The clock is ticking down toward the deadline for Intel to name a new chief executive, and people are starting to notice. Paul Otellini is set to retire on May 16 when the world’s largest semiconductor maker has its next shareholder meeting.
An Intel representative would only say the executive team is working on the CEO search, aiming to deliver the new leader before the shareholder meeting. “I was thinking they would announce a couple months early so they could have an orderly transition,” said Linley Gwennap, a veteran Intel watcher and principal analyst of The Linley Group (Mountain View, Calif.).
I’ve been saying Intel needs its equivalent of a Lou Gerstner, the man from RJR Nabisco who led the corporate makeover at IBM. It’s a new day with PCs on a faster than predicted decline as smartphones boom without Intel silicon in any top tier handsets.
Gwennap thinks Intel’s situation is less dire. “There are a lot of things at Intel working well,” including its “unique” corporate culture, he said.
Intel is well known for meetings that are screaming matches where opposing sides go head-to-head on big decisions. The best fighter wins and at least sometimes all sides go out for a beer, congratulating each other on a battle well fought.
The x86 giant is also known for its fast pace, frequent strategic shifts and re-orgs and unique practices—such as having two senior execs share leadership of a big business unit.
Totally agree with basics 101. A lot of middle and upper management creates and maintains toxic atmosphere. There is too much corruption. Intel's focal review allows manager to lie their way up. Intel needs to build a system to weed out corruption.
Here is an idea: Warren East stepped down as CEO of ARM. Is it possible there is an Intel angle to this??
Think about it - what better way to crush ARM than inticing their CEO to join you? This would do Machiavelli proud.
Qualities of the CEO to fit Intel
1) Create charts over charts, make sure there is process everywhere
2) Spend about a month on R&R and make sure brilliant mavericks are eleminated by their mangers
3) create FUD in IDF so everyone feels like without tic tock the well clock in ending
4) Do not just do IMBO but also make sure you can measure those and avoid any creative developments.
5) make sure if someone crete somethng nice, have meetings over meetings to delay the implementation to the point it is not in the BKM.
If a headline ends in "?" the answer is no.
IMHO, an outsider would take two years to get up to speed just when Intel needs to be very focused and nimble. The PC is a replacement market, not a growth market, so the company and the CEO need to be marketing focused, not manufacturing or engineering. Leaves Intel in a pretty tight spot.
Traditionally they have done the two-in-a-box move to put two folks that together add up to what's needed. (It also means that one of them ends puts the other out of a job; not a great formula for the cooperation that's needed.) About the only way I see this working is to have Andy Bryant step in as the adult (interim CEO) and put BK/Dadi/Tom in as the regents to grow a new CEO from the outside over the next 2 years.
It ain't gonna be Pat or Mike.
An Intel foundry direction argues against preserving Intel culture. The culture would insist on preserving x86, even in mobile, as long as possible, resulting in Intel competing against customers, at least in many well-known cases.
Returning hero mike splinter? Are you kidding ?? Look at amat share price over his tenure and look at how much the garbled up biz with solar.... He's getting replaced at amat even...as VESA execs take over
I love Intel too. Agree with basics101.
If a Chinese IC design firm like RDA, with only 40 designers, can successfully design a mobile phone SoC with very high level of integration, then the only reason Intel could not deliver is due to its internal problems.