Moore's Lawman

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ISSUE 83 SUMMER 2016 Moore’s Lawman Intel’s Andy Grove pioneered high-stakes, high-speed, high-tech manufacturing — and made the computer age possible.

BY JEFFREY E. GARTEN

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strategy+business issue 83 Illustration by Marco Ventura Lawman Moore’s responsible for putting Moore’s into Law practice. away 79 at age on 21, March 2016, “the and person most Siliconthe Valley pioneer former and Intel CEO who passed followingthe In of story the tells Grove, Andy excerpt, Garten continues that ushered age each an to And in echo loudly today. proﬁledindividuals were not were — they doers. just thinkers Field,Cyrus pioneerthe telegraph. of transatlantic the The and Khan genius Genghis includesof characters military it smaller, more better. connected, otherwise and The roster world the changed over by millennium making the past identiﬁedManagement, has 10 people who fundamentally former Garten, of E. Yale the Jeffrey dean School of In computer age possible. computer age manufacturing — made the and high-tech high-speed, high-stakes, Intel’spioneered Grove Andy by Jeffrey E. Garten Jeffrey by From

Silk to Silicon, to Silk a colorful history of history globalization, a colorful

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2 innovation Jeffrey E. Garten Excerpted with permission teaches courses on the from From Silk to Silicon: global economy at the Yale The Story of Globalization School of Management, through Ten Extraordinary Lives, where he was formerly the by Jeffrey E. Garten (Harper- dean. He has held senior Collins, 2016). positions in the Nixon, Ford, Carter, and Clinton adminis- trations, and was a managing director at the Blackstone Group. His website is www.jeffreygarten.com.

Andy Grove was not a pathbreaking scientist. He the semiconductors, the transistors, the integrated cir- did not author anything so important as the law asso- cuits, the microprocessors — that drove the consumer feature ciated with Gordon Moore. He was never a household electronics revolution. And he gave us a vivid picture name like Bill Gates. Unlike Steve Jobs, he was not a of how to survive and thrive in business when the only

design genius, nor did he have the same intuition for constant is mind-bending change. innovation consumer sentiment. But no person had as much to do Grove became famous for urging his staff to main- with making possible the third industrial revolution as tain an attitude of acute paranoia toward Intel’s rivals. this Hungarian immigrant who arrived in the United He traced his natural anxiety to his experience as a States in 1956. child. For he was born András Gróf on September 2, The ﬁrst industrial revolution began in late 18th- 1936, in Budapest, an inauspicious time to be a Jew century England with the mechanization of the textile in Hungary. In 1942, András’s father, George Gróf, industry. The second took off in early 20th-century a partner in a small dairy business, was conscripted America with innovations such as the assembly line by the fascist Hungarian government, which sent and mass production. The third — the one we’re liv- him to the Russian front. For years, Andras’s mother ing through today — gestated in Silicon Valley, and is Maria shuttled her son between their apartment and a powered by communications technology, particularly friend’s house in the countryside, trying to avoid the the Internet and digitization (see “A Strategist’s Guide war between the Germans and the Russians, not to 3 to Industry 4.0,” by Reinhard Geissbauer, Jesper Ved- mention the German search to round up Jews for even- sø, and Stefan Schrauf, s+b, Summer 2016). The driv- tual extermination. ing force behind this latest industrial revolution is the At the age of 4, András had contracted scarlet fe- tiny microprocessor, the closest thing to the brains of a ver, which permanently damaged his hearing. To com- computer. Historian John Steele Gordon has called the pensate, he learned to lip-read and would always sit in microprocessor the most fundamental new technology the front of the class. Over the next 20 years, he would since the steam engine. undergo ﬁve reconstructive ear operations. In the post- It is unappreciated just how much the very indus- war years, Gróf developed into a good student, and was trial process of making the devices has contributed to interested in pursuing journalism. But after 1952, when contemporary globalization. In large part, the computer the Soviets began clamping down on free expression, age arrived as a result of a revolution in the manage- András turned his interest to chemistry, a profession less ment of high-technology industries. Andy Grove was susceptible than journalism to capricious interference the leader of that revolution. An Eastern bloc discipli- from Communist mandarins. issue 83 narian with modish sideburns and a clunky hearing aid, In 1956, after Soviet tanks rolled into Budapest to Grove whipped a motley crew of early industry pioneers crush an incipient revolution, András’s aunt, an Aus- at a startup into the world’s most important and global chwitz survivor, urged her nephew to escape immediate-

technology company: Intel. He built the products — ly. George gave him the name of a cousin in the United strategy+business featuresfeature title innovation of the article 44

