CASE: Career Progression at Intel Intel is the largest maker of semiconductor chips in the world. It dominates its industry, producing twice as many chips as its nearest competitor and selling almost $ 100 million worth of them every day. For over 40 years now, one of the company’s most valuable resources has been its leadership. Intel has had just five CEOs since it was founded in 1969, and although each has naturally brought different strengths and taken different approaches to the job, each has contributed to Intel’s remarkable record of continuous success. And part of their effectiveness has been a coordinated career progression plan relying heavily on mentoring. Bob Noyce, a physicist with an aptitude for technology, started Intel in 1969 with chemist physicist Gordon Moore and served as its CEO until 1975. Noyce was known as a loyal and charismatic risk taker who had a knack for knowing when his people knew what they were doing: He was general manager at Fairchild Semiconductor when its scientists invented the integrated chip in 1959, and as head of Intel, he over-saw the development of the microprocessor in the late 1960s. Noyce epitomized the image of the casual California high tech executive. He had no use for corporate jets, gaudy offices, or even reserved parking spaces and preferred a relaxed working environment in which bright employees were given the freedom to do what they were hired to do. Under his leadership, Intel developed a culture that emphasized technical proficiency over fiscal performance. When Noyce stepped down in 1975, Gordon Moore took over as CEO and held the post until 1987, when he became chairman of the board. Moore’s leadership style was quite similar to Noyce’s but if possible—even more committed to hands off management and the primacy of technology. According to his successor, Andy Grove, “ Gordon is rational,
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- Fall '16
- Mr. ruckel
- Intel, Intel corporation, Gordon Moore, Grove, Fairchild Semiconductor, Intel Architecture Group