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

To: Mary Cluney who wrote (135424)	5/19/2001 8:14:02 AM
From: Scumbria	Read Replies (2) \| Respond to of 186894

Mary, How long has Barrett been CEO? finance.yahoo.com Scumbria

To: Mary Cluney who wrote (135424)	5/21/2001 7:27:14 PM
From: Harry Landsiedel	Read Replies (1) \| Respond to of 186894

Mary Cluney. Re: "Barrett" Here's what Grove thinks of Barrett in case you haven't seen the Wired interview. wired.com In particular, Grove paints a different picture of Barrett's strengths than you have painted. Would it have been different if you were still CEO? "I would have been much less gutsy than Barrett in communications. I am more risk-averse than he is. He is more comfortable with ambiguity than I am. We are different that way. He had a real drive to get the growth engine fired up again. I mean, I was interested in communications too - but not to the tune of these billion-dollar acquisitions. At the same time, my inclination would have been to fine-tune the microprocessor business. That was the stuff I did; that was my old mountain. Had I not moved on, we possibly would've had the trains run better, but it would have been at a long-term cost to Intel's future." Do you still see yourself when you look at the new generation of leaders of Intel? "Yeah, I do. The management team works almost without a conductor instructing them on what music to play. It works almost as well as it ever has. What is less evident to me is what it's like a number of levels down in the organization. I can't give more than anecdotal testimony to that. But the top managers work together much the same way as they did three years ago. Then there is TMG - the Technology and Manufacturing Group. TMG is the heart and soul of Intel. It is the most Intel-like organization, and it's the biggest organization by far; it's where we spend the bulk of the $7 billion we're going to spend this year. Intel cannot be understood without understanding TMG; generations of people have grown up and been socialized in that culture. And I don't think it has changed an iota. It's like a very well-oiled professional machine, very dedicated, very data-driven, very fair, and very organized." And those are all traits one associates with you. "I would say they're an amalgamation of me and Barrett. Barrett ran TMG for 15 years, and his adherence to the data-driven methodical approach is even more advanced and more rigorous than mine was. Relative to my time frame, my approach was rigorous, but relative to today, I was nowhere. Thirty years ago this industry was a chaotic hodgepodge, so I started having charts and measuring things, and that seemed revolutionary at the time. But that stuff is so elementary compared to the statistical-process controls and root-cause analysis that Barrett introduced in the 1980s - it's embarrassing. Craig really took a fairly mediocre manufacturing organization and raised it to world-class level." I hope this makes you feel better about your Intel investment. HL