![]() ![]() He also kept microprocessors on the back burner when the market was small to focus on memory. He forged Intel into one of the world’s top memory suppliers with his “Goldilocks’ strategy.” He made Intel’s manufacturing operations into an innovation engine by putting R&D in the fab. Gordon’s strategic mind covered just about everything for the company. Right?” M: “I guess you’re right.” Like I said, always humble. And yes, while you were lucky, you also always knew where to fish. The ever-humble Gordon would often dismiss his accomplishments saying, “I was just lucky.” I once replied, “Gordon… you love fishing, right?” M: “Yes.” D: “Well, you know that fishing is finding the place where the most fish are and leaving the rest to luck. While Noyce brought in the money, Gordon was the strategist that would guide Intel to profitability by being in the right markets. He would then go on to be a statesman for our industry. Bob led Intel’s succession strategy by example: He chose to step down and hand the reins over to Moore early on. So many start-ups age poorly, with founders that no longer want to work but won’t step down. Like George Washington, Bob understood the importance of stepping aside and bringing up others to lead. One of the most overlooked accomplishments that Bob made was in stepping down. As CEO he really did bring life and sustainability to Intel. Arguably, this is why he was so good at attracting investors and making sales. He had a way of making your nervousness sheet off you like water sheeting off a duck’s back. He had no reason to inspire me or even make me feel comfortable. I can to this day remember meeting him for the first time. That meant getting both investors and customers on-board with the vision of the company. The biggest challenge Bob faced was getting the funding and cash flow to make the company successful. ![]() Their efforts would also make Intel the technology flag bearer for diversity in the workplace as well. Both men did so much in this early period to create an egalitarian culture that they would make Intel the flag bearer for what today is seen as Silicon Valley culture. The real question is, what did these leaders set out to accomplish, did they achieve their goals, and what problems did they leave for each that followed them.īob laid the groundwork when he founded the company with Gordon Moore in 1968. At the same time, no leader can be great without great followers. All six have faced and have had to overcome great challenges. Six people have held the title of CEO over the first fifty years of Intel’s existence. ![]()
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