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The truth is that LBT wanted to fire Pat and hire Jim Keller to run the company as a product company. Jim was hugely popular and successful and had the right strategy. Obviously the clown CEO at that time Bob Swan fired him. Everyone wanted Jim back and only he could make this company succeed. LBT tried but the rotten company will not listen in spite of being of near death.
The truth is that LBT wanted to fire Pat and hire Jim Keller to run the company as a product company. Jim was hugely popular and successful and had the right strategy. Obviously the clown CEO at that time Bob Swan fired him. Everyone wanted Jim back and only he could make this company succeed. LBT tried but the rotten company will not listen in spite of being of near death.
The drama continues. Tan saw workforce as bloated, culture risk-averse Tan's exit leaves a vacuum of chip-industry expertise on Intel's board Intel's struggles led to layoffs, paused dividend, slashed capital spending Intel's foundry business plan faces challenges without major customers or...
If Intel appoints someone experienced, forum here will lambast that they needed someone younger and not stuck in the old ways.
If Intel appoints someone young, forum here will wonder why they didn't get someone with experience and perhaps they had no choice bc very few people want to be on Intel BoD.
It is true that Intel has way too many layers of middle management. That is part of why Jim Keller ended up leaving.
But doing like AMD and just outsourcing fabrication to TSMC is not an option for Intel.
It is true that Intel has way too many layers of middle management. That is part of why Jim Keller ended up leaving.
But doing like AMD and just outsourcing fabrication to TSMC is not an option for Intel.
If Intel appoints someone experienced, forum here will lambast that they needed someone younger and not stuck in the old ways.
If Intel appoints someone young, forum here will wonder why they didn't get someone with experience and perhaps they had no choice bc very few people want to be on Intel BoD.
Please take a look at TSMC's board of directors. Many of them are Americans. It's a very strong, experienced, and relevant board. It's a board that a multi national and world class company should look like.
TSMC's Board of Directors consists of nine distinguished members with a great breadth of experience as world-class business leaders or professionals. We deeply rely on them for their diverse knowledge, personal perspectives, and solid business judgment. F
Intel is lagging behind in chip design vs AMD. Because of process limitations they had to pursue a different design strategy with heterogeneous cores. The cores themselves are simpler because they have a lower transistor budget to play with. And manufacturing chips themselves allows them to extract more of the total revenue of the product. Having their own foundry also means they have another card to play in trying to get ahead of AMD.
The US also needs its own leading edge fab/foundry. Perhaps in the long term they can merge Intel Foundry with GlobalFoundries or something.
I think Intel should not get rid of its GPU design teams. And they need to continue pushing to make their own discrete GPUs. Except they should be fabbed by themselves not TSMC.
Please take a look at TSMC's board of directors. Many of them are Americans. It's a very strong, experienced, and relevant board. It's a board that a multi national and world class company should look like.
TSMC's Board of Directors consists of nine distinguished members with a great breadth of experience as world-class business leaders or professionals. We deeply rely on them for their diverse knowledge, personal perspectives, and solid business judgment. F
Tan is also a cement guy, he monopolised Malaysia's cement industry. Diversifying into construction from microelectronics is not that unsound, and even been done before more than twice on my memory.
