Previous reports said Trump does not prefer foreign entity controlling Intel's fabs.
It is logical Intel holds the controlling interests. "Sold" or capital infusion are just semantics IMO.
New Intel CEO
- Thread starter Artificer60
- Start date
It is logical Intel holds the controlling interests. "Sold" or capital infusion are just semantics IMO.
Cadence was obviously a point on the contract. Now you have Cadence as the only entry point for 2 tier-1 foundries
Expect Cadence licenses for software for latest node work to jump up in price soon.
What's the over/under on it going the way of Global Foundries and stopping development of more advanced nodes once it's sold?
My speculation is that Lip-Bu would do a 10%-15% RIF, but IFS spin-off is unlikely anytime soon -- it may happen when IFS gains its foothold in 2-3 years.
Both the board and Lip-Bu emphasized the importance of IFS in their press releases. "Together, we will work hard to restore Intel's position as a world-class products company, establish ourselves as a world-class foundry and delight our customers like never before," Lip-Bu said.
And also speedup the AI effort as that would address the multiple. Once IFS breaks even, the valuation can recover meaningfully.
The CEO of Intel needs to think about the future. What will be the next tech cycle? QC? When intel can catch up in AI there will be already something else out there. Intel can't miss another big cycle (they missed everything after cloud)
Intel has a lot of R&D they can possibly leverage.
Short term: recover its finance
Near future: silicon photonics, glass substrates, quantum, neuromorphic computing, autonomous driving/robotics, etc.
A bit longer: AGI/ASI
Artificer60
Well-known member
I guess that depends on how you define "technical". He does hold an M.S. degree in Nuclear Engineering from MIT. Not really a semi-conductor related education, but I would argue that an Engineering degree is a technical degree.Mr Tan will be Intel's Steve Jobs.
one thing is that Mr Tan is not a technical guy, as many folks (including me) on this forum hoped Intel will hire
hist78
Well-known member
A message from Lip-Bu Tan, Intel Chief Executive Officer
Team,
I’m humbled and honored to be your next CEO.
Intel is a company I have long admired. Since I was a child, I have been captivated by the power of science, technology and engineering — and Intel’s innovation has been at the heart of so many world-changing breakthroughs along the way.
Of course, as we all know, past achievements do not predict future success, especially in an industry as dynamic as ours. The pace of change continues to accelerate, and the competition is intense. You understand this better than anyone, and I know it has been a tough few years for all of you and your teams.
One of the things you will learn about me is that I am never deterred by challenges. Throughout my career, they have motivated me to solve hard problems. As I prepare to come on board, I believe we have a truly unique opportunity to remake our company at one of the most pivotal moments in its history.
That’s not to say it will be easy. It won’t be. But I am joining because I believe with every fiber of my being that we have what it takes to win. Intel plays an essential role in the technology ecosystem, both in the U.S. and around the world. And, together, I’m confident we can turn our business around.
Under my leadership, Intel will be an engineering-focused company. We will push ourselves to develop the best products, listen intently to our customers and hold ourselves accountable to the commitments we make so that we build trust.
I subscribe to a simple philosophy: Stay humble. Work hard. Delight our customers. When you anchor yourself in those three core beliefs, good things happen. This has been true in every job I’ve ever had, and it’s the way I will approach the work ahead as your CEO.
We cannot take anything for granted, and we will do regular deep dives to assess our progress. In areas where we have momentum, we need to double down and extend our advantage. In areas where we are behind the competition, we need to take calculated risks to disrupt and leapfrog. And in areas where our progress has been slower than expected, we need to find new ways to pick up the pace.
Most importantly, we need to work as one team. One of the most enduring lessons I learned during my university days came as an athlete, not a student. I learned to believe in and trust my teammates, because I knew that was the surest path to victory — and there’s nothing I dislike more than losing. This is the mentality we all need to embrace as we build a winning culture across Intel.
Now more than ever, our customers are counting on us to pull together as a team and deliver for them. Above all else, that is and will remain our number one priority. And as your CEO, I will empower leaders to take ownership and actions to move our business forward.
We have a chance to do something special together. In many ways, we are the founders of “The New Intel.” We will learn from past mistakes, use setbacks to strengthen our resolve and choose action over distraction to reach our full potential.