------Noyce and Moore started andNoyce Moore looking breakto away wasIt an ideal time start to a new technology As Fairchild became the largest semiconductor cratic and narcissistic him led temperament or ignore to reject any proposal that was his not own. andstart Sherman Fairchild, another company. an ec centric, wealthy had who and playboy entrepreneur founded the Fairchild Camera and Instrument Cor agreedporation, bankroll to the defectors. They set up Fairchildtwo about blocks Semiconductor fromShock The operation. defectorsfrom Shockleyley’s came be to Eight.” “Traitorous known in as Silicon Valley the the space race between the United business. In 1957, States and had the elevated Soviet the Union micro electronics business to national prominence. Fairchild beganachieve to breakthroughs, pioneering including the discovery a process of that could complex produce microelectronic and devices radical far cheaply, more advances in transistors. the of operation sepa Working ratelyand unbeknownstKilby Jack another, of one to InstrumentsTexas and Robert both Noyce invented what became known as the integrated circuit, a silicon chip that replaced ﬁrst hundreds and then millions of transistors. and sales employees company with in the 11,000 world, million the per year, organiza than more of US$150 tional culture began change, to the to dismay much of Fairchild’s andNoyce Moore. corporate headquarters imposed an Eastin New York Coast–type bureaucracy was Noyce being assume forced to the company. on a managementsenior that want enjoy. did or role he not Fairchild In addition, the solved quality had not prob Grove later, Years lems that Shockley. at endemic were able devicesable in large auto Shockley’s quantities. Worse, ------

The was 3101 the world’s ﬁrst solid-state memorydevice. Grove in 1969, holdingGrove up in 1969, an ad for the the Intel 3101, company’s ﬁrst product. In 1954, Shockley set his up ownIn semiconductor 1954,

The Roots of a Revolution Having escaped Grove political a violent revolution, himselffound ground at a peaceful zero of technologi in an outside shed Shockleylab, old Semiconductor, AltoPalo and the recruited of best some minds from around the including country, Robert and Noyce Gor cal one. After World War II, scientists at Bell Telephone II, scientistsBell at cal War After Telephone one. World Laboratories, including William the invented Shockley, transistortinya — metal slab that was smaller much powerfuland more than the vacuum tubes that pow ered the earliest computers. the company But was Moore. plagueddon problems. by suchCustomers as the Department Defense of and IBM required a highly reliable andrepeatable process for mass-producing ever-smaller transistors. And although Shockley an showed ability create to pathbreaking tech lacked he the managerialnology, skills reli produce to States. And András, with nothing the clothes was but he wearing and a knapsack, with set out two friends. They crossed the Austrian made foot, by their border way to Vienna, and received permission America. go to to Af ter crossingter the Atlantic in a rusty troop carrier, U.S. he in András, withmoved his cousins in Brooklyn, N.Y. change would who his name Andrew to entered Grove, Brooklyn College and transferred soon City to College graduated He ﬁrst inNewhis York. of chemicalengi neeringclass, and marriedKastan, Eva an immigrant fromAustria, had the after who to U.S. come living for many years in Bolivia. After earning the at Uni a Ph.D. a job took California versityhe of Berkeley at in 1963, Fairchildat in the Mountain Semiconductor town of San south of Francisco.View, Photograph: Intel Free Press / Creative Commons Creative / Press Free Intel Photograph: Grove was a surprise choice for director of operations at Intel, as he was more of a physicist than an engineer and more of a professor than a businessman.

would recall, “The research lab and the manufactur- margin and high volume, as Fairchild did, Intel want- ing location were seven miles apart. Those seven miles, ed to get so far ahead of the competition that it could feature from the standpoint of collaboration, could have been sell its products in high volumes for high margins. Al- 7,000 miles.” though the market was driven by America’s powerful

