Not surprisingly, the transformation implicit in surviving a strategic inflection point involves changing members of management one way or another. I remember a meeting of our executive staff in which we were discussing Intel’s new direction as a “microcomputer company.” Our chairman, Gordon Moore, said, “You know, if we’re really serious about this, half of our executive staff had better become software types in five years’ time.” The implication was that either the people in the room needed to change their areas of knowledge and expertise or the people themselves needed to be changed.
