- Poor execution in core business
- IDM 2.0 strategy prohibitively expensive and extremely high risk
- Failure entering new markets – graphics, ai, wireless, fab services...
- Matrix management and ‘two in a box’
- Departmental redundancies
- Excessive headcount for any given job & many time consuming useless processes
- Abandoned core value of ‘Meritocracy’ and replacing with ‘DEI’
- Quotas for female and URMs causing reduced productivity and worker animosity
- Excessive meetings with excessive number of people who bloviate
- Slides
6 replies (most recent on top)
Absolutely spot on. It's hard to pinpoint exactly how the culture got to this point, but here are some ideas:
- Organization structure is functional type, all the way to the CEO. This structure is conducive to bureaucracy & process over business segment/customer focus.
- Long term employees were made millionaires & leave, then new mid and senior managers here are not 'A' players. Many are DEI, with no experience in this industry. Look at executive team and do your own grading. You will see.
- High gross margins in the 60's threw off so much cash, Intel never had to really consider the core structure and processes in use. Sadly, crisis is needed as a catalyst.
Intel is culturally broken. And has been for some time. As someone from outside who joined the company (since left) what was most striking was how little Intel cares about customers. All of the energy and attention that should be spent on understanding and delivering on what external customers need today and will need is spent on internal machinations, time wasting processes and politics. No one who wants to keep their jobs speaks up. Really a toxic situation enabled by virtual monopoly and size.
- Because it’s Intel
@xwz+1jt6JS5X Agree with you 100%. Stacey Smith brought Bain & Co. in... Bain collected a huge fee, Stacey got promoted to CFO and the consulting projects were MBA 101 like making sure manager spans and levels were within tolerances.. yes those things had to be fixed but that just generated short term earnings gains and didn't fix the long term problems you are and Op are pointing out.
It is general incompetence all around that has caused this. Rot (i.e root cause) started during PSO’s time when tech talent was sidelined in favor of managerial talent. That’s when managers with no tech ability to speak of started to manage engineers (Courtesy Bain & Co.) This spread to even board with AB becoming Chairman. For a high tech company like Intel, giving secondary importance to Engineering is toxic. Over time even many PE roles have been occupied by people who market themselves well irrespective of their technical talent. HR, jumped on the bandwagon and forgotten how to effectively hire, train and retain tech talent.
The word ‘Leadership’ has lost meaning. Instead the word ‘management’ is used synonymously with leadership.
I left the company 11 years ago and this is essentially the same list as back then.