The critical importance of these organizational defense establishment, Noyce and Moore also saw the innovation ﬂaws began to come into focus after April 1965, when rapidly growing opportunities in consumer markets. Gordon Moore presented a paper in Electronics maga- At the time, the number of transistors that worked zine that described what others would later call Moore’s relative to the number produced was often well under Law. Its essence was that the number of transistors that 20 percent — an obscenely low proportion. Even mak- could be placed on an integrated circuit could double ing a small batch was highly complicated, a task that at regular intervals — every 18 months to two years. has been aptly compared to doing surgery on the head Moore’s Law pointed to the mind-blowing opportunity, of a pin, in circumstances where the slightest impu- or perhaps the inevitability, of sustained exponential rity in the air or on the material would kill the patient. growth of computer technology. To maintain the pace Workers could not eat, smoke, or even wear cosmet- of progress, a company would have to combine the free- ics on the job. Noyce and Moore had to ﬁnd a tough wheeling open-plan creativity of Fairchild’s early years manager who could run this operation while oversee- with a level of organizational discipline that had never ing an organization that would have to be preeminent 5 been achieved in any company in the transistor era. in research and development, marketing, and after-sales In 1968, Noyce and Moore decided to leave Fair- service — all the while being ruthlessly competitive. child. They wrote a three-page business plan, describ- They chose Grove, with whom they had worked closely ing their intention to build one corner of the transistor at Fairchild. business — the one focused on computer memory — into an industry. Within 48 hours they had raised $2.5 A Surprise Choice million over the phone. Grove was a surprise choice for director of operations A month after leaving Fairchild, Noyce and Moore at Intel, as he was more of a physicist than an engineer established Integrated Electronics — Intel for short and more of a professor than a businessman. His Eng- — in a half-abandoned 30,000-square-foot concrete lish was heavily accented and his cumbersome hear- building one hour south of San Francisco. At the time, ing aid looked like it had been made behind the Iron big mainframe computers were storing information in Curtain. Nevertheless, he clearly had the necessary crude devices called magnetic cores. Noyce wanted to toughness. Whereas Noyce and Moore could articulate issue 83 replace them with tiny transistors that could store more goals, Grove was riveted on achieving them. Noyce and information in much less space, accelerating the speed Moore could explain where the train should be heading of the entire computer by allowing different parts to and when it should arrive; Grove had the ability and de-

communicate more quickly. Rather than go for low sire to get it there on time, in good condition. Over the strategy+business featuresfeature title innovation of the article 66

------Intel was Intel becoming Grove later wrote about the wrote later about pathbreakingGrove lessons a journal kept Early his Grove record to on, problem Intel had Intel replacing — been created the solve to problem magnetic that core was the bulky the of memory center mainframe Within was two computer. years, the 1103 the biggest-selling making in the semiconductor world, theIntel largest global memory semicon of producer has It ductors. maintained that status ever since. learnedhe in these earlydays in his widely read book OutputHigh Management (Random House, 1983). wrote, everyFirst, whether Grove he Intel, person at the manufacturing on worked she or line, in the mar keting office, in the or R&D was lab, for responsible attaining specific targets and was accountable held for wasthat Second, measured output output. the by team, andthe critical a manager of role was increase to the teams.his her of or output Third, organi a responsible zation had management shed to layers. Supervisors and subordinates had be in to direct and constant commu nication. These ideas may seem today, commonplace the at timebut they critical broke ground in the science and practice management. of thoughts management. on In his writings, mused he theabout balance required Intel of keep to the whole inspired and ahead rivals. its of does a manager How best of a number deal when with problem a complex specialists fast How must be involved? can an organi zation grow and stay highly only was productive? Not with preoccupied he these fundamental issues man of aging, was he defining but debating them themclearly, with colleagues, writing about them, and exploring he them where with students Stanford at University, the year a local became 1971, By a part-time professor. paper Valley, coined the term Silicon ------

in 1979. in 1979. Grove with Intel founders Robert Noyce (middle) and Gordon Moore (right) In the early days Fairchild, at was who Grove, as became Three. Number Grove Employee Un Intel introduced Intel ﬁrst its which chip, could In 1969,

