When Intel was well on the rise and Andy Grove was the commodore of the fleet so dominant in the seas of the micro-processor sector, I was a young sales guy trying to win business from the likes of Intel and all their neighbors in Silicon Valley.
At the time I remember reading a lot about various leaders of the companies and industries in the valley. I looked for ways to hone my sales strategy and pitch to prospective companies’ own business objectives.
I found this article about Andy Grove somewhere along the way and liked it so much, I saved it. In hearing about his passing today, I post this piece in remembrance of a great thinker and leader in American business.
I attended an Intel annual meeting several years back, after Grove had stepped down as CEO. He was in the audience though, and I remember him looking relaxed, in a black leather jacket, crew-neck and khaki’s. He chuckled and waved when the then CEO made reference to Grove sitting in the audience.
So here’s to you, Andy Grove. As the hashtag goes around twitter currently #RIPAndyGrove ~
“A Cubicle Suits Him Just Fine” [original article written by “unknown author” c.1996]
As Intel has grown, Grove’s office has shrunk. It used to be that an executive’s climb up the corporate ladder was accompanied by a series of moves to ever-larger (and plusher) offices — culminating in the final move into a mahogany-paneled corner office from which the CEO ruled over his business empire.
But often, shielded by a phalanx of administrative assistants, the CEO had only a foggy idea of what was really going on at lower levels of the organization. That’s
definitely not the case with Andy Grove.
Not only does he take a vital interest in what’s happening throughout Intel’s far-flung realm, but he disdains the mahogany-row syndrome.
His office is remarkably compact. In fact, it’s not an “office” at all, but a partitioned-off cubicle crammed in among similar-sized cubicles on the fifth floor of the Robert N. Noyce building, which serves as Intel’s headquarters in Santa Clara.
Pam Pollace, who works closely with Grove as vice president-worldwide press relations, occupies an adjacent cubicle. Pointing out that increased staff hiring has
forced the company to squeeze more cubicles into a finite space, Pollace finds it humorously ironic that, as the size of Intel’s manufacturing facilities and corporate revenues have increased dramatically, Grove’s office has grown smaller and smaller because of the “compression” effect. (He does, however, have a window
with a nice view — his only evident “status symbol.”)
Asked whether the tiny quarters are adequate for his needs as CEO, Grove replies, “Absolutely. . . . I need a conference room for private meetings, but most of the
time I can read, work at my computer, or have phone conversations very nicely in my office — even if Pam often does overhear me.”
Breaking into a chuckle, he adds, “Earlier today, I was having a meeting in my office and everyone was talking about [Pam’s] role — and she pipes up on the other side of the partition and answers the question we were discussing. I have to be cognizant of things like that, but I’ve been living in cubicles since 1978 — and it hasn’t hurt a whole lot.”
Significantly, the open-office environment symbolizes one of Intel’s great strengths — a culture that encourages open and honest communication.
Senior Vice President Ron Whittier observes that Grove fosters open communication by encouraging staffers and others to say what’s on their minds. “People here
aren’t afraid to speak up and debate with Andy,” he notes. As a result, Grove is able to keep in touch with what is really happening throughout the 62,000-employee
company, which has a dozen wafer-fabrication facilities and other manufacturing operations around the globe.
E-mail, which he finds to be much more efficient than the telephone, also keeps him in touch. He estimates that he receives 250 to 300 e-mail messages a week. “As a
practical matter,” he says, “my phone is not nearly as important as it used to be.”
Moreover, e-mail has eased the burden of correspondence. “Back about 20 years ago,” Grove says, “if I went on a week’s vacation, when I came back, it took me about 10 hours to catch up with the regular mail. Now, the paperwork is almost nothing. “When I think about how I used to use correspondence, I would use the margins of memos — and scribble a few lines and send them back. And that is what e-mail does.
When someone writes to you, you respond back with a few lines or a paragraph. It goes back and forth, but it is very brief. . . . And a big difference is [the time element]. If you stick a letter in the mail, it takes a day or two to get to Arizona or wherever. There is no immediacy. But an e-mail transaction usually takes place within hours.”
E-mail, a byproduct of the information revolution that Intel helped to foster, has also reconfigured intra-company communications. “I no longer get internal [paper]
mail or internal phone calls,” Grove says. “If you want to reach somebody, you very quickly discover that the most effective way of doing that is through e-mail.
“If somebody phones while you’re out of the office — and you try to return the call — you ping-pong back and forth so many times that you forget why you called in the first place.”
That comment is proof that Andy Grove understands the real value that Intel helps to deliver to the business world. In fact, if he didn’t use e-mail, it would be a bit like the chairman of General Motors driving to work in a Toyota.
But, obviously, the culture at Intel is radically different from that at GM. And it is reflected in a variety of metrics — including the high-tech firm’s impressive stock-market performance in recent years. And, yes, even the dimensions of the CEO’s office.