Asa Fitch

You know, many people were surprised by Gelsinger being ousted because, you know, this is a very ambitious turnaround plan. The company had already invested a lot of resources in making the turnaround work. Intel has been on successive rounds of cost cutting for the past couple of years at this point. They've done layoffs, they've cut costs wherever they can.

And all of that has been in service of making this plan work. And so there's a lot of surprise, actually, that at this juncture Gelsinger would be ousted. But, you know, I think the board just sort of lost confidence in Pat and the plan and the way that the speed at which it was going and the results from it.

And all of that has been in service of making this plan work. And so there's a lot of surprise, actually, that at this juncture Gelsinger would be ousted. But, you know, I think the board just sort of lost confidence in Pat and the plan and the way that the speed at which it was going and the results from it.

And all of that has been in service of making this plan work. And so there's a lot of surprise, actually, that at this juncture Gelsinger would be ousted. But, you know, I think the board just sort of lost confidence in Pat and the plan and the way that the speed at which it was going and the results from it.

It's hard to know how this period of the company's history will come to be seen, but it may be that it's seen as, you know, no CEO could have turned around Intel. But if somebody could have, it would have been Pat Gelsinger, and this would have been the plan. It just didn't work out.

It's hard to know how this period of the company's history will come to be seen, but it may be that it's seen as, you know, no CEO could have turned around Intel. But if somebody could have, it would have been Pat Gelsinger, and this would have been the plan. It just didn't work out.

It's hard to know how this period of the company's history will come to be seen, but it may be that it's seen as, you know, no CEO could have turned around Intel. But if somebody could have, it would have been Pat Gelsinger, and this would have been the plan. It just didn't work out.

And, you know, maybe the history shows that in the final analysis that if Intel were to be set aright again, it would have had to have happened a long time before Pat Gelsinger took over as CEO. When you get that big, it's harder to, you know, as Lou Gerster wrote in his book about IBM, make elephants dance, if you will, you know, make large companies do agile things is hard.

And, you know, maybe the history shows that in the final analysis that if Intel were to be set aright again, it would have had to have happened a long time before Pat Gelsinger took over as CEO. When you get that big, it's harder to, you know, as Lou Gerster wrote in his book about IBM, make elephants dance, if you will, you know, make large companies do agile things is hard.

And, you know, maybe the history shows that in the final analysis that if Intel were to be set aright again, it would have had to have happened a long time before Pat Gelsinger took over as CEO. When you get that big, it's harder to, you know, as Lou Gerster wrote in his book about IBM, make elephants dance, if you will, you know, make large companies do agile things is hard.

And what Intel has needed in the past years has been agility.

And what Intel has needed in the past years has been agility.

And what Intel has needed in the past years has been agility.