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To: Paul Engel who wrote (94495)	12/21/1999 11:11:00 PM
From: Elmer	Read Replies (1) \| Respond to of 186894

Re: "The Camino issue was more of a learning problem - where Intel's engineering and validation of the Camino didn't encompass the entire range of variables that it should have. I attribute this to a learning process - for a new technology - and the learning process was painful. Again, the technology transition form SDRAM to RAMBUS was more challenging than most people anticipated - and certain areas were glossed over." I don't think Camino itself was a screwup. It's part of Intel's corporate values to take risks. I see the real problem as being the lack of a backup plan. With so much unknown it was dumb to commit 100% to a unproven technology without someone highup asking, what happens if it doesn't work? That was the screwup. RamBus is a great experiment that will someday prove it's value but Intel was perfecting the parachute on the way down. Smart companies don't do that and Intel is a smart company so why did they jump out of the plane without a backup chute? EP

To: Paul Engel who wrote (94495)	12/22/1999 12:38:00 AM
From: Ali Chen	Respond to of 186894

Paul, did mama ever tell you not to lie? 6 month? <The excellent execution on the MERCED/ITanium front - after an initial 6 month delay - is being totally ignored - by the AMDroids, by the Intel critics, and investors.> Excellent execution? Since when a TWO YEARS delay was called as excellent? Message 11472483 pan.mdronline.com@19689221dwvbjp/mpr/merced/1017vp.html

To: Paul Engel who wrote (94495)	12/22/1999 5:01:00 PM
From: Amy J	Read Replies (4) \| Respond to of 186894

RE: "1. Over-confidence - resulting in ... 2. Early poor-performance signs ...were ignored. 3. ...and - the problem wasn't even ADDRESSED" Hi Paul, Thanks for your reply. Is there a pattern, or something in the culture, which prohibits a person from bringing up a problem? i.e. "kill the messenger of bad news?" Or, is it an issue of, "shipping it on time is more important than quality?" Or, is it a classic case of, "a hero/heroine is one who fixes big problems, not small ones, and is not one who prevents unforeseen problems?" (i.e. is visible logic > hidden intuitiveness?) i.e. does the problem have to get very bad before a person gets credit/motivated to fix it? Or, is it a project management issue? I sort of doubt it's #1 or #2. I suspect it's more of #3 (because Intel seems to be a "logical" company) or #4 (because Intel has grown a lot lately). Amy J