Intel

It feels good to be building the fundamental computing chips to power information technology.

There's a wide diversity in educational, cultural, and ethnic backgrounds of employees.

There's great technical depth in research and engineering. The underlying challenges of technical complexity and market profitability make problem-solving more exciting.

There are plenty of opportunities for multidisciplinary international collaborations and a rich team environment.

Recent changes in senior management seem to favor technical credibility and past achievements rather than personal familiarities.

There's good pay, bonuses, and benefits, etc. Intel takes care of its employees.

Growth can be slow.

Focus on innovation often gets affected in favor of mindless execution. This has particularly affected the manufacturing group, which tends to work in silos, with secrecy often used to cover for bad decisions.

It is easy to settle into a comfort zone, and no one will notice.

Poor track record in people management by a small fraction of managers is often not dealt with quickly enough, giving an appearance of tolerance for bad behavior.

Plan ahead for the next innovations.

Reward and grow visionaries and thinkers.

Changes should not be reactionary; rather, critically evaluate what will work and what won't.

Demand execution through thorough coordination and teamwork, and predict timelines for customers that can be met reasonably.

Staff with people from diverse perspectives so as to never fall into a self-serving hole that has affected Intel recently.