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Pat Gelsinger was wrong for Intel

425 pointsby hasheddan5 months ago

39 comments

CodeHorizon5 months ago
Bring back Pat.<p>Was Pat perfect, no. But Pat acknowledged Intel’s problems - something Otellini, Krzanich, and Swan never did. These CEOs, all non-technical, focused on dividends, buybacks, and next-quarter results while Intel fell behind in advanced nodes and innovation.<p>Gelsinger inherited a disaster: 10nm delays, TSMC pulling ahead, and no GPU strategy. He had the courage to cut buybacks and slashed dividends. He poured billions into fabs in Arizona, Ohio, Germany, and Ireland. He delivered Intel 18A, powered on first silicon, released PDK 1.0 for Microsoft, and secured Microsoft and Amazon as customers. There were even rumors Apple might join.<p>Contrast this with Nadella at Microsoft back in 2014. He didn’t reboot the company by tearing everything down. Instead, he built on Ballmer-era wins like Azure, Office 365 while shifting Microsoft’s focus to the cloud. Gelsinger had to start from scratch in many ways, tackling years of neglect while facing harsher challenges.<p>Yes, Intel’s stock dropped $150 billion, but Gelsinger was upfront - it wouldn’t turn around before 2025. He was trained by Gordon Moore and Andy Grove, and while some saw him as arrogant, that confidence came from decades of technical leadership.<p>The real issue? The board. Full of people like Boeing execs. They don’t get engineering. Trusting them to fix Intel is like hoping a plane door won’t pop open mid-flight. They’re the ones who should be replaced.
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ghaff5 months ago
Knowing both Pat and Bryan pretty well professionally, I&#x27;m not sure what the right answer here was. I did a &quot;scare them&quot; presentation to the senior Intel sales force a long time ago but it was mostly about multi-core Opteron. (And, I suppose it&#x27;s long enough ago now, to say that Pat told me Gates was basically afraid of Windows requiring multi-core performance.) Intel probably needed to get into GPUs (or other AI-enablement) seriously earlier but I&#x27;m not sure how predictable that was. I did tell AMD a long time ago to head off in directions Intel&#x27;s inertia wouldn&#x27;t let them. But so much is about execution.<p>ADDED: And, yes, Pat was an Intel insider but I think he was still a pretty good choice for the job. Not sure who else I would go with.
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aurareturn5 months ago
Here are Pat&#x27;s public failings:<p>* Can&#x27;t win over AMD, Nvidia, Apple, Broadcom as fab customers<p>* Fab cancellations and delays, wasting a ton of money<p>* Not hiring the right people to steer Intel&#x27;s internal fab culture to external quick enough<p>* Not simplifying product roadmap. No one knows what the lake code names are. Expect 30% of roadmap to get cancelled. 30% get delayed. 30% switch node tech. Compare this to the simplified AMD roadmap, which is easy to understand and makes sense.<p>* Didn&#x27;t stop paying dividends until August 2024<p>* He cut fab funding to pay dividends in 2022 [0]<p>* Didn&#x27;t see that Intel was swimming naked during the covid boom and that after the boom, Intel would be in huge trouble due to inferior products<p>* He hired 20% more workers since he joined but 54% less revenue<p>* Intel still has more employees in 2024 than in 2019. Instead of trimming fat, he added more fat.<p>Sure, Intel was on the decline no matter who stepped in as CEO in 2021. However, Pat definitely accelerated the decline and made a mess of things with little progress in any area.<p>Gelsinger was a failure all around and it&#x27;s time someone with no ties to the original decades-long Intel IDM strategy step into the role. Intel needs an outsider who can come in and objectively see the current situation - not the rosy glorious Intel of the past.<p>[0]<a href="https:&#x2F;&#x2F;semianalysis.com&#x2F;2022&#x2F;07&#x2F;29&#x2F;intel-cuts-fab-buildout-by-4b-to&#x2F;" rel="nofollow">https:&#x2F;&#x2F;semianalysis.com&#x2F;2022&#x2F;07&#x2F;29&#x2F;intel-cuts-fab-buildout-...</a>
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roenxi5 months ago
This isn&#x27;t a space I pretend to understand in detail, but Cantrill&#x27;s objections to Larrabee here seem confusing. With hindsight, Intel abandoning Larrabee has been a disaster and they should have sustained the effort to develop a great GPGPU chip. Without taking any position at all on Gelsinger&#x27;s execution his strategic vision seems to have be supported by what happened in practice after his attempt.<p>If Intel had been practising making discrete GPU from 2009 to 2024 instead of giving up then it does seem quite reasonable that Nvidia would be a quarter of its size. One of the obvious mis-steps Intel made over the last 20 years was failing to keep trying Larrabee-style chips until they figured out how to make them work. Ok version 1 might be a disaster and version 2 might be bad. But we&#x27;re looking back over almost 20 years! There was a lot of room to figure out how to be good and tap in to the huge new market that was opening up.
