Could it be because the people who kept coming up with the stupid ideas were not held accountable?
Take BK as an example... He shamelessly introduced the Charging Bowl, then the 100 drones, then ACT. How can one person causes so many business disaster without being held accountable? Does the company belong to his father? Don't get me started on Aicha
Why things fail arrogance of past success.
Too many of senior leaders across product and process built their success and career on x86. The success of the 90's and the past decade only re-enforced and entrenched those leaders to do the same thing.
They are the best, they know what the the customers want, they want the same thing as the past, build it and they will come because it is better.
How does a 50 billion dollar company that only has two things x86 and semiconductor excellence and a huge profit machine grow. Sorry Intel is no Apple with ability to redefine a new category of growth. The closest opportunity missed was Xscale and taking the Apple Apps processor but PSO blew that one. CRB had an idea but didn't execute it with communications. And BKs about 3Dnand, IOT, and all the fluffy around other things like drones, curie, charging bowl, fashion compute make about as much sense as past endeavors into microscopes and cheap cameras to to grow PCs.
Look back their are only two things this company had; 1 x86 high end compute, and 2 semiconductor manufacturing
x86 high end compute, it is clear when you look at Apple, ARM, Nvidia, or even Google Intel has no unique design expertise except the legacy x86 code compilation
Silicon, while revenues and technology are the best, the fact is they only know how to make one thing and one thing well. Factories are not set up to be flexible run very different things and frankly TSMC and Samsung now have smartphones that justify larger volumes at the leading node for iPhone and Galaxy lines that drive their execution. Intel execution has slipped as there is no competition and where there is none the entrenched get all full of themselves in telling others what is best. Frankly Apple and MS tolerate this but are now pursuing paths that let their success not be tied to whether 10nm comes or not and whether the 10nm product is revolutionary or a dud.
Then you got the leadership problem, no body in the current senior leadership has any track record of brilliance or leadership to speak of. Prediction is that this group will go down with the ship and be a classic Harvard Business Case study as well as the subject of a few books, like IBM was in the past.
have worked in intel. failure of x86 architecture to arm over power. Mobile business lost. poor top managment & architechs decision making. May be managers , architects and engineers have themselves transformed into politicians , egos , and thus blurring rational thought processes for finding the truth behind good engineering decisions. Planning problems. execution problems.complacency.have got a name "intel". But comparing to other companies , it lost its competency. May have to catch up. more competitiors came up in semiconductor businees who executes well the project , and intel didn't leverage their advantage to enhance their edge . one thing i felt is , nobody is taking "ownership" of projects, because of poor management . It may have do with continuous firing or management problems. Intel has top engineers worldwide. They felt they made the right decisions , but was wrong. need to update their knowledge with a humble heart , rather than hiding behind their legacy name tags and tags of academic institutions.
Lack of capability to execute. Everyone is encouraged to be leaders. On the ground workers who actually are key for execution are not valued.
Too many leaders means much too competition. And to survive, the strategies are to build a silo to protect others from encroaching or empire building through striking down others.
Both of these strategies inhibit collaboration and has resulted in every single product being late to the market. Seems like now this leadership virus has also spread to Process development and for the first time ever, we lag competition.
So many re-orgs have been done with the central idea of breaking the silos. None have made any difference as culture has remained the same and people quickly find ways to build new silos and empires.
Innovators dilemma.
It's a classic case study that has been repeated at many companies.
Andy Grove understood he concept.
Everyone after him forgot the lessons.
Hey, I actually like the charging bowl. I like the idea that I can just place my iPhone and iwatch in a bowl instead of trying to stick a plug in it. I'm sure they some how end up phugging up that concept. Lol.
You aren't even mentioning all of the M&As we will eventually divest at a loss
OP, please continue your discussion about Evans. You've already made good oints about Krzanich.