Dave Zisner on reorg: Prune portfolio in low ROI areas, internal foundry model (two P&Ls) will increase efficiency (in some cases Intel had 20% equipment uptime vs. best-in-class 80%)
Seriously where is the accountability?
Seriously has the Board got a clue and asking the hard questions about what can ever be competitive and also turn a profit ?
Why two different P&L sounds like a shell game to hide something!
At the root, it is true that if you push more revenue products through existing fabs you ought to be able to increase returns. The problem here is that Intel has bloated cost structure and has no idea how to shuttle hundreds of different skus through fab. Also, Intel will have to carry old process nodes longer. Not to mention cost to develop an entire external ecosystem. He is making it sound 'easy' and towing the line on Pat's vision.
I truly wonder if anyone inside the organization really has detailed financial plan for what Pat calls 'his moonshot'. I doubt it very much.