Greg Verdino

Intel’s Strategic Crossroads: A Big Bet Leadership Perspective Intel's recent challenges highlight the importance of the three habits of Big Bet Legends in leading transformations and turnarounds: create clarity, maintain velocity, and prioritize risk and value. Despite CEO Pat Gelsinger’s efforts, Intel is struggling to keep pace with AI chip giants like Nvidia, facing executive turnover, stock declines, and missed targets. 1. Clarity: Intel’s strategy must align with the AI market’s rapid evolution. While the creation of the AI Acceleration Office was a step forward, the company's broader strategy needs sharper focus and stronger execution. As outlined in Big Bet Leadership, efforts like this are often not set up for high-impact assessment and decision-making.    2. Velocity: Intel’s momentum is hindered by bureaucracy and slow responses. As Gelsinger prepares to restructure, fostering agile decision-making will be key to competing with faster-moving rivals. Situations like Intel are rarely just a strategic issue. They are also a culture issue where some form of the "ABC's of corporate decay" (Arrogance, Bureaucracy, Complacency) plays a major role. 3. Prioritizing Risk and Value: Intel must critically assess its advantages and investments—IP, factories, acquisitions, and talent. Develop a risk-forward approach to testing and validating the high-value, high-ambiguity hypothesis to be tested. Intel’s next moves will define its future in AI and more important, as a vital US chip company. Can it build the clarity, speed, and value-driven focus to stay in the race? This Financial Times article "Intel in Crisis" does a great job of outlining the situation: https://lnkd.in/gP6byR89 #BigBetLeadership #Intel #AI #ClarityVelocityRisk Financial Times #Transformation

9

1 Comment

Lex Coors, Chief Data Centre Technology & Engineering Officer and EUDCA Policy Committee Chair on the Seventh Wave of AI – referred to as ‘We Are AI’ “As we delve deeper into this proposition, we confront profound questions about the nature of consciousness, autonomy and the human experience,” he writes. “By embracing the seventh wave, humanity embarks on a journey towards a future where AI serves not as a tool of domination, but as a catalyst for collective empowerment and societal progress.” #AI #Artificialintelligence #WeareAI

2

Alternative hypothesis: AI systems are likely to be "better" or "smarter" if we train them on higher quality data. We should all cooperate to make sure that the AI systems we create have access to as much of the best data as we possibly can. Entire libraries, all newspapers, textbooks, everything. Let's pass legislation that makes it explicit in copyright law that "fair use" includes AI training. Then, let's fix the real problems of societal injustice. AI training data is just a distraction, from this.

2

13 Comments

EGWB Education Gaming Wellness Blockchain Community Ecosystem emphasizes the critical role of blockchain technology in fostering trust and verification within urban, rural, and small communities. By leveraging blockchain, we aim to create inclusive communities without external entities or unidentified businesses. Join us in shaping a future where trust and transparency are paramount for community development. #Blockchain #CommunityDevelopment #Trust #Verification

6

1 Comment

Some key takeways on this podcast from Bob Sutton and Huggy Rao (Stanford) below: Key Takeaway 1: Friction in organizations increases as they grow larger and more complex, making it difficult to get things done efficiently. This is due to added processes, specialization, and hierarchy that are necessary but can hinder productivity if not managed well. Key Takeaway 2: Leaders should strive to be "elephants" who listen and ask helpful questions, rather than "hippopotamuses" who constantly talk and make statements. Encouraging open communication and collaboration while respecting others' time is crucial for reducing friction. Key Takeaway 3: Speed is important for startups, but it must be balanced with the ability to pivot when needed. Temporarily halting hiring or product development can allow for necessary adjustments and prevent friction from building up. >> This is the top reason startups fail, don't pivot/iterate fast enough. Key Takeaway 4: Founders should be mindful when allocating equity and hiring early on. Keeping some equity in reserve and staggering hiring can help maintain flexibility and prevent friction caused by misaligned incentives or onboarding challenges. Key Takeaway 5: Reducing organizational friction requires regularly "mowing the lawn" by removing unnecessary processes, meetings, and bureaucracy. This is an ongoing effort, not a one-time event, and is essential for maintaining efficiency as organizations grow. https://lnkd.in/e5SfQwCU

14

1 Comment