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Summary
Author Notes
Tim Jackson , formerly on the staff of The Economist , now writes a weekly column on the Internet and the computer business for the international daily newspaper The Financial Times . After working as a foreign correspondent in Japan and Belgium, he now lives in California. Inside Intel is his third book.
Reviews 3
Publisher's Weekly Review
Founded in 1968, Intel now controls more than 80% of the market for microprocessors that run computers, and is second only to Microsoft in influence in the personal computer industry. The company's rise to market dominance is generally attributed to its current CEO, Andy Grove, who, along with electronics industry visionaries Gordon Moore and Bob Noyce, launched the company in what was to become Silicon Valley, a center that Intel played an important role in creating. In detailing Intel's climb to the most important computer chip manufacturer in the world, Jackson, a columnist for Financial Times, delivers a no-holds-barred look at the tactics the led Intel to its present position. According to the author, Grove created an incredibly hardworking environment by using such tools as the "Late List," which required employees who reported to work after 8:00 to sign in. Although a seemingly minor rule, the Late List helped set the tone for the dedication Grove expected from his staff. Once Intel established itself in the computer industry, Grove turned efforts to grabbing market share through such wide-ranging efforts as aggressive marketing and, on the more sly side, suing rivals and potential rivals to prevent and/or delay their competition. Although Jackson writes for a general audience, those who understand computer technology will enjoy this well-researched study most. (Oct.) (c) Copyright PWxyz, LLC. All rights reserved
Booklist Review
Andy Grove is CEO at Intel, the world's largest producer of microprocessors. "Only the paranoid survive" has become his personal trademark, and he wrote a book last fall with that as its title. The book was more about Grove's management philosophy than about his company, though he did talk about Intel's handling of the firestorm of news surrounding the flaw discovered in its Pentium processor. Since no book to date has profiled Intel itself, journalist Jackson set about to fill the void, and discovered that Grove's slogan is more than apt. Jackson discovered a "culture of secrecy" at Intel. Grove reneged on his agreement to be interviewed, and senior executives at Intel and Intel's suppliers and contractors were unwilling to speak "on the record." As a result, many of Jackson's sources are anonymous and the book is gossipy at times. Another consequence is that Jackson focuses on the more observable aspects of Intel's operations, such as marketing, management, and competitive practices, rather than on the internal ones, such as how new products are developed and manufactured. --David Rouse
Library Journal Review
Hard-driven CEO and chairman Grove has dominated Intel since shortly after its founding in 1968. He focused the company on setting goals and achieving results. As Jackson, a columnist for the Financial Times, points out in his excellent book, Grove was also largely responsible for Intel's arrogance toward customers, aggression toward competitors, and pettiness toward employees. Intel's success came from being on the cutting edge of semiconductor technology with innovative products like the DRAM, EPROM, and microprocessor. Nevertheless, lack of foresight lost Intel its memory-chip business, and only a last-minute marketing effort saved its dominant position in microprocessors. The author draws on interviews as well as published and unpublished sources to produce this well-written and -documented business and technical history. Highly recommended for all libraries as a window into one of the world's most important companies and its methods.Lawrence Maxted, Gannon Univ., Erie, Pa. (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
