This thread was good …
https://www.thelayoff.com/t/1jRRcX0B
… now let’s take the next step and document ways to stop the bleeding and turn things around (if it’s still possible). A possible start:
- No more vanity marketing projects (drones, Intel Creator TV show, millions spent on getting rid of the dropped e, etc.). Seriously, we’re talking $0
- Provably fix Intel manufacturing before offering manufacturing as a service to others
- Clearly and honestly identify the reasons for x86-related failures so we can claw back market share. If we’re failing to pay top emerging talent, cast a wider net and hire the best regardless of their race, ethnicity, or gender. Take a page out of the NFL and identify/recruit talent while they are in high school — you have to compete for the best. If we fired key engineers in order to refresh staff with cheaper alternatives, rehire them and terminate the cheaper alternatives that aren’t measurably delivering the needed results. An honest assessment of shortcomings and fixes is the key here.
- Identify ~two possible markets we could go after that are technically similar and skills-adjacent to x86 (not a miles away “we don’t have those skills” leap like Intel Online Services). Solicit and actually prioritize input from ALL of your employees first before deciding on the targets (unlike the Intel Online Services idea and many others). Intel has a highly-intelligent employee base, so leverage it for chrissakes!
- Once the ideas are arrived at with a broad consensus, stick with them and do what it takes to win
- Eliminate internal work that doesn’t directly support the above An example — no IT work for IT’s sake (like having conferences that generate white papers and PowerPoints that go nowhere). We don’t have time for this kind of cr-p.
- Similarly, eliminate product-based departments that don’t directly support the above or at least have a sustained track record of profitability
Other ideas?