Thread regarding Intel Corp. layoffs

For those working in Multi-Geo teams

You are now wearing 2 or 3 bullseyes on your back.
Bullseye #1: LBT wants less meetings, more onsite collaboration. Your team cannot function without meetings.
Bullseye #2: LBT wants RTO enforced. Unless you're on the same site as your manager, that can't really be done effectively.
Bullseye #3: If you're in high-cost geo but parts of your team are in low-cost geo, then considering that Q1 was GAAP loss, Q2 is expected GAAP loss, yet LBT wants to invest in talent and probably still also in IFS, guess where the cost savings would come from.

In short: Duck & cover, or get the h-ll out of there.

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| 2191 views | | 6 replies (last April 26, 2025) | Reply
Post ID: @OP+1jsp4n5hk

6 replies (most recent on top)

Where possible I would suggest strongly avoiding working on matrixed teams, or reporting to more than one manager, who you are in direct contact with every week.

Efforts to create global teams are not unlike efforts to allow work from home, a luxury that Intel can not afford. Some may be more productive in that setting but a lot of creativity comes from interaction.

If Intel at some point has better operational excellence then they can try to offer hybrid working again. Maybe they can carve out fully remote jobs for those doing strictly process work? They are going to increase the number of contract workers, and some of that will be for remote work.

So it won't go away but the current situation is too dire. Companies get out of distressed situations through mass attrition, getting down to a size that can be managed effectively. LBT is starting that process and it will take several years.

This may be as some say, to get the best value in asset sales as the Board sells off the company, or it may be simply because Intel at 100k is unmanageable, and needs to be scaled down to 50k (shedding product groups and some fabs) to be effective.

In that sense LBT is pushing for what the malfeasant COO and CFO should have been doing all along.

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Post ID: @g2+1jsp4n5hk

Yup, they reinstalled that g-y a-s RSIguard back on my computer. What do you expect importing a chi-comm to the highest levels of an American company? This is literally just soft Chinese takeover of all American chip companies basically. Jensen Huang, Lisa Su and now LBT....hmm anyone see a pattern here? The supreme art of war is to subdue the enemy without fighting. - Sun Tzu. Well played China, well played............

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Post ID: @dv+1jsp4n5hk

if LB is too aggressive, I expect he get kick out sooner or later like BK due to too many connection with china and will be labelled as security risk

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Post ID: @az+1jsp4n5hk

Stop with all the BS “performance monitoring”, “there be an army of HR spying on you”. If you can prove it STFU.

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Post ID: @aw+1jsp4n5hk

More groups will hire outside US to reduce costs. I don't see that changing. Company cares more about reducing costs than in person collaboration otherwise they never would have had teams spread out over multiple sites before COVID.

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Post ID: @ac+1jsp4n5hk

OP, duck and cover isn't going to work. Expect intense performance management and monitoring regardless of where you work. Performance management is the cheapest way to reduce the workforce and keep the remaining workers focused. Being released for poor performance puts you out on the street with no severance. Prospective employers will be able to deduce that you were a weak performer. ICs will be managed on their workloads, skills, and results while managers will be managed on how well their teams perform. It will be a continuous process not just once a year. Staying in the top 90% might sound easy and it should be but it means staying relevant. Right now there are a lot of weak contributors and managers. Once they are gone the bar is raised. AI tools will help HR identify weak spots and problems like nepotism and favoritism. The competition, especially foreign, hold their workers to high standards expect the same going forward.

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Post ID: @aa+1jsp4n5hk

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