Intel’s Transformation: A Crucial Moment That Requires More Than Just Cuts

As a former Intel employee, I’ve seen firsthand the brilliance, drive, and complexity that fuel one of the most iconic tech companies in the world. So when I read about the bold moves being made by new CEO Lip-Bu Tan—slashing middle management, overhauling the AI strategy, and doubling down on the foundry business—it struck a chord.

With Intel posting a $19 billion loss in 2024, this shake-up is no surprise. But transformation on this scale demands not just decisiveness—it demands precision.

Let me be clear: high performers, whether at Intel or elsewhere, don’t fear change. What we do push back against is unnecessary, repeated work that adds little to no value. In high-stress environments where expectations are always rising, nothing is more draining than bureaucracy that gets in the way of real outcomes.

While I understand the rationale behind flattening organizational structures, cutting middle management can be a double-edged sword. Intel has incredible middle managers—individuals who quarterback the company's mission and vision, who turn strategy into action, and who hold the line on execution. Like any large organization, not every manager is a fit, but many of these leaders are the reason great ideas make it to the finish line but they are usually not the loudest or most “eloquent” or rightly put, not easily recognized in a large company.

The real challenge isn’t just cutting roles—it’s empowering talent. If Intel truly wants to regain its competitive edge, it must go beyond job cuts and invest in systems and tools that eliminate friction and streamline value creation. Integrated automation, smart workflows, and collaborative platforms that cut the noise—these are the accelerators of innovation.

Equally important is designing a work environment that values quality over speed and recognizes the toll of unsustainable demands. Burnout doesn’t build billion-dollar breakthroughs—resilience and clarity do.

Intel has the legacy, the talent, and the opportunity to lead again. The question isn’t just how lean it can become—but how intelligently it can evolve.

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