Together, we will work hard to restore Intel’s position as a world-class products company, establish ourselves as a world-class foundry and delight our customers like never before. That’s what this moment demands of us as we remake Intel for the future.
We also have a responsibility to deliver for our shareholders — something I am equally focused on and expect will be an outcome of our renewed focus on customers.
I’m grateful for the trust the board has placed in me to lead this great company forward. I’m proud to be joining the team and excited about our work together. Looking forward to talking with you shortly during our All-Company Meeting.
Best,
Lip-Bu Tan
www.intc.com
Team,
I’m humbled and honored to be your next CEO.
Intel is a company I have long admired. Since I was a child, I have been captivated by the power of science, technology and engineering — and Intel’s innovation has been at the heart of so many world-changing breakthroughs along the way.
Of course, as we all know, past achievements do not predict future success, especially in an industry as dynamic as ours. The pace of change continues to accelerate, and the competition is intense. You understand this better than anyone, and I know it has been a tough few years for all of you and your teams.
One of the things you will learn about me is that I am never deterred by challenges. Throughout my career, they have motivated me to solve hard problems. As I prepare to come on board, I believe we have a truly unique opportunity to remake our company at one of the most pivotal moments in its history.
That’s not to say it will be easy. It won’t be. But I am joining because I believe with every fiber of my being that we have what it takes to win. Intel plays an essential role in the technology ecosystem, both in the U.S. and around the world. And, together, I’m confident we can turn our business around.
Under my leadership, Intel will be an engineering-focused company. We will push ourselves to develop the best products, listen intently to our customers and hold ourselves accountable to the commitments we make so that we build trust.
I subscribe to a simple philosophy: Stay humble. Work hard. Delight our customers. When you anchor yourself in those three core beliefs, good things happen. This has been true in every job I’ve ever had, and it’s the way I will approach the work ahead as your CEO.
We cannot take anything for granted, and we will do regular deep dives to assess our progress. In areas where we have momentum, we need to double down and extend our advantage. In areas where we are behind the competition, we need to take calculated risks to disrupt and leapfrog. And in areas where our progress has been slower than expected, we need to find new ways to pick up the pace.
Most importantly, we need to work as one team. One of the most enduring lessons I learned during my university days came as an athlete, not a student. I learned to believe in and trust my teammates, because I knew that was the surest path to victory — and there’s nothing I dislike more than losing. This is the mentality we all need to embrace as we build a winning culture across Intel.
Now more than ever, our customers are counting on us to pull together as a team and deliver for them. Above all else, that is and will remain our number one priority. And as your CEO, I will empower leaders to take ownership and actions to move our business forward.
We have a chance to do something special together. In many ways, we are the founders of “The New Intel.” We will learn from past mistakes, use setbacks to strengthen our resolve and choose action over distraction to reach our full potential.
Together, we will work hard to restore Intel’s position as a world-class products company, establish ourselves as a world-class foundry and delight our customers like never before. That’s what this moment demands of us as we remake Intel for the future.
We also have a responsibility to deliver for our shareholders — something I am equally focused on and expect will be an outcome of our renewed focus on customers.
I’m grateful for the trust the board has placed in me to lead this great company forward. I’m proud to be joining the team and excited about our work together. Looking forward to talking with you shortly during our All-Company Meeting.
Best,
Lip-Bu Tan
Remaking our company for the future
www.intc.com
GF selling of FABS one by one at least here in Singapore.
Moving all "non-essential" roles out of expensive places e.g. Singapore and moving them to lower cost locations.
Malyasia,India,Philippines for example.
Why would GF take on more cost when they are obsessed with seemingly reducing it
"I subscribe to a simple philosophy: Stay humble. Work hard. Delight our customers. When you anchor yourself in those three core beliefs, good things happen."A message from Lip-Bu Tan, Intel Chief Executive Officer
Team,
I’m humbled and honored to be your next CEO.
Intel is a company I have long admired. Since I was a child, I have been captivated by the power of science, technology and engineering — and Intel’s innovation has been at the heart of so many world-changing breakthroughs along the way.
