- Looking for a new AI CEO to save cost
- Reduce yearly salary to $20K below poverty level and give each employee $5000 bonus to save cost and boot morale
- Go fishing and hope to catch a big whale for the foundry
- Encourage employees taking more time off from work to ride roller coaster at the park to buy more ESPP
- RTO mandatory enforcement to clean up offices and cubicles to save janitor service cost
- Cross training requirements for managers to do real technician or engineer works while engineers/technicians have more chance in management roles.
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20 replies (most recent on top)
Ensure the longest hop from the CEO to an individual contributor at the lowest level is 6. Then make sure it stays that way despite any reorgs afterwards for at least 10 years.
I guess this is from an Intel HR id--t just got laid off recently.
Im sure they have been d-mber posts here before but this has to be top 10
Am I missing something here? Where are the pool of talents AI engineers and AI technicians? Should it be AI everywhere by now?
A.I. Executives and BOD would save Millions upon Millions. In fact, that could cause the turn around were looking for.
A.I. CEO
A.I. Executive Vice Presidents
A.I. Senior Vice Presidents
A.I. Board Of Directors
That should cut through most of the Bullsh-t.
If I were a new CEO I would steal all the best talents from other companies to drain them out and dump back into layoff board to cut cost later.
Haha. You actually think the Intel board would ever entertain a thought from anyone but executives? Where have you been for the last 30 years? Besides they have hired the McKinsey and Company for any advice they may require. Little do they know, McKinsey & Company shares all inside information with the entire industry for their own benefit.
This is a real brain storm session from layoff board. If you want a smarter way then go to Intel board with your own ways of doing things to make it fail faster.
@aq+1 OP posted stupid trollery, but I agree with most of what you posted.
Bring back Rank & Yank, quarterly if possible, terminating the Bottom 5%.
That'll leave a mark.
Alright, this is now the stupidest post, but I'm sure someone can go even stupider.
@c8: reread your own post and see who is being incredibly vapid. In fact reread ALL your don’t believe posts and recognize that you are cancer
I don't believe OP has posted such a stupid thing.
For those who are making d-mb a-s suggestions on this post and you know who you are, glad you are not the CEO. OKR’s published to where everyone can see them, that is some serious bullsh-t stupidity!! What are you trying to be like the movie 1984?
There isn't going to be a recovery. 18A isn't going to be the massive savior that it was projected to be and that can has already been kicked down the road to 14A whenever that is supposed to happen. The client and server product lines are mature and just receiving incremental updates that are hyped as a big deal but aren't. No real new innovation in any products. The competition is eating away at market share with Intel having nothing to stop it.
At this point? Have a party to publicly humiliate the executives and the board and officially turn off the lights for the very last time.
First off, start by giving everyone a 20%-30% raise and a 5x stock grant that vests over five years, but starts at year three. Second, go through all the key stroke data collected, and if someone isn't being productive 80% of the time on a rolling two-qtr basis or spends at least 32hours connected within a factory wifi/intranet, or have filed a patent within the last 24 months, they get redeployed with no package. This should prob be about 40%-60% of Intel employees conservatively. Third, establish staffing with the benchmark of AMD for Intel Products, and TSMC for IFS. Fourth, establish a uniform OKR deliverable by grade and job code. No more G9 perfect attendance being an OKR. Or G10 scheduling a strategic virtual F2F as a deliverable. Fifth, hold everyone accountable. Everyone's OKRs are published in a searchable database corporate wide. Everyone knows what everyone else's OKRs are. If someone can't meet 90% of their OKRs two out of three qtrs on a rolling basis, they go on an IR plan, if miss three times within eight qtrs, a CAP (or whatever they call it these days). This applies to G2 through G2x (EVP).
Chop it up and sell the pieces.
- keep the company together and demand Prodco use TSMC exclusively
- encourage paranoia again, on a personal level. You are not such a superstar we’d never lay you off. In fact new talent comes much cheaper. And nobody else will hire you after we let you go.