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arunc5 months ago
&gt; Worse, in his own story, the bad things at Intel always seemed to happen when he wasn’t in the room or otherwise over his objections — and the good things always when he was called in to save an effort from failure.<p>Sounds like spoken by my current boss. During a 1on1, he took up the topic of me apologizing to the team for something I overlooked. He said, in his exact words, &quot;when things go wrong, a smart leader should blame their team and when things are in their favor they should take credit for that. That&#x27;s how you grow as a leader in organization, in this corporate ladder. You should learn. Long way to go&quot;.<p>I was like, &quot;no way he said that!&quot;. I trusted the wrong person and joined this organization! (Sorry about the rant)
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chmoore8895 months ago
I feel like I&#x27;m seeing a lot about how Gelsinger&#x27;s decisions were the wrong move for Intel, but I don&#x27;t see what he direction he should have taken the company instead. What is (or was when Gelsinger became CEO) the move for Intel to get back on top?
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martinpw5 months ago
Articles like this are so easy to write after the event. It would be a lot more compelling of an article if it had been published a year ago and had instead predicted what was going to happen given what the author claimed was obvious at the time. Fact is Intel was in a really tough situation and Pat seemed to many (including many here) like the best candidate at the time to be able to turn things around, with the acknowledgement that the situation was dire and there might be nothing anyone could do to save it.
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spicymaki5 months ago
This is the classic innovator&#x27;s dilemma. Any interesting new innovation from Intel gets snuffed out due to the fact it takes time to get to market. The success of x86 was blinding. Intel was impatient, so it killed products in their infancy (which leads to customer mistrust).
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nimish5 months ago
Gelsinger did not entirely do what needed to be done: cut the fat, _encourage_ the lean -- rebuild the culture of growth that made Intel strong. Re-light the fire.<p>Perhaps he wished us to identify the real culprits: the negligent board.<p>Or, he DID do what was right -- take the brunt of the blame for the hard things, and set the stage for the next act.<p>While gracefully giving a middle finger to the board. Let them eat their stock price they so desperately cling to as a talisman
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hunglee25 months ago
Gelsinger was the right guy, who even made the right calls.<p>Setting Intel up as a rival to TSMC was the right idea - the issue was failure of the CHIPS Act to release expected funding combined with Raimondo&#x27;s constantly changing export controls. This starved Intel of cash from funding which didn&#x27;t arrive, whilst at the same time killing Intel&#x27;s China business, which was 30%+ of Intel&#x27;s revenue.<p>Gelsinger&#x27;s main mistake to was overestimate US Govt ability to conduct effective industrial policy. But he was right to roll the dice on it
chambers5 months ago
I think there&#x27;s merit to the argument that Gelsinger was unwilling to kill the culture to save the business. Intel and he seemed trapped by pride, nostalgia, complacency, and fear.<p>But some of the points feel a tad personal. I&#x27;ve found Pat and Bryan to be similar as professionals, so I&#x27;m not sure how much of this is a mote in one&#x27;s eye, and a beam in the other&#x27;s.
InsideOutSanta5 months ago
I have no idea if Gelsinger was right for Intel. What I do know is that it took Lisa Su, one of the most effective CEOs of any major companies today, ten years to turn around AMD. Unless there were some really obvious internal signs of trouble that we are not aware of, kicking him out after just four years seems like a bad idea.
AtlasBarfed5 months ago
Larrabee might be a disaster, but sometimes it takes a while to get things going.<p>What other market was Intel chasing that would have yielded a large new market? Oh right, Mobile CPUs. I mean besides that? An actually well-done Linux distro that helped showcase Intel&#x27;s hardware without waiting for Windows to release 9x+1. Ok, besides that? Good laptop hardware. Ok Ok Ok.<p>But it still stands, even if 1.0 and 2.0 are a disaster, iterate and work on it.<p>The big problem is that Intel is a quarterly earnings focused company. Well, and even if Gelsinger is good, the middle management is pretty clearly totally dead sea. If middle management is bad, they can&#x27;t attract talent, and can&#x27;t retain talent, and can&#x27;t support talent. Without talent, no vision or execution.<p>Intel doesn&#x27;t value intellectual labor. It&#x27;s the bottom line with the company. An arrogant technically competent leader is still better than the alternatives.<p>That said I have no direct or even indirect interaction with Gelsinger. All my strong opinions are derived from 30 years of being in software and PCs.
