Intel

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.