Thread regarding Intel Corp. layoffs

When did it start coming apart from your viewpoint?

For me it started when Copy Exactly became a religion instead of a business tool. The original concept was fine, but over a few years it became a very expensive requirement to do many stupid things. Engineering judgement, innovation, and often just plain common sense was tossed aside in favor of unthinking adherence to the past - not to improvement and new efficiencies. "Better. Cheaper. Faster" became "Let's make another version of the Model T with the same methods"

The next fall out was that those that blindly followed CE! were rewarded, and those who pushed for improvement were punished. This drove the innovators out, and those that rose into management were NOT trained to improve things. It was quite the opposite. They were trained to stifle it, and all too often they were the people who did not have the in depth process knowledge to see how to improve things. Therefore those who did have this knowledge were a threat and further restricted.

Soon after all this started we went away from the founding engineers as CEO. The new management didn't know any better, and worse did not trust their people to make good decisions. The copiers and the yes men had wormed into power, and it's been a downward spiral for over a decade.

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| 3683 views | | 20 replies (last September 5, 2018) | Reply
Post ID: @OP+UQ3njeb

20 replies (most recent on top)

@abnc - I think SM would have done OK as CEO - he didn't seem to stand for bs from anyone. After his stroke, we all knew we were in trouble as PG had left and the bench was all of a sudden very empty.

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Post ID: @aoog+UQ3njeb

PSO brought in all the field sales people to run the division to get the view of the customer input.

They lacked the ability to know what is plausible and to manage multi year programs.

The roadmaps looked good, but were unrealistic.

He treated engineering poorly, which drove away most of the good talent.

He then branded not a team player = you do not want to do what I want you to do and other cultural changes...

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Post ID: @anve+UQ3njeb

It all went to sh-- when Indians took over the company.

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Post ID: @8xct+UQ3njeb

I think when PSO took over, the marketing type talent started getting prominence, eventually displacing real engineering talent. Outcome is the state Intel is in now. HR has no accountability.

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Post ID: @3jou+UQ3njeb

MM has cost Intel $100's of millions and likely billions of $ with her dictatorial style. She was protected as the only female manager (now VP) on S.A.'s (SVP) staff. Everyone knew she was always S.A.'s watch dog. I saw FSM Factory VP's cringe and capitulate to MM due to her vindictive nature knowing that S.A. would starve their fab of process transfer technology if they pushed back too much. I actually had one FSM VP tell me to never argue with the PTD transfer manager even if the argument was solid because it was "better to be employed than right".

Sad to see the dissolution of Intel's culture and brand value in the market.

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Post ID: @3dnv+UQ3njeb

It started with consensus management and design under Craig Barrett.

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Post ID: @3let+UQ3njeb

I always thought CE was reset at each node - the first factory was brought up on the new node with improvements necessary for the new sets of issues and then CE'd from there to other factories. Was that not the case? Please (anyone) explain - I wasn't a TMG guy.

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Post ID: @2nyj+UQ3njeb

When admiting a mistake was made became best case shameful, worst case a cause for firing. I think that process started to intensify about the time Mr. Gelsinger was shoved out and went ballistic under BK. If you cant examine mistakes you can't learn very well.

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Post ID: @2vxk+UQ3njeb

Yeah. And I remember brilliant folks from Oregon asking why the UPW couldn't be trucked from Oregon to New Mexico so it would be CE. Such id--ts. It would only take 600 trucks per day, And it wouldn't be UPW anymore when it got there.

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Post ID: @1jth+UQ3njeb

It started decades ago when the Rio Rancho fab was a disaster while trying to match Oregon for yields and kpp’s. It took forever to yield match and CE was born.

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Post ID: @1hmh+UQ3njeb

@1njq - oh yeah SET. Irresponsible decisions, it's the same management even now in a lot of groups, why will it not start to crumble

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Post ID: @1ajl+UQ3njeb

SET

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Post ID: @1njq+UQ3njeb

ACT killed employee morale big time. And now the 10nm mess is diminishing the brand value as well. Intel once paid above market, it is mid market at best now.

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Post ID: @1fhf+UQ3njeb

Golden post, who invented CE!?

Catchy phrases that oversimplify a concept and than taken blindly says it all.

Bob, Gordon and Andy wouldn’t be so attached to an idea about 25 years past it’s time

😂😂😂😂😂😂😂😂😂😂😂😂😂

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Post ID: @1qzj+UQ3njeb

The culture started going massively to worse when BK became CEO. Before that there was even some attempt to keep meetings effective and some ethic in the work. BK just destroyed the last part of the work culture. It's pretty impossible to fix it anymore.

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Post ID: @1onk+UQ3njeb

@1gfi

Very true.

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Post ID: @1fbl+UQ3njeb

The wheels came off in 2006, when Intel sold StrongARM to Marvell. The only chance to hace multiple offerings between ARM and X86 was quashed by TMG and Finance because it presented a financial and manufacturing challenge and the only pi**ed off customer would be Motorola. So Intel nixed any chance at an ARM roadmap long before Steve Jobs came calling and long before Qualcomm made it the standard on all high end phones. The rest as they say is history.

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Post ID: @1gfi+UQ3njeb

Let's not forgot the watering down of experience with the decision to force diversity according to an arbitrary timeline.

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Post ID: @uob+UQ3njeb

That reminds me of the time that someone made a pitch for a CE variance to MM. He had the right material in his presentation, he had the data, and she humiliated him in front of his management and peers. ending with, "I have to question your commitment to Copy Exactly"

Enough said, I guess.

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Post ID: @odf+UQ3njeb

Certainly would agree with your statement,

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Post ID: @tdf+UQ3njeb

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