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dehrmann5 months ago
The money quote:<p>&gt; Intel needed a leader that could confront this cultural problem directly — who could work to undo an accretion of generations of entitlement — but if Gelsinger’s narrative for himself was any indicator, it felt like he would instead be feeding the company’s worst impulses about its own exceptionalism
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Upvoter335 months ago
I&#x27;ve been reading lots of hindsight-is-20&#x2F;20 articles about Intel; add this one to the mix. Intel&#x27;s real trouble, to me, was that x86 simply became less important in the world, and they had a hard time finding other things to do. Honestly, what has Intel done well that isn&#x27;t x86?
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osnium1235 months ago
Because Intel fired Gelsinger, I suspect that in 18 months, there will be no US based foundry doing advanced logic technology development. Maybe that’s better for the industry because all the money will be concentrated on one or two competently run foundries (TSMC and Samsung) but it’s unfortunate for Intel fab employees who have both ultra specialized skills and will be stigmatized for coming from a failed semiconductor manufacturer.
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openrisk5 months ago
One can get lost in details about characters, corporate cultures and malfunction.<p>The very big picture seems to be that the company that for decades defined what computing looks like could not cope with the end of the exponential era that it embodied.<p>After the fact even outsiders know that in the post-exponential era there are two games in town: fiddling at the high end with complex to build and code parallel&#x2F;vector units and similarly fiddling at the low end with very low-power units for ubiquitous mobile, iot etc.<p>These bifurcations were no secrets or sudden events, but had long and observable incubation.<p>Missing <i>both</i> those megatrends when you are the superpower at the very center of the industry seems (on the surface) like remarkable incompetence but that is maybe too easy.<p>The high-end is particularly intriguing because Nvidia&#x27;approach feels more like a monster created by Intel&#x27;s failure to deliver what the world needs than the optimal design for high-end computing.<p>Understanding the deep causes of this falling from grace would invaluable for those wondering what the dizzying technology ride has in store for us.
fsckboy5 months ago
&gt;<i>the biggest mistakes in the last two decades at Intel (namely, its failures in mobile CPUs and discrete GPUs)</i><p>the biggest mistake in the last two decades at Intel is coming in second on x86
andy_ppp5 months ago
In the end fabs work because of certain experts who know thousands of little tricks to make processes work. If I was Intel hiring the right people from TSMC would be the first thing I’d look into to get 18A back on track. I’m sure Intel can find the right people and pay them enough to move to Arizona.
throwaway484765 months ago
Intel underinvested and made the wromg investments for years. (x86 phones, optane etc). Global foundries tapped out of competing at 7nm because it was too capital intensive. Pat knew that to compete would take hundreds of billions with a payoff years away. That&#x27;s just the way the industry is but they didn&#x27;t give him enough time.<p>Intel under pat didn&#x27;t take seriously the threats either and acted like a big company instead of a scrappy startup. They didn&#x27;t fight for the customer and deliver value. Notable examples are feature locked CPU&#x27;s and SRIOV disabled GPUs and low VRAM.
andrewstuart5 months ago
The constant Bible quotes on Twitter in his official capacity as Intel CEO was a little jarring.
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sheepscreek5 months ago
As an engineer and a longtime Intel shareholder, I can tell you that I cheered for Pat. Unfortunately, the situation demands urgency because of how well the competition is performing.<p>The scope for mishaps and missteps is greatly diminished. They can’t afford to make any mistakes like they did with the 14th gen CPUs. The GPU rollout has been too slow and their ability to compete with Nvidia for AI training&#x2F;inference is mostly non-existent. They have been outcompeted and outclassed by Nvidia and AMD who don’t own fabs but are eating Intel’s lunch.<p>On top of that, now they’ll have to also compete with Amazon that is developing very compelling for AI and CPU server alternatives. Apple has already cut them out completely from the CPU side, and is now looking to build their own cellular modems - replacing Intel and Qualcomm ones in their devices.<p>Both retail and corporate customers are confused about their value proposition in this market.<p>I don’t know what Intel needs, but it isn’t Pat or we would felt the sentiment change and improve, but it hasn’t.
ot5 months ago
Arrogance being one of the main criticisms in the article is a little ironic, coming from bcantrill.