Of course, as we all know, past achievements do not predict future success, especially in an industry as dynamic as ours. The pace of change continues to accelerate, and the competition is intense. You understand this better than anyone, and I know it has been a tough few years for all of you and your teams.
One of the things you will learn about me is that I am never deterred by challenges. Throughout my career, they have motivated me to solve hard problems. As I prepare to come on board, I believe we have a truly unique opportunity to remake our company at one of the most pivotal moments in its history.
That’s not to say it will be easy. It won’t be. But I am joining because I believe with every fiber of my being that we have what it takes to win. Intel plays an essential role in the technology ecosystem, both in the U.S. and around the world. And, together, I’m confident we can turn our business around.
Under my leadership, Intel will be an engineering-focused company. We will push ourselves to develop the best products, listen intently to our customers and hold ourselves accountable to the commitments we make so that we build trust.
I subscribe to a simple philosophy: Stay humble. Work hard. Delight our customers. When you anchor yourself in those three core beliefs, good things happen. This has been true in every job I’ve ever had, and it’s the way I will approach the work ahead as your CEO.
We cannot take anything for granted, and we will do regular deep dives to assess our progress. In areas where we have momentum, we need to double down and extend our advantage. In areas where we are behind the competition, we need to take calculated risks to disrupt and leapfrog. And in areas where our progress has been slower than expected, we need to find new ways to pick up the pace.
Most importantly, we need to work as one team. One of the most enduring lessons I learned during my university days came as an athlete, not a student. I learned to believe in and trust my teammates, because I knew that was the surest path to victory — and there’s nothing I dislike more than losing. This is the mentality we all need to embrace as we build a winning culture across Intel.
Now more than ever, our customers are counting on us to pull together as a team and deliver for them. Above all else, that is and will remain our number one priority. And as your CEO, I will empower leaders to take ownership and actions to move our business forward.
We have a chance to do something special together. In many ways, we are the founders of “The New Intel.” We will learn from past mistakes, use setbacks to strengthen our resolve and choose action over distraction to reach our full potential.
Together, we will work hard to restore Intel’s position as a world-class products company, establish ourselves as a world-class foundry and delight our customers like never before. That’s what this moment demands of us as we remake Intel for the future.
We also have a responsibility to deliver for our shareholders — something I am equally focused on and expect will be an outcome of our renewed focus on customers.
I’m grateful for the trust the board has placed in me to lead this great company forward. I’m proud to be joining the team and excited about our work together. Looking forward to talking with you shortly during our All-Company Meeting.
Best,
Lip-Bu Tan
Remaking our company for the future
fansink
Well-known member
Tan’s letter to Intel employees seems ambiguous:
“Together, we will work hard to restore Intel’s position as a world-class products company, establish ourselves as a world-class foundry, and delight our customers like never before.”
Sounds tactical, not ideological. He’ll likely stabilize IFS short-term (2025-2026), trimming costs and proving 18A to secure clients and spinoff, but his endgame leans fabless.
The first objective should be making IFS break even.
If there is an endgame, it should be driving the valuation significantly higher.
Regarding the exact path, it is scenario dependent. If there is a geo-conflict, then for Intel, it would be putting more emphasis on fabs.
If there is an endgame, it should be driving the valuation significantly higher.
Regarding the exact path, it is scenario dependent. If there is a geo-conflict, then for Intel, it would be putting more emphasis on fabs.
I find a lot of the discussion in this thread abut Intel Foundry now obviously being spun to sound self-prophecizing. Not a word of what was written in the PR announcement or the internal first message to Intel employees sounds like that is the direction. In fact, the opposite seems the case.
Someone enlighten me based on the facts of this announcement.
Someone enlighten me based on the facts of this announcement.
Here all about shareholder value!
Many folks on this forum had this belief because media earlier reported that he was in the camp of "split the fab". He may eventually do that; but it would be a breach of fiduciary duty for him to do it now, when IFS is perceived as having negative values.
Artificer60
Well-known member
Feel free to provide a link to something Lip-Bu Tan has said that indicates this is the case. While on the board he accepted the task of rebuilding manufacturing. I have trouble believing he would have taken that task if he didn't agree with the plan.