When he appeared at Intel's annual developer forum earlier this week, Craig Barrett took the stage for the last time as the company's chief executive.
But while the craggy-faced Barrett may be approaching official retirement, there's nothing retiring about his demeanour. At 65, Barrett's still full of spice and vinegar and has no intention of taking it easy. During a chat with reporters following his keynote speech, Barrett briefly took stock of his legacy and offered a look ahead at the technologies he believes will keep Intel ahead of its rivals.
Q: What are you most proud about at Intel?
A: If you look at our market-segment share, you'd be hard-pressed to say that we've lost a lot of ground in the last five years, so I'm proud of that. I'm proud of the ability to have the Intel brand be recognised... as one of the top brands in the world. I'm proud of our international expansion, and I'm proud that we came through the dot-com implosion. I'm proud that we maintain our profitability. I'm proud that we didn't subject our staff to massive layoffs like essentially every one of our competitors. I'm proud that we continue to invest in technology and manufacturing capability. I think you saw the results come out in the second half of '04 and going into '05. That suggested that was the right thing to do.
Could you talk about the next step for you, starting with the shareholder meeting in May?
I get to move into the chairman's role and make much the same transition as we made in 1998, when Andy [Grove] moved up to be chairman. My role will be to focus on a few things for the company. Education will be one; probably some interface with the government on issues like R&D, funding and infrastructure in the US
I still intend to do international travel and business development for Intel, like we've been doing for the last 10 years, but Paul Otellini will be in charge of the day-to-day aspects of the company. I'll go to all the strategy sessions, as much as Andy has gone to all the strategy sessions in the last five or six years.
So I am very involved with the company, but it is time to pass the day-to-day operational aspect on to the next generation.
Do you plan to appoint someone to take Paul's role?
Paul has structured the organisation to have all of his direct reports go directly into him and probably will operate without a COO, as we've had Paul in that job for the last several years.
For an extended period of time?
Well, historically, we've used that COO-type position as part of the orderly transition of management. So I think Paul will be using the next couple of years probably to decide who to move into that role.
What is your advice for Paul, as he takes over your role?
My advice to Paul is the same advice that I give to the rest of the company: Intel is a technology company. Intel is successful, and it continues to invest for the future and continues to function on all eight cylinders. I'll suggest that he pay attention to those... things: Continue to move technology forward and... continue to make sure that we operate in an excellent fashion inside on a day-to-day basis.
