Let's not underestimate the complexity of the problem Gelsinger took on. I base that on the experience of selling them a company, and then having a little bit o

Let's not underestimate the complexity of the problem Gelsinger took on. I base that on the experience of selling them a company, and then having a little bit of a view from inside (under Bob Swan). It's clear to me that Gelsinger was trying to keep a lot of plates spinning while returning to former glory in an organization with a lot of cultural baggage doing work that is not amenable to clean sheet attempts. Messy. Post author is probably correct that PE-style chop & shop is the short-term most profitable approach, but it's also the worst outcome for almost everyone besides the largest shareholders. What I'm looking for in the next set of leadership is a clear, positive vision for the future + an acknowledgement of the systemic changes to the industry they're in (e.g. no longer have the dominant volume to give them a process leadership advantage). There's a lot they can do with tight integration, security, software platform, and product lifecycle that the smaller fabless players aren't able to (yet).