With “a true outsider [for CEO], the company would grind to a halt,”
said Gwennap. If a new leader creates a “culture clash [he could] lose
top managers, and Intel is a complex business to run without good
lieutenants--the trains will be off schedule,” he said.
and I agree on one strong possibility—the new CEO could be a returning
hero. Pat Gelsinger or Michael Splinter are prime candidates. They have
seen Intel from the inside and the outside, learned how to work its
corporate levers and have had enough experience to have some ideas how
it could be better.
Two things I expect for sure. This transition
won’t be like past ones. Otellini apparently has no plan to graduate
from CEO to chairman as Gordon Moore, Andy Grove and Craig Barratt did
before him. That alone tells me this transition will be more of a gear
shift than a smooth acceleration.
I also expect Intel will
surprise me. It often does. Moving faster than other companies its size,
it has jumped with both feet into new markets and then pulled out of
them just as fast when they didn’t pan out.
The only thing
that’s really clear is something significant will happen in less than 30
days, and Intel won’t be jumping out of the smartphone market.
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.
Join our online Radio Show on Friday 11th July starting at 2:00pm Eastern, when EETimes editor of all things fun and interesting, Max Maxfield, and embedded systems expert, Jack Ganssle, will debate as to just what is, and is not, and embedded system.