Intel President-CEO Otellini to Speak at UTC Event in Fall
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The Utah Technology Commission said Monday that Paul Otellini, president and chief executive officer of Intel, will be the featured speaker at the UTC's ninth annual Hall of Fame celebration Nov. 30.  Otellini joined Intel in 1974 and became the company's fifth CEO in May 2005.
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The economic rebound might be sluggish, but technology investments matter more than ever. That's what three of the industry's biggest CEOs told 6,500 attendees last week at the Gartner Symposium and Information Technology Expo, one of the biggest annual gatherings of tech professionals. Cisco Systems CEO John Chambers, Intel CEO Craig Barrett and Sun Microsystems CEO Scott McNealy also met with USA TODAY reporter Michelle Kessler to sound off on new technologies, stock options and globalization. Here's what they had to say, edited for clarity and space.
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The PC industry is about to go through a major change in the way computers are designed, built and marketed, Intel President and COO Paul Otellini said today at the Fall Intel Developer Forum.
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Intel Corp. President Paul S. Otellini yesterday demonstrated new chips scheduled for release next year that simultaneously run tasks such as burning CDs and playing video games
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just in Intel&#39;s board of directors has voted that Paul Otellini will be its next chief executive officer, eventually replacing Craig Barrett, who announced his intention to step down from the top spot earlier this year.
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(InfoWorld) - Continuing his quest to stop a slide in profits, IntelÂ Chief Executive Paul Otellini announced layoffs of about 7,500 more people onÂ Tuesday. Together withÂ previously announced layoffs of middle-management executivesÂ and the sale of two business units in recent months, the actions will reduce Intel's workforce by a total of 10,500 people by 2008 -- about 10 percent of the entire company. The layoffs will happen in stages. Most job losses that take effect in 2006 have already been announced, including Intel's sale of its media and signaling business in August, the cut of 1,000 executives in July, and the sale of its XScale smartphone chip division in June. Those jobs include workers in management, marketing and IT. Many more cuts will happen in 2007, when Intel chops jobs in manufacturing and product design, improves equipment use and eliminates other redundancies, the company said. The total impact will leave Intel with 92,000 people by the middle of 2007, down from the 102,500 it reported in the second quarter of 2006. By cutting these jobs, the company will save $2 billion in 2007, and $3 billion per year beginning in 2008, Intel said. The cuts were a dramatic move for a company that holds a commanding 80 percent worldwide market share of PC chips andÂ posted a profit of $885 million in the second quarter. Still, the company could have made more money, illustrated by Otellini's recent prediction that Intel would post profits of $9.3 billion for 2006, down from $12.1 billion in 2005. The problem came from slowing growth in the PC market,Â a loss of share to rival Advanced Micro Devices (AMD), and Intel's move to preserve its market share by making deep price reductions on its chips. In response, Otellini told analysts in April he would "restructure, repurpose and resize" the company over the coming quarter. Analysts cheered Otellini's move, saying Intel had become bloated. Otellini can use the new cuts to achieve four goals, said Ted Schadler, vice president for consumer electronics research at Forrester Research Inc. He can eliminate redundant jobs, simplify operations by having fewer products, get out of businesses that don't match Intel's core strengths, and get out of businesses that aren't so profitable, Schadler said. When Otellini succeeded former CEO Craig Barrett in May 2005, he found there was a huge competitor lurking on his left flank -- AMD -- and he saw a company that was no longer a lean machine, but had grown to fill every nook and cranny, Schadler said. "So he eliminated middle management, getting rid of 1,000 executives. And now he's using that as a pry-bar into the organization to say 'Who do we really need?'" said Schadler. "They need to react faster to changing markets. Power [efficiency] is a huge issue, but it took them two years to get a product out the door that was even arguably better. Their road map looks great now, but that's too long." Since meeting with analysts in April, Otellini has also pushed new chips to market faster, resulting in a raft of new chips in recent months, including theÂ "Woodcrest" Xeon 5100 chip for servers in June,Â "Conroe" Core 2 Duo chip for desktops in July andÂ "Merom" Core 2 Duo chip for notebooks in August. Intel also reached for the high-end server market with the new "Tulsa" Xeon and "Montecito" Itanium chips. And with an eye to the future, Intel accelerated the launch of its quad-core chips for desktops and servers, pledging to release them in the fourth quarter of 2006 instead of the first half of 2007. Intel hopes this flood of new products will stop the erosion of its dominant market share. The company manufactured 77.9 percent of all CPUs sold in PCs around the world during the first quarter of 2006, according to Gartner. That number is down from 80.5 percent in the first quarter of 2005 and 81.5 percent in the first quarter of 2004. Â
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Intel&#39;s board has given the go ahead for the long anticipated shift in power from current CEO Craig Barrett to current President Paul Otellini Come May 18, Otellini will take over the chipmaker and become its fifth ever CEO.
