Bad management is a symptom and not the cause of Intel's problems.
A fish rots from the head and Intel had been poorly served by it Sr. Leadership and Board for some time.
The most important jobs of the board and top execs at Intel are culture and strategy. Strategy is adrift, mostly unbelievable, fad-based, ad hoc and consultant-speak and culture is toxic, internally focused, counterproductive and broken.
Seen this post on another thread ( @NQRtWKE-nyj ), couldn't agree more.
https://www.forbes.com/sites/panosmourdoukoutas/2017/06/20/the-sweet-life-of-elephants-how-hp-and-ibm-gave-their-advantages-away-piece-by-piece/#45b976c0354e
Then came the time when the founders stepped down and were succeeded by leaders who saw HP as an ATM machine dispensing bonuses and other perks, committing the one strategic mistake after another.
Then came a wave of unfortunate strategic acquisitions (e.g., Compaq Computer, Palm, and Autonomy), which turned HP into an “elephant,” wasting resources, and chasing talent away.
Intel is doing it now, sad.
My manager jealous of my credibility and capability with senior management.he work behind my back to fail me and he failed . I forgive him he did it again. With new highger manager which I got to know but i manage to make him regret and failed . One day He said he is in trouble and I back himup with my team. But when he didn't back us and was puppet same time took revenge on me again with backing from higher staff. The trust was rebuilt upon totally destroyed.sucb cunning heartless manager
Intel is like D.C.
Drain the swamp!
Absolutely - the roots of my SSL4 and then ISP came when I asked a bunch of questions when my group flew everyone (including me) in for a group meeting.
Being relatively new to the company and having come from the key customer to whom my group was trying to sell our "solution" (whatever the hell that is), I thought that it would be appreciated to dispel some misconceptions about my former employer's needs and point my new team in the right direction.
Boy was I wrong. What is far more important than building something that actually meets customers' needs (and not wasting time, energy and other resources on going down the wrong track) is convincing the next level of management that everything is awesome (!) and that they should continue to pour money into the group.
Because I was not in JF with group leadership, the backstabbing began immediately...but I didn't know it until it was too late.
Intel is as toxic a place as I've ever worked. People at all levels, many of whom have never worked elsewhere, truly don't know which way is up. All they know is survival inside the Intel machine.
I'm MUCH happier elsewhere...
Time isn't needed the tipping point has been past.
We got TMG monkeys run too many areas and then you got the Qualcomm guys run amuck and old x86 guard. Talk about a total cluster FUBAR.
Sad no leadership on the BoD to fix this.
😂🤣😂🤣😂🤣😂🤣😂🤣😂🤣😂🤣😂🤣😂
+1 @rig. Hit the nail on the head.
I can confirm that. Present bad news or point out things are FUBAR and you get shunned PDQ and likely under the bus even quicker for saying something that may upset the powers that be.
Better to shut the pie hole, go along, smile and collect the check. Yep, drones will save us, yep 10nm is humming just fine and nobody else is close, yep the modem is plenty fast, yep owg should go, yep 1% improvement in female representation is stellar progress, yep 0.1% increase in urm was a good reason to fire OWG, yep headcount is headed down, yep server ttm is getting better, yep quality is better than ever ..... YEP im sure we all could make a list longer than our arms.
What's sad is that there are plenty of smart people at Intel. The company isn't organized or led in a way that allows them to contribute in meaningful ways.
Endless time, energy and resources are wasted building "decks" that parrot what underling layers of managers think that their leadership wants to hear... instead of developing and presenting ideas that what might actually work (i.e. have a business case in the real world).
In this world external knowledge becomes a liability and closeness to leadership (i.e. knowing what they want to hear...being privy to internal meetings...being a TA, etc.) becomes king.
What's so sad is that Intel has the margins and resources that other companies would die for but lacks the leadership, management or culture to accomplish anything.
Time will tell...