-
At least life at the top hasn't been dull for Barrett, the 25-year Intel veteran who stepped into the CEO slot at the beginning of 1998. Since then, the company has been blindsided by the sudden rise of the market for sub-$1,000 PCs, had its dirty laundry aired at the Microsoft antitrust trial, and settled a patent-infringement complaint by the U.S. Justice Department even as the feds continue to probe other Intel business practices. Worst of all, two Intel employees were murdered under horrifying circumstances in Uganda in early March. Throughout this trying time, Barrett has maintained his focus on Intel's manufacturing operations. For good reason: As microchips find their way into ever more non-PC devices, they will have to become even smaller and more versatile. "You need a guy like Barrett to manage that transition," says Cowen & Co. analyst Drew Peck.
克雷格·巴雷特是一名有二十五年因特網(wǎng)操作經(jīng)驗(yàn)的老手，他在1998年開始涉足CEO行業(yè)，當(dāng)時(shí)他已經(jīng)有五十多歲了，但是他的這一做法是明智的。那時(shí)，美國因特爾公司對降低電腦價(jià)位1000美元的突然舉措毫無防備，還參加了針對微軟公司的反托拉斯主義運(yùn)動(dòng)，并且還卷入了美國司法部門的侵權(quán)案當(dāng)中。更糟糕的是，有兩名因特網(wǎng)公司的員工三月初在烏干達(dá)的恐怖事件中被人謀殺。在這個(gè)困難時(shí)期，克雷格·巴雷特仍然始終密切關(guān)注公司的正常生產(chǎn)和經(jīng)營活動(dòng)。對此巴雷特有充分的理由：因?yàn)槲⑿酒诜请娔X設(shè)備中找到了它的潛在市場，但是微芯片產(chǎn)品必須體積更小并且具有更多的功能?！拔覀儽匾幸粋€(gè)像巴雷特那樣的人在這樣的時(shí)期進(jìn)行生產(chǎn)和經(jīng)營上的管理?！盋owen & Co 公司的分析家朱?培克如是說。
Business Philosophy: Look ahead rather than back. Set high expectations, and meet deadlines.
運(yùn)營理念：一切向前看而不是往后看。制定較高的奮斗目標(biāo)，然后如期實(shí)現(xiàn)。
Headache: Competitors such as Advanced Micro Devices, which was much quicker than Intel to spot the growth potential of sub-$1,000 PCs.
最頭痛的事情：強(qiáng)有力的競爭對手，例如比因特網(wǎng)公司早一步發(fā)現(xiàn)公司潛在的增長并且率先降低電腦價(jià)位1000美元的先進(jìn)的微軟設(shè)備等。
True story: In 1986, when Japan ruled the semiconductor market, Barrett learned everything he could about Japanese manufacturing practices. He applied what he learned at Intel's chip-fabrication plants. Today, the Japanese emulate Intel.
真實(shí)故事：1986年，當(dāng)日本占領(lǐng)了半導(dǎo)體市場時(shí)，克雷格?巴雷特從日本公司學(xué)到了有關(guān)的生產(chǎn)時(shí)間經(jīng)驗(yàn)，隨后他將這些經(jīng)驗(yàn)應(yīng)用到芯片的制作和生產(chǎn)中。而現(xiàn)在的事實(shí)是日本人正在仿效因特網(wǎng)公司的做法。.
Management Style: A plant-floor guy. Before he was named CEO, he personally inspected each of Intel's dozens of fabrication plants around the world. Former CEO Andy Grove joked that Barrett had collected enough frequent-flier miles to buy his own airline.
