I can imagine a day when BK is fired and a new CEO is brought in to affect real transformation.
As opposed to laying the burden of "improving management" at the feet of FLMs (and allowing senior management to basically go through the motions), a better approach would be just the opposite. Have the new CEO meet personally with groups of top management at each site and lay out expectations and the (cultural) behaviors that will and won't be tolerated. Make public examples of leaders who do and don't demonstrate Intel core values. It's a big ship but Intel won't thrive unless the culture is changed.
I'm just dreaming, I know...