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So I'm sitting in the rather vast &quot;press&quot; corner of a CES keynote audience, waiting to see Paul Otellini, President &amp; CEO of Intel, give a keynote. Two years ago I sat at an Otellini keynote here. As I reported in What's Intel up to with VIIV?, it was disappointing. Will this be different? Sure hope so.  read more
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Intel Corp. on Thursday said President Paul Otellini, a marketing expert, would replace Craig Barrett as chief executive, at a time when the No.
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Intel announced Thursday that its president, Paul Otellini, would become its next chief executive officer, choosing a non-engineer to run the world&#39;s largest computer-chip maker for the first time.
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Paul S. Otellini, the probable new chief of Intel, may have to lead the chip manufacturer in an industry where the race may be for creativity, not speed.
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Intel Corp.'s board of directors Thursday elected current president and chief operating officer (COO) Paul Otellini as the company's next chief executive officer (CEO), succeeding Craig Barrett who was named new chairman of the board.
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The CEO of the world's largest chipmaker wants hardware developers thinking about graphics, low-power applications, and Intel's determination not to let AMD get the best of it again.
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Intel Corp. INTC.O, the world's   biggest microchip company, will launch chips with four   processing cores in November, Chief Executive Paul Otellini   said on Tuesday.
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Intel&#39;s board has tapped Paul Otellini to replace Craig Barrett as CEO, starting next year, the company announced. By Edward F. Moltzen, CRN.
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Ã quanto dichiarato da Paul Otellini, president e coo di Intel Corporation, durante lâIntel development forum, il piÃ¹ importante evento tecnico del settore della tecnologia per gli sviluppatori di hardware e software su piattaforma Intel.
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(InfoWorld) - The leading quote from this weekâs news comes from Intel CEO Paul Otellini: "We're doing product refreshes every two years, which is the model we invented and then stopped doing after Pentium 4, shame on us," Otellini said. "We fell off it -- mea culpa, we screwed up -- and now we're back on that pace." Otellini was speaking at a Morgan Stanley Technology Conference, but regardless of the venue, every time a CEO speaks, he or she is using analysts and journalists as a conduit to shareholders. When a CEO takes a podium to apologize to shareholders, it tends to be the board of directorsâ idea. This is an obtuse, though profuse apology. The screwup to which Otellini refers is his decision to clear Intelâs shelves of x86 property and dump it on AMD in one drop so that Intel could end the year with a bang, having had the last volley in the CPU wars. It did that. But one could liken Intelâs strategy in latter 2006 to a massive spread of fireworks thatâs sent up simultaneously. Everybody goes nuts at the spectacle of it, but after that brief rush, all thatâs left is silence and smoke, soon followed by the glow of taillights. As tacky as it is to quote oneself, I put Otelliniâs present bind succinctly in a column I wrote last August: âIntel shot its entire wad on Core microarchitecture. From here, the only place Intel can go is bigger cache, more cores, and faster clocks.â Indeed, that sums up Intelâs plans for 2007, and thereâs no swaggering spin, distraction, or buzzword bending that can make up for the enormous technology gap between Core 2 and AMDâs reengineered Barcelona quad-core Opteron. It isnât likely that Intel can play engineering catch-up, given that Otellini has pink-slipped 10,500 workers. Otellini will have more than empty cupboards and empty desks to apologize for. He set a strategy to bulk up Intelâs manufacturing capacity and to jam up AMD by forcing prices down and leaving AMD unable to meet spiked market demand. Market demand is sagging, and if it returns, AMD has the capacity advantage: It has third-party foundries standing ready to stamp out AMD CPUs if need be. Another example of poor judgment is Otelliniâs fixation on CPUs and chip sets. AMDâs acquisition of ATI put Intelâs rival in the high-margin peripherals business as well as a growing role in high-performance chip sets for Intel desktop and notebook PCs. Intelâs hostile attitude toward chip-set makers drove graphics and chip-set giant Nvidia to make surprisingly close ties with AMD despite its purchase of Nvidiaâs sole competitor. If only it ended there. Recently, Intel informed the Delaware Federal District Court that it cannot produce relevant e-mail messages that were exchanged after the filing date of AMDâs antitrust suit. Intelâs letter to the court blames individual human error while heaping detailed praise on executivesâ document retention plan. Buried in the text is the Nixonian counterpoint, âSome of the tapes appear to have been recycled.â Itâs not that Otellini hasnât done anything right. He did put the brakes on NetBurst. He won an exclusive with Apple and got Sun Microsystems to add Intel to its product line. But in the minus column, Otellini lost the companyâs gold medal exclusive PC maker, Dell, and people will wonder whose inboxes those recycled tapes might have contained. Intelâs CEO should be gilding his parachute. If he lasts out the year, it will be because Intelâs board wisely takes its time to choose a replacement. My litmus test? Find someone who believes that Intelâs yearly sponsorship of the A. M. Turing Award matters more than convincing a judge in Delaware that evidence really, truly got lost. And find a CEO who, when he or she apologizes for lousy decisions, uses the pronouns âIâ and âme.â