管理風(fēng)格：是一個(gè)以工廠為家的人。在出任CEO之前，巴雷特曾經(jīng)參觀了全世界范圍內(nèi)的所有的因特網(wǎng)公司的加工制造廠。前任CEO安迪·格諾夫曾經(jīng)開玩笑說巴雷特已經(jīng)收集了所有的飛行路線，他都可以購買一架自己的飛機(jī)了
At least life at the top hasn't been dull for Barrett, the 25-year Intel veteran who stepped into the CEO slot at the beginning of 1998. Since then, the company has been blindsided by the sudden rise of the market for sub-$1,000 PCs, had its dirty laundry aired at the Microsoft antitrust trial, and settled a patent-infringement complaint by the U.S. Justice Department even as the feds continue to probe other Intel business practices. Worst of all, two Intel employees were murdered under horrifying circumstances in Uganda in early March. Throughout this trying time, Barrett has maintained his focus on Intel's manufacturing operations. For good reason: As microchips find their way into ever more non-PC devices, they will have to become even smaller and more versatile. "You need a guy like Barrett to manage that transition," says Cowen & Co. analyst Drew Peck.
克雷格·巴雷特是一名有二十五年因特網(wǎng)操作經(jīng)驗(yàn)的老手，他在1998年開始涉足CEO行業(yè)，當(dāng)時(shí)他已經(jīng)有五十多歲了，但是他的這一做法是明智的。那時(shí)，美國因特爾公司對降低電腦價(jià)位1000美元的突然舉措毫無防備，還參加了針對微軟公司的反托拉斯主義運(yùn)動(dòng)，并且還卷入了美國司法部門的侵權(quán)案當(dāng)中。更糟糕的是，有兩名因特網(wǎng)公司的員工三月初在烏干達(dá)的恐怖事件中被人謀殺。在這個(gè)困難時(shí)期，克雷格·巴雷特仍然始終密切關(guān)注公司的正常生產(chǎn)和經(jīng)營活動(dòng)。對此巴雷特有充分的理由：因?yàn)槲⑿酒诜请娔X設(shè)備中找到了它的潛在市場，但是微芯片產(chǎn)品必須體積更小并且具有更多的功能?！拔覀儽匾幸粋€(gè)像巴雷特那樣的人在這樣的時(shí)期進(jìn)行生產(chǎn)和經(jīng)營上的管理?！盋owen & Co 公司的分析家朱?培克如是說。
Business Philosophy: Look ahead rather than back. Set high expectations, and meet deadlines.
運(yùn)營理念：一切向前看而不是往后看。制定較高的奮斗目標(biāo)，然后如期實(shí)現(xiàn)。
Headache: Competitors such as Advanced Micro Devices, which was much quicker than Intel to spot the growth potential of sub-$1,000 PCs.
最頭痛的事情：強(qiáng)有力的競爭對手，例如比因特網(wǎng)公司早一步發(fā)現(xiàn)公司潛在的增長并且率先降低電腦價(jià)位1000美元的先進(jìn)的微軟設(shè)備等。
True story: In 1986, when Japan ruled the semiconductor market, Barrett learned everything he could about Japanese manufacturing practices. He applied what he learned at Intel's chip-fabrication plants. Today, the Japanese emulate Intel.
真實(shí)故事：1986年，當(dāng)日本占領(lǐng)了半導(dǎo)體市場時(shí)，克雷格?巴雷特從日本公司學(xué)到了有關(guān)的生產(chǎn)時(shí)間經(jīng)驗(yàn)，隨后他將這些經(jīng)驗(yàn)應(yīng)用到芯片的制作和生產(chǎn)中。而現(xiàn)在的事實(shí)是日本人正在仿效因特網(wǎng)公司的做法。.
Management Style: A plant-floor guy. Before he was named CEO, he personally inspected each of Intel's dozens of fabrication plants around the world. Former CEO Andy Grove joked that Barrett had collected enough frequent-flier miles to buy his own airline.
管理風(fēng)格：是一個(gè)以工廠為家的人。在出任CEO之前，巴雷特曾經(jīng)參觀了全世界范圍內(nèi)的所有的因特網(wǎng)公司的加工制造廠。前任CEO安迪·格諾夫曾經(jīng)開玩笑說巴雷特已經(jīng)收集了所有的飛行路線，他都可以購買一架自己的飛機(jī)了