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For All the Chips: Intel’s Rise to the Top
After signing a research contract with Sherman Fairchild’s Fairchild Camera and Instrument Corporation, the eight former employees of Shockley Semiconductor Laboratory launched Fairchild Semiconductor. Each of the eight had invested $500 in the startup, while Fairchild put up over $1.3million. “That may not sound like much now,” Moore says, “but it was a month’s salary in 1957.”

Lesson #5: Do What You Do Better than Anyone Else
“It’s important to remember one thing that is essential for any entrepreneurial organization,” says Moore. “Do what you do well. Look at other things as incremental opportunities, but don’t change the basis of what you do well.” Moore and Noyce might have had many failed products over the years at Intel – arguably more than most successful companies – but they never strayed from their original idea as to what they wanted their company to be about. Indeed, it was by focusing on a single vision and doing that well that they increased their circle of influence and climbed to the top of the industry.

Other semiconductor companies Related Articles

The Men Behind the Microchip: The Early Years of Intel Founders Robert Noyce and Gordon Moore
As self-described “accidental entrepreneurs,” Robert Noyce and Gordon Moore created what would become by far the foremost semiconductor maker in the world. They didn’t set out to create a billion dollar company or to transform an industry, but that is exactly what the pair did when they founded Intel in 1968. Though best known for its Pentium and Celeron microprocessors that can be found in more than three-quarters of the new PCs that come today, Intel also makes flash memories and embedded semiconductors. Now, with over $35 billion in revenue and annual growth standing at 13.5 percent, the legacy left by Noyce and Moore remains one of the strongest examples of innovation and entrepreneurship in the 21st century.

For All the Chips: Intel’s Rise to the Top
After signing a research contract with Sherman Fairchild’s Fairchild Camera and Instrument Corporation, the eight former employees of Shockley Semiconductor Laboratory launched Fairchild Semiconductor. Each of the eight had invested $500 in the startup, while Fairchild put up over $1.3million. “That may not sound like much now,” Moore says, “but it was a month’s salary in 1957.”

Lesson #1: Managers Are a Company’s Main Motivators
When Noyce and Moore went to work for Shockley Semiconductor Laboratory, both thought it was the opportunity of a lifetime. Within the industry, Shockley was considered a phenomenon; his physical intuition was legendary. “One of my colleagues claimed Shockley could see electrons,” says Moore. “He had a tremendous feeling for what was going on, say, in silicon.”

Lesson #4: A Healthy Dose of Paranoia Will Put You Ahead of the Curve
Intel might have become the largest semiconductor in the world, but it wasn’t without missing a few opportunities along the way. Looking back, Moore and Noyce learned the importance of harnessing the power of paranoia. To some, paranoia is a psychotic disorder characterized by delusions of persecution. However, in the business context, paranoia amounts to being highly concerned and aware of potential threats to your company. Moore and Noyce came to understand that it was also one of the key traits for entrepreneurial success.

Believe It or Not: An Original Take on Leadership
Dov Frohman is a pioneer in the semiconductor industry. Among (many) other things, he started Intel Israel and was largely responsible for the growth of Israel's potent high-tech sector. With Robert Howard, he has written a truly original book on leadership, Leadership the Hard Way: Why Leadership Can't Be Taught—and How You Can Learn It Anyway.

The Art of Strategic Thinking
When it comes to thinking, planning, and acting strategically, few companies actually succeed! Having said that these companies can still run well, maintain, grow, and be present in the marketplace. But these companies will never be great! They will never be extraordinary places to work, nor will they be outstanding companies to do business with.
Is Tech Over-Valued?
How much more upside potential is there after a 67% monster rally for the technology sector? After all, there are resistance levels the market tends to respect. With slashed semiconductor demand, weak earnings reports from Dell, and an uncertain holiday shopping season ahead, is the tech sector overvalued?
Assessing the Need for a Training Consultant
When companies find themselves in the market for employee training, the results can be overwhelming. There are several options and several companies that offer training services. Deciding on one to utilize requires a fair bit of research and introspection and many companies cannot bear to lose the time required to determine a result. As such, some companies decide to hire a training consultant to assess need and hire training companies, if necessary.
Execution All-Stars: Five Famous Companies That Bridged the Execution Gap (and How They Did It)
Ever wonder why some companies consistently meet their goals and others don’t? So did I. And when my consulting firm conducted a study of 400 companies, we found some answers. We discovered that there are five factors that set apart the organizations with the best performance results and those more effective at execution. I think of them as ‘The Five Bridges’ because they help companies close the gap between strategy and execution.” To see what the bridges look like in action, let’s look at a handful of well-known companies that execute exceptionally well.

Driving Revenue: Ten Actions Senior Management Must Take Immediately
Companies don't fail because individuals in the company want to fail. Companies fail because employees don't know what the rules are. Companies that are guided by strong boundaries thrive by developing prospects and driving revenue. Companies loosely run, fail.
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