next four decades, was Grove the person most respon store 64 wasstore numbers (and called a 64-bit DRAM, for “dynamic random-access Within memory”). In year, a sible for putting Moore’s Law practice. into putting for Moore’s sible sistant director research of had a rep and development, being for utation extremely well organized and direct, sometimes gracious were abrasive. and Noyce Moore and But Grove low-key. could yell, pound the table, and intimidate there was But anyone. a deeper difference. The two bossesgive would instructions and assume they penalties no be There would followed. were ig for imposed conse “He so withnoring them. Not Grove. every andquences on action in the employee company,” wrote journalist and historian Michael S. Malone. “And ruthlesslyhe enforced cost accountability every on of acceptdid not excusesfice — Grove Intel at a failure for numbers.” one’s hit to identifylike did he not and Noyce Moore, himself as a self-starting, job-hopping entrepreneur. The position “was terrifying,” later recalled. he quickly Grove But thefound secret solving to quality Shockley’s problems. taughtHe himself the manufacturing techniques that age. came dominatewould the It computer down to shapingand inspiring workforcea that functioned and adapted smoothly and swiftly enough keep with to up the accelerating chip. speed the of computer numbers in and a chip, withintel 256 could store two that in a chip (calledyears the 1103) 1,024 could store it was smaller energy-efficient and more thanpredeces its - Thanks relentless refiningsor. the of manu Grove’s to became facturingthe answerprocess, the to the 1103 Photograph courtesy of Intel Group Intel of courtesy Photograph The Intel 386 microprocessor, introduced in 1985, was a multitasker. With 275,000 transistors, it could process 32 bits of information at a time.

a polestar of the tech industry and Grove was becoming ing, display, calculations, and other functions — for an the axis on which Intel turned. advanced calculator. Intel responded with a proposal to feature build a single calculator that would include some 2,000 The Cult of Management electronic elements. No bigger than an index card, this

Grove came to embrace what he called a culture of device packed the same computing power as had the innovation “constructive confrontation” as the best means of coax- room-sized mainframe in 1947. Then Intel struck a deal ing maximum performance out of his teams. Fiercely with Busicom that allowed it to keep the rights to sell argumentative and well prepared, he could be brutal the brainy chip for non-calculator applications to other in challenging the less well prepared, grilling subordi- customers. The new device would soon be called a mi- nates to the point of demoralizing them. Craig Barrett, croprocessor, literally, a “computer on a chip.” It would Grove’s longtime Number Two and his eventual succes- become the brains of the personal computer and many sor, later told the Washington Post, “Occasionally we… other devices we use today, such as tablet computers suggest [to Grove] there may be an alternative to grab- and smartphones. bing someone and slamming them over the head with For the fi rst few years, Intel and several of its ri- a sledgehammer.” vals, including Motorola and Texas Instruments, were In 1976, Grove became chief operating offi cer of engaged in a fi erce race to design, manufacture, and ac- Intel, and in 1979 he became president as well. In these quire customers for the new microprocessor, and Intel 7 combined posts he subjected every production process eventually emerged as the leader. In 1974 the company and every administrative process to numerical measure- built and introduced a more advanced microprocessor, ment. All employees had to make exceedingly detailed called the 8080. Intel’s edge was the organization Grove budget projections, establish targets for their work, pre- had created, which could not only design and build mi- pare constant updates, and explain discrepancies. He croprocessors with unprecedented effi ciency but also would ask how many functioning integrated circuits provide an unmatched package of training and services a section produced, and how long it took. How many to customers. recruits were interviewed, and what was the yield? Ob- The 1970s ushered in the fi rst cycles of shortages sessed with cleanliness, Grove and his assistants would and gluts in the tech industry. Here Grove’s insights make surprise inspections of bathrooms, janitors’ clos- constituted another major advance in high-technology ets, and offi ces, and would criticize staffers for having manufacturing. The cyclical downturns were devastat- too many papers on their desks. Grove was the exact ing to the industry, and the natural response of most opposite of the leaders he saw at Fairchild Semiconduc- companies was to cut back on all spending, including tor who couldn’t translate ideas into products. He ex- R&D. Grove thought differently. He was following emplifi ed high-quality commercial output. Moore’s Law, not the business cycle. Alone among the In 1969, the Busicom calculator company from industry leaders, Grove responded to industry slumps

Japan asked Intel to design specialized chips for print- by cutting budgets, cutting jobs, and forcing staff to Photograph: Getty Images featuresfeature title innovation of the article 88 ------

