Memorial Tributes Volume 21 (2017) / Chapter Skim
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ANDREW S. GROVE
ANDREW S. GROVE
Pages 140-147
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From page 141... ...
MEIERAN A NDREW STEPHEN GROVE died March 21, 2016, at age 79 in Los Altos, California. He was a major force in the science, technology, development, growth, and unprecedented expansion of the semiconductor industry from 1963 to the present day.
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From page 142... ...
Grove, does all these within his short life span, at a level acclaimed by his peers as expert or genius? How does one describe a person who survived Nazi and then Communist tyrannies, who through his enormous talent and skills created a technology that became globally pervasive, then went on to manage one of the greatest technological revolutions in history, and who in failing health himself contributed to medical science in helping understand and lead to possible cures for not one but two degenerative, disabling, and life-threatening diseases?
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From page 143... ...
At Fairchild, known for the bipolar silicon technology developed by Noyce, Moore, and the other "Fairchild 8," Andy started looking at the technology and properties of silicon– silicon dioxide interfaces. His seminal work eventually led to the commercial manufacture of metal oxide semiconductor (MOS)
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From page 144... ...
This transition from a fairly undisciplined research scientist to a senior manager fundamentally impacted the role of senior managers throughout Silicon Valley and the world of technology enterprises, as Andy developed his management philosophy and skills and implemented them, however unpopular, through Intel and eventually through many Intelstyle management emulators. Basically, although Andy's first role was that of Intel's director of engineering, he quickly started to formulate what was to become his management style, as described in his first managerial book, High Output Management (Random House, 1983)
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From page 145... ...
The Mr. Clean tours, for example, not only ensured discipline throughout the company but also allowed workers who other wise would never personally meet Andy, Gordon, Bob, or other senior managers to talk with them on a periodic basis.
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From page 146... ...
Andy still had to make hard and often unpopular business decisions. For example, in the face of emerging stiff Japanese competition in the memory market he chose, against strong opposition, to discontinue producing the solid-state memory DRAM chips pioneered by Intel.
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From page 147... ...
He became chair of the board at Intel and started teaching management and innovation courses at Stanford University. At the same time, he fought personally for his own health and publicly to help anyone else with this disease, conferring with doctors to suggest ways of defeating it.
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