Fairchild and Intel pioneered some of the management techniques that would later become standard in the chip industry. For example, when there were competing options for performing a task, such as for a potential chip design or a production method, the companies would often assign independent teams to work on multiple models. Whichever one worked best would be implemented at scale. This created some waste and duplication, but it also meant that launches weren’t delayed; parallelizing the process ensured that something would be ready by the target launch date.
