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Technology Stocks : Intel Corporation (INTC) -- Ignore unavailable to you. Want to Upgrade?

To: Joe NYC who wrote (104272)	6/9/2000 5:41:00 AM
From: Amy J	Read Replies (1) \| Respond to of 186894

Joe, remember our recent exchanges on the AMD thread where you kept assuming things which were incorrect? You're doing it again. Your interpretation and assumptions are about 180 degrees (i.e. opposite) of what I meant. I don't know if you are sincerely misinterpreting, or if you are just having fun. Your interpretation is so far off that I'm wondering if you are just twisting this around for fun and entertainment - sort of Register style? In case you aren't, here's the accurate interpretation: 1. Soft-skills are highly valuable in environments where: a) Top Chief technical officer is no longer driving (in control) of each and every product b) When work teams grow in number, communication becomes important (in order to avoid a disconnect between different groups, like say, marketing and manufacturing) c) In emerging technologies, where creative innovation is paramount, and listening to fast changing market needs and creative intuition is more important than not listening or implementing incorrectly d) In large teams where listening and communications are critical to flow of the work e) Positive, creative energy is important for fueling innovations f) Cooperative environment is key when you're not a standalone dominant player in the industry; when your involvement is dependent upon the industry and networking with the rest of the world g) A culture needs to change when implementing new ideas is more important than "copy exactly." A "copy exactly" culture imposes a shutdown state of awareness, so that implementation is not interrupted by something new. However, emerging technologies are dependent upon new innovations which are not "copy exactly." Innovation is completely dependent upon creative juices (and the flow of these) and soft skills, to efficiently implement and to quickly deliver new innovative products to the market, under aggressive competitive deadlines. A confrontational environment could delay flow of communication, thus slow down the actual delivery of products. I've seen this type of thing happen enough in the industry that it's a pattern you can recognize from afar and can predict. A couple of times in my career, I've been asked to step in and take over product-lines which were slipping in order to turn them around. The common denominator is almost always a culture that needs to change so products are delivered timely. It's a pattern that's recognizeable from afar. i) Merced seems to fit this pattern. Merced was the first of its kind (i.e. first I64), and was not a "copy exactly" product where a highly confrontational environment is effective. I believe an extremely confrontational environment is effective for a "copy exactly" culture since negative energy of confrontation has an effective impact of shutting down originality which can waste time if the mode is "copy exactly." However, this is not effective for innovation or emerging technologies, where the spawning of ideas and creative juices is paramount to success and the efficient delivery of products is dependent upon each members' innovative contributions being communicated clearly. k) Cooperative and collaborative environment is key when each player is responsible for innovation of their area (each member's involvement is so key that flow is important). Translated, closure and deadlines become dependent upon effective communications whose style is to enhance the flow of fast, positive communications not shut them down, when in emerging technologies. Shipping on time is dependent upon the cohesiveness and positive energy of a team. l) Positive energy, passion, and enthusiasm works magic on productivity (for new products). 2. Regarding your comment about people moving to the new groups. The article said that some talent was moving to the new groups. Intel hires the best people, who are highly motivated in their careers. I'm not surprised if the extremely motivated people are keen on high growth and the best people. I would guess the highest revenue growth is happening in the new groups. 3. Regarding your comment about 'ventures goofing off.' It appears you may have never worked for a startup (or in a startup environment), so you may not be familiar with the extremely fast pace. Looks like you also may have missed the articles on Intel which covered the high revenue growth in one of these new groups. The bottom-line measurement is in the numbers. Regards, Amy J