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SPARK OF THE CORPORATE

Brian Krzanich’s elevation to the top post followed what has been the pattern at Intel since its inception in 1968 – he is one of the six CEOs of the company – all of whom have been chosen from within its ranks. Yet more con-incidental is the fact that his two predecessors also served as COOs before being elevated to the CEOs post. Whatever the contention of naysayers and those who consider that an outsider would have brought fresh perspective and ideas to the semi-conductor giant, it can be safely said that Krzanich has made all the smart moves so far – only time will tell whether or not he will justify the board’s decision. But we need not wait until that to briefly chronicle this geekish leader’s journey so far – which has spanned more than 30 years (33 to be specific) – all of it at Intel. Throughout this long association with the company, which started with him taking up the job of an analytical engineer at one Intel’s New Mexico units to assuming responsibility for his first factory in Chandler, Arizona, and then to becoming in-charge of its global network of factories and its supply chain to COO and to finally become the CEO of the world’s largest semi-conductor maker – is quite a journey, very little spoken of, though. But the signs are ominous with inventions such as the drone and the RealSense camera that allows users to take a picture of someone and it will automatically create a video game character that mimics their entire body, show that Intel under Krzanich has stepped up the game in its ability to bring innovative products to market faster.

Here is a further peek into the man and his life, and him at Intel.

Education

Born on May 9, 1960, Krzanich – known to have a Croatian heritage- holds a bachelor's degree in Chemistry from San Jose State University and has one patent for semiconductor processing.

Rise through the ranks and Ascent to the pot

Right since he joined Intel, he has impact on the company’s functioning in his own way. But when leadership roles came calling, he didn’t shirk away. Instead, he grabbed the opportunities by the scruff of their necks and made sure he made the best sue of them – both for himself as well as the company.

Posts held by Krzanich (Partial list)

Analytical & Process engineer (joined in 1982)

Various Fab plant & manufacturing manager posts

Vice President (December 2005 to January 2010

General Manager of Manufacturing & Supply Chain (-)

Senior Vice President (January 2010 - November 2012)

Executive Vice President (November 2012 - May 2013)

Chief Operating Officer (January 2012 - May 2013)

As we have seen above, although not tempered to take up leadership roles in the traditional way – Krzanich has demonstrated utmost leadership through the several major initiatives he has taken ever since he had a sniff at leadership – from the day he took over the reins (so-called) of Intel’s Chandler (AR) factory and, the plant and manufacturing manager roles at multiple Intel factories and right up to him becoming the COO and the last two years or so since taking over the top-spot which was held by Paul Otellini.

An open-minded approach blended with customer-centricity have not only allowed him to extend the company’s product and technology leadership but also rake in the moolah (yeah, & billions of them in value!).

All that was possible though his initiatives that lead to a broad transformation such as Intel's factories and supply chain, improving factory velocity by more than 60 percent and doubling customer responsiveness. Then there was his involvement in advancing the industry's transition to lower cost 450mm wafer manufacturing through the Global 450 Consortium as well as leading Intel's strategic investment in lithography supplier ASML.

Here’s a glance at how he was able to knock at the leadership position

Responsible for overseeing the integration of Digital Equipment Corporation's semiconductor manufacturing operations into Intel's manufacturing network (1997- 2001) Responsible for implementation of the 0.13-micron logic process technology across Intel's global factory network (2001-2003)

Shaking-up the company's factories and supply chains, eventually increasing output and lowering costs for the company

Involved in Intel's investments in outside companies and Shifting company focus to more efficient processor manufacturing It wasn’t like he got up there just like that. Imagine one coming from a purely technology background tasked with leading 50,000 employees encompassing many of Intel's businesses, processes, & department such as Technology and Manufacturing Group, Intel Custom Foundry, supply chain operations, the NAND Solutions group, human resources, information technology and Intel's China strategy. If he hadn’t had it in him, he wouldn’t have taken on the challenges and excelled

Thus after progressing through a series of technical and leadership roles, Krzanich was appointed chief executive officer of Intel Corporation and elected a member of the board of directors on May 16, 2013.

Aside

Brain is known to visit Intel-sponsored Hackathons and Best-buys with his wife and two daughters – typical geek, isn’t it? Well that, kind of, throws enough light on the man he was, is and, his capability.

Other Associations

Member of the board of directors of the Semiconductor Industry Association.

Director of MiaSole, Inc.

Awards

Intel Achievement Award (1999)
Quotes
 We are an innovation engine: That is one of my big goals, is to show people that we are an innovation engine and that innovation will drive growth. We have had to turn it back on and really get it moving faster
 What we have done now is taken the intellectual property we built on the PC and we are pushing that across a variety of devices
 I can't comment on rumors that are in the press. But in general the way we think about it is, you want to have a nice supply line of your internal technology that you're developing. That is always first, you always find that first and you drive that first. There are cases where we want to go outside and do acquisitions for intellectual property or to get market share, and we are not afraid to go do that at times" - On acquiring external IP.
 Managing them like the factory would be one of the worst things I could do for Intel. They need creativity. It's very different from the factory role." - On managing the product-design engineers.
 Everything that was once stand-alone & unconnected is becoming smart & connected..
 I am deeply honored by the opportunity to lead Intel. We have amazing assets, tremendous talent, and an unmatched legacy of innovation and execution. I look forward to working with our leadership team and employees worldwide to continue our proud legacy, while moving even faster into ultra-mobility, to lead Intel into the next era..
 This acquisition is about us bringing the FPGA market into Intel.” On the $17Bn Altera acquisition..
 The industry is maturing and there's going to be M&A occurring now for the near future at least. But for us, this was really about bringing this architecture, bringing the intellectual property of the FPGA into our portfolio and allowing us to make these products. What is important is our customers are asking us for these products because they really see the performance improvement. When you think about the cloud infrastructure or things in the IOT like driver assist, they want this power performance that this joint product can deliver. And that is what is really driving us.
 In the FPGAS, the performance is what really gets paid for.
 We have three priorities: First is always invest in our business. You want to really have for our shareholders an investment portfolio that gives them a future. A future set of products and investments. Then after that is invest in dividends and share buy backs. Any time we make one of those investments in the business, we do basically a net present value on that and compare against the advantage of investing in our stock or in giving dividends. And it has to pass that hurl rate. So we will always do that. We do that with every investment we make. And we always make sure it's positive relative to that given the assumptions we have.” – On whether to invest within or without..
 One of the advantages of a big company like Intel, we play in over 300 countries is we can go out and access talent from all over the world. So no matter where I am at, we're in constant search of talent. Sometimes you can hire that talent right out of the university, sometimes you want to acquire that talent and sometimes you can grow that talent from within by putting people through programs like university programs and development programs. But you are right. The talent for these emerging areas – robotics, driverless cars, the data center and big data – those are all driving demand for very talented people.” – Talking about investing in the right talent.

Hope viewers caught up the spark…

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