Next, had Intel cope to with from Ja competition Then, in one of the of great inThen, turnarounds one a glob for then recovered. “Why but numb, felt Grove the wrote about shift Grove when in his later, Years fect expression of [Grove’s] conception of business of conception as a fect [Grove’s] expression of said Richard biographer contact sport,” S. Tedlow. pan. By the early 1980s, Japanesepan. the early companies By 1980s, bet were thanter American making at ones memory chips; the Japanesechips had high-quality yields 80 percent, of compared percent. with 50 yields of the U.S. order on Whenin the recession early economy the hit U.S. Japanese companies1980s, used their efficien superior pricescy and lower to increase market share — setting off a global trade battle the Japanese over dumping of States.products in the United changed simply Intel theal the of contours company, mil battlefield. fell As profits from $198 the company’s and Grove less to than in millionlion 1984 $2 in 1985, intense discussion a quiet but the held about direMoore kicked got we “If situation. and the out board brought think whatin you do a new CEO, Grove do?” would he asked. Without hesitation, Moore replied, “He would and focus memories” get microprocessors. of us on out back, and come and you I walk the door, out shouldn’t what they ourselves?” Intel led it do did: That’s Grove memory chips of and microprocessors, out into a move that required firing 8,000 some and spending people million than rebuild to the companymore around $180 a new business. core was It transformative leadership in purestits and most decisive form. book, Only thesecond major Paranoid Survive (Cur underlined he thean ideaof 1996), rencyDoubleday, time, a period of or “inflection — a moment, point” forces a setwhen of are so overwhelming that they com ------The domestic threat came from the Motorola During the recession of 1974, when Grove cut staff cut Grove when During the recession 1974, of 68000, which many experts declared In to superior Facing Competition Facing The company saw yearly mil grow from revenues $9 lion (with a profit of $1 million) in 1970 to $854.2 mil $854.2 to million) in 1970 $1 of a profit (with lion the million) the of by end $96.7 of a profit (with lion that too, expandeddecade. Intel was It in the 1970s, Statesoperations around andthe United the world, eventually facilities have to in several parts Califor of nia, in and Oregon Arizona, and in Malaysia. by But start would Intel face to thethe of 1970s, serious end rivals technological for leadership in memory chips at and abroad. home latest the model, 8086.tel’s Determined relin to not globalquish lead Intel’s in the memory business, Grove launched Operation Crush. mobilized He the sales and marketing force, offering rich bonuses every to staffer couldwho keep an potential customer — or Intel Aftercustomer — from choosing Motorola. a year of trenchwarfare, preserving had Intel won, leadits and in the reputation Operationfield. Crush “was the per work longer for less money. At the same time, less however, for money. longer work become the to pushed first Intel company he to major expand R&D during downturns. This required Grove screaming ignore to shareholders wanted — who spend but dramaticallybut stock dropped boosted Intel’s R&D, the when years cyclical later, recovery80 Two percent. came, stock quadrupled in the value, company’s from per share$88, to as$21 earnings from percent rose 65 and the1975 payroll nearly doubled. ingquarterly cuts protect to earnings to in— order recessions of stronger than much out come rivals.Intel’s budgets. At the same time, he pushed pushed he time, same the At budgets. expandto Intel R&Dduring downturns. responded to industryresponded to by cutting slumps Alone Grove among the industry leaders, Grove with Bill Gates in 1992, as Intel and Microsoft prepared to launch a new Windows video feature.

pel a fundamental change in the rules of the game for Success did not have a calming effect on Grove, a company or an industry. In his book, Grove admits who had learned to use the fear that had stalked him feature he failed to see the Japanese challenge coming and since childhood to his advantage as a leader and man- counsels other business leaders to remain vigilant to, ager, always on the watch for new inﬂection points. “I

