Intel

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Intel’s strategic mistakes were (in my opinion) symptomatic of an acute cultural problem: the company still carried with it the inherited arrogance from an earlier age. A concrete manifestation of the company’s arrogance is that it didn’t listen: it didn’t listen to its own people (and therefore struggled to correct course even when the rank-and-file knew that the trajectory is wrong) and it didn’t listen to its customers (and therefore built the wrong things for new markets — or missed out on those markets entirely). Intel needed a leader that could confront this cultural problem directly — who could work to undo an accretion of generations of entitlement — but if Gelsinger’s narrative for himself was any indicator, it felt like he would instead be feeding the company’s worst impulses about its own exceptionalism.