"We will have so much winning after I layoff 12,000 people, that you may get bored with the winning," BK said Wednesday. "Believe me, I agree, you'll never get bored with winning. We never get bored. We are going to turn this company around. We are going to start winning big on trade. Commercially, we're going to build up our factories. We're going to have such a strong company that nobody, nobody is going to mess with us."
19 replies (most recent on top)
You people need more inspiring buzzwords.
Clearly that is what is holding your company back.
@H9YJ5uT-bon, @H9YJ5uT-duv, So true and exhausting. Few years back, I decided I am going to cut this crap and whenever such situations arise, I would implement one thing which seemed like a reasonable solution. Once the work was done, all the arguments, discussions to do it one way or the other use to disappear. It almost felt like nobody wanted to do the thing, so just indefinitely discuss it.
@H9YJ5uT-mlp most excellent post! and right on
@Post ID: @H9YJ5uT-pfx that was truly an epic story!!! SO TRUE!!! LOL LOL
Intel has so many problems that god can't even save it. The only way out is for Intel to sink and you all find another job somewhere else. Good luck saving it with people like BK and Murthy on top. Give me a break. Just look at all the experienced people being walked out. How is it going to get better if you are loosing all your experienced people and left with bunch of RCG's.
Management wants obedient work force and not disruptors since they are afraid they will take their jobs.
Reward the risk-takers who have vision and work their butts off, rather than giving them SL4 and laying them off a month later (my husband, the hardest goddamn worker I've ever seen at Intel). Stop doing things the old way just because it's always been done that way. If something isn't value added, stop doing it for gods sake. Keep the disrupters, don't get rid of them. They are the ones who will save the company.
Unfortunately, Intel will not be great again.
In the past (2005 crysis) we were fighting against smaller companies (AMD) in the same business (PC). Now we are fighting multiple, stronger adversaries and the business itself is sinking. To add a hurdle, Moore's Law is dead and Intel doesn't have a lead in the manufacturing process.
All leads to 1 cinclusion. Intel will split, shrink or die altogether within the next few years.
= = = G A M E O V E R = = =
@H9YJ5uT-duv, your description so f--king exact. Half year ago I had to take care of some issue, there was exactly two ways to resolve it. One solution should take 5 minutes, second one hour. I told my manager, that there is 2 solutions and proposed to take the first one. It was my mistake, since it was discussed 9 months. Finally, 5 minute solution was chosen. Other time I had been waiting for arch. decision on some design, which could be done by recent graduate in an hour. After several months and 70th post at ClearQuest, we just decided - f--k them, let's implement it. I'm sure that the discussion still continues...
Arrogance, ignorance, and complacency.
One huge leap forward to make Intel great again is to take tens of thousands of known problems with known solutions that were working for years before they were reset to development's moronic crap and ALLOW them to be implemented. But, this goes against the very soul of the company under the guise of copy exactly when the problem/solution has nothing to do with the actual process that is under CE purview. To do this, the first leap forward will have to be taken which consists of forcefully removing all the upper and mid-level management that is complicit in the current culture of company sabotage.
Stop wasting time in discussing the bug, whether to fix it or not. Take swift decision. Stop wasting your time in meaning-less meetings. Have meeting only if needed. Have a strong manager to make people work and give solution fast and not to involve useless discussion.
I feel Intel is example how rules against hostile takeover are double edge sword. Yes it protects against corporate raiders but also protest bad management by boards of director and the imperial CEO. A hostile takeover can be a tool for accountability.
1) Change Intel's politically motivated culture where taking care of your "visibility" is x3 times more important than doing your actual work.
2) The path to being PE motivates the Silo environment we live in.
3) Focus on what we can achieve and not what will look good to analysts. there is no way in earth a company which miserably failed mobile will succeed in IoT.
@H9YJ5uT-pfx - great story :)
A great company needs a great leadership team who can hire great talents! Do you see this from BK's team or someone in his team can make this happen?
A woman in a hot air balloon realized she was lost. She reduced altitude and spotted a man below. She descended a bit more and shouted: "'Excuse me, can you help me? I promised a friend I would meet him an hour ago but I don't know where I am". The man below replied "You're in a hot air balloon hovering approximately 30 feet above the ground. You're between 40 and 41 degrees north latitude and between 59 and 60 degrees west longitude".
"You must be a technician." said the balloonist. "I am" replied the man "how did you know?" "Well," answered the balloonist, "everything you have told me is probably technically correct, but I've no idea what to make of your information and the fact is, I'm still lost. Frankly, you've not been much help at all. If anything, you've delayed my trip with your talk."
The man below responded, "You must be in management". "I am" replied the balloonist, "but how did you know?" "Well," said the man "you don't know where you are or where you're going. You have risen to where you are, due to a large quantity of hot air. You made a promise, which you've no idea how to keep, and you expect people beneath you to solve your problems. The fact is you are in exactly the same position you were in before we met, but now, somehow, it's my f---ing fault!!!
LOL! Intel stopped listening to their employees a decade ago or longer.