Intel Employees "Very Optimistic"

[benb]

I think they know WFH is more efficient, but certain companies wanted to increase natural attrition so they took it away. WFH is thus a sign of corporate health.

 

[Daniel Nenni]

Internal memos, keynotes, and meetings for upper management are all "nice", but wrt to the 100,000+ employees he and KOB are largely MIA and it is not clear where the ship is being steered. Are employees optimistic? Those I know...not so much.

Should he have one-on-ones with 100k people? He is getting ready to cut thousands of people. That is where the ship is being steered, to accountability. Lip-BU has been clear on his messaging. The employees who feel management are MIA will probably be KIA.

 

[Y.H]

Should he have one-on-ones with 100k people? He is getting ready to cut thousands of people. That is where the ship is being steered, to accountability. Lip-BU has been clear on his messaging. The employees who feel management are MIA will probably be KIA.

I wonder does lip bu likes to do town hall. Personally, I find most town halls are a waste of time and effort

 

[Daniel Nenni]

I wonder does lip bu likes to do town hall. Personally, I find most town halls are a waste of time and effort

Ditto. I would rather have Lip-Bu out meeting with customers. Intel executives have their marching orders. If employees feel in the dark the managers need to be fired.

 

[Artificer60]

The employees who feel management are MIA will probably be KIA.

Have to disagree with this sentiment, since that is the vast majority of the people I know who actually move the wafers and touch the tools. The only people left would be the managers and they don't know how to run the factory. Technical skills are one thing, hands on day-to-day performance of tasks is something completely different.

I guess my issue is that I have yet to see any concrete, measurable indicators from Mr. Tan regarding his plans. Gelsinger made promises he couldn't keep, but he did give you something to measure his performance against. So far all I have heard from Lip-Bu Tan are vague, squishy generalizations. That is one way to ensure you don't promise what you can't deliver, but I don't think it works long term. In fairness, he has only been in the position 10 weeks and should probably be given some time to get things moving but the silence is distracting. I suspect that this feeling is probably fed by the previous 2 CEO's (Swan and Gelsinger) who had some sort of message for employees practically every week.

I will say everyone I talk to has indicated that Naga (not going to wrestle with his last name. ) has been very open and clear about the direction he wants to go in, but specifics of how to get there are still pretty sparse. Perhaps this is the approach that Lip-Bu Tan prefers? To let his direct reports handle the messaging to their orgs?

 

[user nl]

Have to disagree with this sentiment, since that is the vast majority of the people I know who actually move the wafers and touch the tools. The only people left would be the managers and they don't know how to run the factory. Technical skills are one thing, hands on day-to-day performance of tasks is something completely different.

I guess my issue is that I have yet to see any concrete, measurable indicators from Mr. Tan regarding his plans. Gelsinger made promises he couldn't keep, but he did give you something to measure his performance against. So far all I have heard from Lip-Bu Tan are vague, squishy generalizations. That is one way to ensure you don't promise what you can't deliver, but I don't think it works long term. In fairness, he has only been in the position 10 weeks and should probably be given some time to get things moving but the silence is distracting. I suspect that this feeling is probably fed by the previous 2 CEO's (Swan and Gelsinger) who had some sort of message for employees practically every week.

I will say everyone I talk to has indicated that Naga (not going to wrestle with his last name. ) has been very open and clear about the direction he wants to go in, but specifics of how to get there are still pretty sparse. Perhaps this is the approach that Lip-Bu Tan prefers? To let his direct reports handle the messaging to their orgs?

I understand. People who have been fired or have fired people in face-to-face announcements understand the enormous effects these processes can have on the people involved. And perhaps even worse is handling the uncertainty during the time preceding the announcement in expected mass layoffs. The longer this uncertainty lasts the more damage is done to the people involved, the fired ones and the non-fired ones.

Here the announcement by PG on the 15000 people Intel fired on 1 Aug 2024:
https://newsroom.intel.com/corporate/actions-accelerate-our-progress#gs.cgq6eg

There can be quite some long-term effects on the companies also after mass layoffs:
https://hbr.org/2024/10/research-the-long-term-costs-of-layoffs

It is simply brutal, and the sooner bad news is shared the better it is generally.

 

[Daniel Nenni]

Have to disagree with this sentiment, since that is the vast majority of the people I know who actually move the wafers and touch the tools. The only people left would be the managers and they don't know how to run the factory. Technical skills are one thing, hands on day-to-day performance of tasks is something completely different.

I guess my issue is that I have yet to see any concrete, measurable indicators from Mr. Tan regarding his plans. Gelsinger made promises he couldn't keep, but he did give you something to measure his performance against. So far all I have heard from Lip-Bu Tan are vague, squishy generalizations. That is one way to ensure you don't promise what you can't deliver, but I don't think it works long term. In fairness, he has only been in the position 10 weeks and should probably be given some time to get things moving but the silence is distracting. I suspect that this feeling is probably fed by the previous 2 CEO's (Swan and Gelsinger) who had some sort of message for employees practically every week.

I will say everyone I talk to has indicated that Naga (not going to wrestle with his last name. ) has been very open and clear about the direction he wants to go in, but specifics of how to get there are still pretty sparse. Perhaps this is the approach that Lip-Bu Tan prefers? To let his direct reports handle the messaging to their orgs?

Do you know people who worked at Cadence as well? How do you measure Lip-Bu’s performance there? Vague and squishy? Lip-Bu, the vague and squishy billionaire.