after joining it at age 18.
[1] https://www.axios.com/pat-gelsinger-blame-intels-manufacturing-woes-9ffec484-6b6f-45da-a986-e5d499d84e91.html
Intel CEO Blames Predecessors: That seems correct. (Score:2)
There was, in past years, very poor management at Intel.
[1]Three of the MANY examples [slashdot.org], in the years 2006, 2014, and 2019, are given in a comment I posted last year.
[1] https://hardware.slashdot.org/comments.pl?sid=16850457&cid=60337897
He opened the first envelope (Score:2)
It seems he's heard the story about [1]the new CEO with the three envelopes [dailyjokes.co] too.
[1] https://www.dailyjokes.co/joke/Work_Jokes/Three-Envelopes/
He's not wrong. (Score:2)
Joke about the fact that he's pretty much following the trope of every CEO ever, but Intel did make a lot of mistakes. They wanted to diversify the company into becoming a software and other stuff company instead of focusing on improving their processor. I am quite certain I commented that this was going to be a huge mistake for them right about the time they bought McAfee. AMD was doubling down, ARM was becoming more and more entrenched in the mobile space and Intel had dominated for so long that they le
Blame game. (Score:2)
Sometimes even engineers can be part of the [1]problem. [hbr.org]
[1] https://hbr.org/1999/07/why-good-companies-go-bad
Obsession with ROI has (Score:1)
screwed up a lot of companies. Certain industries require a relatively long-term outlook, but modern finance practices dictate "get it now and F the future". IBM and GE both clobbered themselves this way.
It does "work" in the short term, but milks the company dry such that they have no ammunition for the future. It can damage your innovation portfolio and reputation. For example, IBM damaged their customer service reputation by being a persnickety cost cutter. It's hard to fix a bad reputation, as the Detro
Re: (Score:1)
Clarification:
RE: "Ford busted their butt to make sedans with quality comparable to the Japanese brands."
This was after poor quality in the 70's, 80's, and 90's.
Re: (Score:1)
Example? Don did start the withdrawal process.