even paranoid about, the inevitability of such inflection worry about products getting screwed up, and I worry innovation points. Involving employees who are closest to the mar- about products getting introduced prematurely. I worry ket — salespeople, middle management — can help about factories not performing well, and I worry about executives understand what is happening in the minds having too many factories,” he admitted in 1996, at the of customers. Responding to inflection points requires pinnacle of his career. an organizational structure that makes it possible for A year earlier, Grove had encountered the most information and advice to travel quickly from the field personal of inflection points: He was diagnosed with to the top officials, but then empowers leaders to fully prostate cancer. He attacked it using the same approach mobilize the company behind a chosen plan of attack. he applied to invaders in Intel’s market. He saw quickly Amid all that unstructured interaction, you have to be that medical science was divided on the best course of organized, too, he explains. “Allow chaos,” he advises, treatment. So over the course of eight months, he read “then rein it in.” When inflection points come, be ready countless books and articles and delved into the medi- to drop all previous assumptions and start from scratch. cal literature, burying himself in technical research 9 Open your mind to multiple sources of information papers. He contacted physicians from different special- and to advice that is frank, even confrontational, and ties around the country. He plotted the information he possibly contrary to what you want to hear. gathered on charts that correlated various treatments with outcomes. Ultimately he selected high-dose radia- Golden Decade tion treatment as opposed to surgery or a number of After becoming CEO in 1987, Grove presided over a other options. The cancer went into remission. golden decade in his corporate castle. Establishing Intel During Grove’s tenure at the helm, Intel’s stock as the industry standard meant that manufacturers of market value grew from $4.3 billion to $114.7 billion, other computer products — software, keyboards, sound and it rose from Number 200 on the Fortune 500 systems — had to make their products compatible with list to Number 38. Sales grew from $1.9 billion to Intel’s microprocessors. The company had become a de $26.3 billion, profits from $246 million to $6.1 billion. facto monopoly with profit margins of 90 percent. In The company was doubling in size every two years. the 1990s, the PC became the gateway to the Internet, It seemed that its own growth was following Moore’s which would open a new age of communication and Law. Intel even became one of the leading sources of collaboration, afford opportunities for other upstarts to venture capital for new startups. By August 31, 2000, challenge incumbents, and destroy and create billions when its stock reached $78 per share, Intel, now valued

in shareholder wealth. The company prospered further. at nearly $500 billion, had become the most valuable Photograph: Associated Press featuresfeature title innovation of the article

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Aug. 1, 2014: A look atAug. 2014: 1, (Currency Doubleday,

Oct. 21, 2015: A celebrated 2015: Oct. proprietor 21, of R&D ateliers explains how Resources Andrew Grove, Only the Paranoid Survive: How to Identify and Exploit Every Business Challenge That Points Crisis the The1996): best-selling memoir/high-tech management manual by the longtime CEO of Intel. Art Kleiner and Juliette Powell, “Bran Ferren the on Art of Innovation,” s+b, companies can cultivate the rare people who create miracles. Michael S. Malone, The Intel Trinity: How Robert Noyce, Gordon Moore, and Andy Grove Built the World’s Most Important Company (Harper Business, A definitive 2014): account of Intel’s origin story by a veteran chronicler of Silicon Valley. Michael Schrage, “Genius Is Effort,” a Team s+b, collaborativecharisma and a review of Michael S. Trinity. Malone’s Intel More thought leadership this on topic: strategy-business.com/innovation Today you can than you more fit 6 millionToday transistors into spacea the sizethe this of period the of at end sentence. In the same time frame, the a transistor price of dropped one-fifty-thousandthto Intel the of original. 2013, By was 6 billion producing transistors 20 per second, or million per year every for the planet. on person Grove’s hadIntel become a symbol our age. for of transistorsof a microprocessor 1 million by on times. ------Moreover, Grove defined a management Grove process Moreover, In 1998, Grove stepped down as Grove CEO and becameIn 1998, Processor at the Core Processor standsIntel only because not the at sits out product its because did but Grove revolution the of computer core define to so and much spread the management ideals that many the are at of core other technology now com that continues to generate the production of computer that computer of the generate continues to production chips that powerful. and are more ever cheaper, smaller, increased Intel the number and 2011, Between 1971 panies throughout the U.S., Europe, and Asia. Grove’s influence came equally from his business achievements, from his capacity communicate to his thoughts and ex periences via his teaching and writing. create helped He a corporate culture that cultivated individualism, egali tarianism, and innovation, — miraculously in light of all that teamwork. — exquisite manufacturing company worth than in the more world, all the automakers And U.S. combined. had Intel be chairman, pulling back from day-to-day operations to manage the board directors. of became He a sage public that a nation for seemedvoice be losing to way on its management issues. come a trulycome global earning corporation, of percent 63 had it States. the In 1990, United outside revenues its operations in six Malaysia, other regions: the Philip Indies, pines,Singapore, Japan,and theWest Israel. 2008, add would dozens nations,By including it more India, China, Vietnam, and ap Brazil. employed It proximately 82,000 people around the world. Grove, all for his paranoia secrets, Intel about the was of one firstAmerican high-tech CEOs establish to R&D labs the States.outside United Grove helped create a corporate corporate a create helped Grove innovation, and — miraculously in light light in — miraculously and innovation, culture that cultivated individualism, teamwork. exquisite — that all of strategy+business magazine is published by certain member firms of the PwC network. To subscribe, visit strategy-business.com or call 1-855-869-4862.

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