they had worked together productively for more than a decade, thanks to their remarkably complementary skills. Where Noyce saw the big picture, Moore could discern detail. Where Noyce had honed his abilities to construct strong connections between Fairchild and various outside constituencies (the press, the board, customers, suppliers), Moore had become an expert leader within the company itself. Noyce rarely set foot in the lab after 1965, but Moore had an intensely loyal following in R&D, which he led with a light hand and a quiet, laid-back style that recalled Noyce’s approach but added the
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