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nsteel5 months ago
I don&#x27;t want to be harsh but suppliers killing the product you&#x27;re trying to build around isn&#x27;t that unusual. It&#x27;s horrible, and you should 100% stop working with them next time, but it happens. I&#x27;m really not surprised they killed Tofino. It&#x27;s a cool architecture but I don&#x27;t think there&#x27;s an interesting market for Intel here, at this time. And if we remove the Tofino stuff from this article, is there much left...? I don&#x27;t think killing Tofino is particularly relevant to Gelsinger being &quot;wrong&quot; or &quot;right&quot; for Intel.
Insanity5 months ago
People seem super divided on Pat. I read both very strong “he is right for intel” to “he fcked up intel”.<p>I don’t know enough about CEOs and the corporate workings of Intel, or their product line (looong time AMD user). But what I guess is telling is that a few years ago gaming PCs started talking about AMD builds.. with even AMD GPUs. Intel didn’t have a competing GPU so I wonder if they were hurt by this.<p>I’m guessing prebuilts would get a good deal if they went fully AMD vs a hybrid system.<p>Anyway, there is probably a ton of problems deep down that I am oblivious to - a single misstep doesn’t ruin a company as old as Intel… . :)
0xcoffee5 months ago
I find it interesting that the X2 chip they are using as Tofino&#x27;s successor, made by Xsight. One of the investors of Xsight is Intel Capital. So seems Intel had a hedge against themselves.
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hnburnsy5 months ago
He was frequently on CNBC discussing Intel&#x27;s prospects. At first I thought it was great for transparency, but it eventually became &#x27;The lady doth protest too much, methinks.&#x27;
ArtTimeInvestor5 months ago
<p><pre><code> By all accounts, Pat Gelsinger is affable, technically sharp, hard- working, and decent. </code></pre> In this interview, Gelsinger is asked to describe the difference of a CPU and a GPU:<p><a href="https:&#x2F;&#x2F;www.youtube.com&#x2F;watch?v=d07wy5AK72E" rel="nofollow">https:&#x2F;&#x2F;www.youtube.com&#x2F;watch?v=d07wy5AK72E</a><p>His answer is that the CPU is capable of doing general computing, while a GPU is made for very specific tasks.<p>Is that in line with being technically sharp? To me, this answer seems to miss the mark.
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KoolKat235 months ago
<a href="https:&#x2F;&#x2F;x.com&#x2F;PGelsinger&#x2F;status&#x2F;1865783256551133472" rel="nofollow">https:&#x2F;&#x2F;x.com&#x2F;PGelsinger&#x2F;status&#x2F;1865783256551133472</a><p>A very interesting but strange tweet. In some ways I think it says a lot, in others perhaps not.
vismit20005 months ago
A broader take: <a href="https:&#x2F;&#x2F;finshots.in&#x2F;archive&#x2F;are-ceos-always-to-blame-for-a-companys-struggles&#x2F;" rel="nofollow">https:&#x2F;&#x2F;finshots.in&#x2F;archive&#x2F;are-ceos-always-to-blame-for-a-c...</a>
11235813215 months ago
The dividend elimination would have to have been agreed upon during the hiring of Gelsinger, when the board was selecting its strategy. I don’t think it was ever an option until it was seen as necessary.
tippytippytango5 months ago
What is in Intel’s culture, vision and values that is needed in the current marketplace? What is unique and valuable about their perspective that no one else can provide?
x3n0ph3n35 months ago
I continue to blame both he and Michael Dell for the demise of VMware. So many bad acquisitions and failures to innovate (ESXi for ARM anyone?)
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lvl1555 months ago
US agencies should allow AMD to bid on Intel at this point. I actually think the combo would benefit US security interests.
louwrentius5 months ago
It’s by Brian Cantrill and also discussed in the latest 0xide podcast (basically the same story)
skirge5 months ago
&quot;I want to be rich&quot; culture. Which worked very well for years.
markus_zhang5 months ago
What I think happened is that the big investors gave Pat some years, and maybe extended for once, but he didn&#x27;t manage to turn the ship around (i.e. making enough $$). I think the next step is to figure out if there is a buyer or a group of buyers. Intel might have a future if we are not living in the late Capitalism, but realistically it&#x27;s better to break it down and send the engineers to other companies that can better take care of them. I think that was the thought of the big investors. People might blame the board but essentially they can&#x27;t fight the investors.
dog436zkj3p75 months ago
I liked Pat and I think he should&#x27;ve been given a longer leash, but I feel the commenters here have been looking at the situation through rose tinted lenses, probably because Pat&#x27;s PR very effectively presented him as an engineer and not a bean counter. In reality, his tenure was filled with disasters and not much measureable upside:<p>1) while expected, the process node issues haven&#x27;t been resolved. Instead Intel had to rely on TSMC to push out a semi-competive mobile platform. 18a and other processes have been delayed and 20a outright cancelled under the guise of rapid 18a progress (how rapid can the progress be, when 18a was just delayed again?). And this is just what we know externally, the board must have much better info anyway. A far cry from the promised &quot;5 nodes in 4 years&quot; and more than remeniscent of the situation in the decade+ before.<p>2) Pat single handedly directly harmed Intel&#x27;s bottom line on almost day 1 by trash talking Taiwan and partner TSMC (which was supposed to be their lifeline to gain access to competitive process nodes) in a tactless attempt to attract US government support. This resulted in TSMC cancelling the massive ~40% wafer discount for Intel&#x27;s chips.<p>3) in line with his Larabee lineage, Pat invested significant resources into Gaudi AI accelerators and Arc discrete GPUs. Both uncompetitive, released borderline unusable with pathetic software support and on the verge of cancellation from day 1, which killed what little enthusiasm they might attract. Even the much smaller (employee # wise) AMD has been able to push out serviceable AI&#x2F;GPU software and competitive DC cards for training and has been riding the AI wave on Nvidia&#x27;s coattails; Intel just looks completely lost.<p>4) arrow lake, released years into his tenure, is characteristaly delayed, overpriced and uncompetitive. Software issues pushed the needle for the launch towards disaster.<p>5) raptor lake instability&#x2F;degradation scandal and months long lies and embarrassing messaging from Intel&#x27;s side making people literally avoid buying Intel CPUs<p>6) Epyc Turin just annihilated the most recent Xeon gen, making Intel further uncompetitive for DC&#x2F;HPC on the CPU side for at least another year, but probably more.<p>7) lack of any timely decisive and proactive moves which Intel desperately needs. I can&#x27;t identify a single area where Pat pushed hard and fought against the inertia. He might&#x27;ve been more honest about Intel&#x27;s financial woes (through his unnecessary constant presence on business news channels), but if the situation was so bad, why did he do nothing but complain? Why did it take so long for him to cut the dividend or lay people off? If he cut the dividend on day 1 and made Arc his Manhattan project, he would be much more palatable, even if the project missed the AI wave. Instead, he seemed to spend time clamoring for political attention while projecting the exact image of Intel in 2010s: excuses, delays, and underwhelming products.<p>In totality, whatever Pat&#x27;s been doing hasn&#x27;t resulted in any real, tangible results. If anything, Intel&#x27;s disasters have accelerated in frequency and scale under his helm and they&#x27;ve been losing ground at an accelerated rate everywhere, possible unrecoverably (mobile, graphics, desktop, DC&#x2F;HPC). Of course, turning Intel around is a massive undertaking and as always, there have been glimpses of promise and innovation. But it doesn&#x27;t feel fair to cherry pick the rare positives from the sea of negatives and assign them to Pat. Still, it&#x27;s completely possible that the results of his work were just not seen yet and he should&#x27;ve been given more time - at this point, we&#x27;ll never know.
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ksec5 months ago
Even though I respect Bryan Cantrill a lot. It is interesting in that I found myself disagreeing with almost all things said in the post. May be some should read my previous rant on Andy Bryant and Intel&#x27;s board as well as Investors.<p><a href="https:&#x2F;&#x2F;news.ycombinator.com&#x2F;item?id=42334697">https:&#x2F;&#x2F;news.ycombinator.com&#x2F;item?id=42334697</a><p>&gt;Gelsinger’s narrative of his time at Intel seemingly just went from strength to strength. Worse, in his own story, the bad things at Intel always seemed to happen when he wasn’t in the room or otherwise over his objections — and the good things always when he was called in to save an effort from failure.<p>People may read this as arrogance. Except time and time again it was proven to be true. It wasn&#x27;t his own subjective version of history. It is quite literally proven with time that he was the only one fighting inside Intel against most of Intel&#x27;s strategic decision. He was battle tested and also the reason why he left ( or forced out ) because the board and then CEO disagree with most of his direction.<p>&gt;with no mention of Intel’s gross architectural missteps with respect to 64-bit that allowed (and even demanded!) AMD Opteron in the first place.<p>And he was the one who disagree with Itanium but it was done by different team, different vision, different needs, mostly because the board and CEO wanted to conquer the so call &quot;Enterprise&quot; market. And Guess who was put in charge later to pick up the mess. Oh he said it already.<p>&gt;how could Intel expect outsiders to trust them to learn from their mistakes if it wouldn’t even publicly acknowledge what those mistakes were?<p>Surprisingly they actually did but media wouldn&#x27;t even cover it. Bob Swan publicly stated &quot;all&quot; the problem over the years. Including Capex issues which I have been banging on about since 2015 and may be part of the reason why I got death threats from Intel Fan Boys ( Apart from TSMC over taking Intel ). Bob actually did a great job layering the foundation for Pat.<p>&gt;And this gets to Gelsinger’s first real, unequivocal mistake: he didn’t eliminate Intel’s dividend. I am not alone in this view; Ben Thompson of Stratechery too.<p>He wasn&#x27;t allowed to. That was the board&#x27;s decision. He has hinted numerous time this is war time and he wanted to cut the dividends. Again blame the board and investors. And Pat is exactly &quot;<i>THE</i>&quot; War Time CEO we are all looking for. There is no better Commander in Chief to lead the war for Intel. Except the Senate and politicians or who ever at Rome would not agree on the budget or how desperate the scenario is. How you expect to win a battle when your reinforcement is constantly cut and half of your battle is with Rome &#x2F; Intel itself.<p>&gt; the newly-christened Intel Foundry Services (IFS)<p>This is actually second or arguably in my view <i>third</i> time Intel tried with their Foundry services. Which makes this even worst because they learned absolutely nothing from the first two failure. Yes, in many cases failure doesn&#x27;t necessary turned into experience without the proper leader or manager turning it into lessons.<p>&gt;the culture at Intel didn’t really seem amenable to the level of customer engagement that foundry customers (rightfully) expect.<p>They improved <i>a lot</i> this time around. It isn&#x27;t perfect. But out of the two ( or three ) time Intel did only this time around they are actually doing something and learning. Remember the amount of crap SemiAccurate said certain Teleco equipment provider will go bankrupt because Intel couldn&#x27;t deliver their 10nm ( or was it 14nm ) Foundry. 5 node in 4 years? That plan ends with 18A and they have been executing on the first 4. Even as someone who trust Pat a lot since the early days of Intel I thought that was too much to pull off, given the current intel situation and still having to play with the board. But he did. For Fuck Sake, he did it. Up to the first 4 node and we are not far from the final. 18A is already in customer&#x27;s hand and Intel is working their ass off to prove the world wrong. Amazon and Microsoft are already on it. And yes it will likely be producing Hyperscaler CPU on ARM rather than x86 but so what. The Foundry needs volume to win.<p>&gt;but Intel promptly turned around and introduced the Pentium-M line<p>Do we need to mention who was behind Pentium-M?<p>&gt;Similarly, is Intel assuming that TSMC is unable to build fabs in the US or that the US government wouldn’t see such fabs as addressing geopolitical concerns?<p>The whole point isn&#x27;t not allowing TSMC to built fab in US. The point is &quot;Leading Edge Node&quot; in US soil. And with TSMC that isn&#x27;t and wont ever happen. Not due to politics but other logistics, operation and economics issues. If US government ever want Leading Edge Node on US Soil, not just the Fab but the actual Technology know-how as well, they will need to hand out money. Would it not be better to hand it out to Intel rather than TSMC?<p>&gt;Tofino was clearly living on borrowed time, and we were disappointed<p>I dont know much about Tofino. But Pat cutting off <i>everything</i> other than x86 CPU, Foundry investment and ( perhaps ) GPU is definitely the right move. And perhaps the only move for Intel.<p>Pat was the right CEO, and perhaps the only CEO who could save Intel. My only question is how could I set a motion to fire everyone on the board and sue all the Funds handing out Board Membership like some Gala tickets.<p>Edit: I just want to add another thing. People often ask why certain company, organisation or parties can survived as long as they are given as how much crap everything goes inside. You will almost always certainly find someone making an heroic effort fire fighting everything every time shit hits the fan and he is very successful with it. More often than not his services is taken for granted. And isn&#x27;t often appreciated enough. I have seen this across many different companies in different industries. And it is why the Entrepreneurial spirits is alive and well. There is still insane amount of inefficiency in the world that is up for many to explore and grab.
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