Technology |
Intel mastermind, Silicon Valley statesman Andy Grove dead at 79
SAN FRANCISCO |
Andy Grove, the Silicon Valley elder statesman who made Intel into the world's top chipmaker and helped usher in the personal computer age, died on Tuesday at age 79, Intel said.
The company did not describe the circumstances of his death but Grove, who endured the Nazi occupation of Hungary during World War Two, living under a fake name, and came to the United States to escape the chaos of Soviet rule, had suffered from Parkinson's.
Grove was Intel’s first hire after it was founded in 1968 and became the practical-minded member of a triumvirate that eventually led “Intel Inside” processors to be used in more than 80 percent of the world’s personal computers.
With his motto "only the paranoid survive," which became the title of his best-selling management book, Grove championed an innovative environment within Intel that became a blueprint for successful California startups.
Grove, who was named man of the year by Time magazine in 1997, encouraged disagreement and insisted employees be vigilant of disruptions in industry and technology that could be major dangers - or opportunities - for Intel. In doing so, he could be mercurial and demanding with employees who he thought were not doing enough and in 1981 required the staff to work two extra hours a day with no extra pay.
Grove's overhaul of Intel’s business - switching from digital memory to processors - was an early example of his obsession with detecting major shifts in business and technology and staying flexible enough to move quickly and make the most of them.
"It's not that you shouldn't plan but you should not regard your plans to be anything more than a baseline model of what might happen,” Grove said.
While Intel founders Robert Noyce and Gordon Moore proposed much of the chip technology that helped created the semiconductor industry, Grove was the stickler for detail who turned their ideas into actual products. He was responsible for driving growth in Intel’s profits and stock price through the 1980s and 1990s.
NAZIS, COMMUNISTS
Grove, who was Jewish, was born Andras Grof in Budapest in 1936. Nazi Germany occupied Hungary in his youth, and after the Soviets followed, Grove sneaked into Austria in 1956 and then emigrated to the United States, where he learned English and earned a Ph.D. in chemical engineering from the University of California at Berkeley.
Grove went to work in 1963 at Fairchild Semiconductor, where he researched technology that would eventually be used to make microchips. At Fairchild, he also met chip visionaries Noyce and Moore, who left to found Intel in 1968. Grove quickly joined them, running research and manufacturing.
He became Intel’s president in 1979, CEO in 1987 and chairman and CEO in 1997. He gave up his CEO title in 1998 and stayed on as chairman until 2004.
In its early years, Intel focused on making DRAM memory chips. When Japanese competition soared, Grove made the fateful decision to reinvent Intel as a manufacturer of microprocessors – the brains at the center of personal computers and other electronic devices.
As the personal computer industry took off in the 1980s, Intel supplied its processors to IBM and then to Compaq and other manufacturers making "IBM clone" PCs.
Intel's chips, along with Microsoft’s Windows operating system, quickly became an industry standard in the exploding PC industry, with Grove funneling profits into research and development to create faster and faster processors. Under his stewardship, the Pentium brand and “Intel Inside” logo became widely recognized by consumers.
Intel remains one of the world's leading semiconductor companies but the PC chipmaker is wrestling to adapt to trends toward smaller gadgets like smartphones and tablets.
Grove also was a champion of keeping manufacturing within the United States, arguing outsourcing the manufacturing of electronics products - like batteries or televisions - meant U.S. companies missed out on gaining experience necessary to make technology breakthroughs.
Intel still makes most of its chips in U.S. plants.
During his time at Intel in the 1990s Grove was treated for prostate cancer and later wrote an influential cover story in Fortune magazine, criticizing the medical establishment's treatment of the disease as inefficient compared to scientific standards applied in semiconductor research.
In later life, Grove donated tens of millions of dollars for research on Parkinson's disease, a condition he suffered from. He also regularly criticized government and medical researchers for making slow and inefficient progress beating that disease compared to accomplishments made in the chip industry.
Grove and his wife, Eva, who married a year after meeting while working at a resort in New Hampshire in 1957, had two daughters.
(Reporting By Noel Randewich; Editing by Bill Trott, Peter Henderson and Bernard Orr)
7點多起；Hans 約8點多來。3月27日(周日)出乎意外的林公孚夫婦來訪，我告訴他們附近的天主堂以耕莘最老道，雖燃現在也會有韓裔的神父講道。
我先講"紀念Andy Grove"，梁永安兄第一次使用ppt，《青花瓷的故事》{青花瓷的故事}一書是明萱送給他的。
3人一起去澎湖海產，路上遇到懷恩堂的一組教兒童背文傳教者之練習，這是哪門教育法？640元。回來3人討論點。我再談戴明博士、
：紀念 ANDY GROVE 先生；雜談鄭明萱譯作《認識媒體》；
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回眸東海 IE 歲月：師‧友‧課程
劉振 (Liu Cheng ) 先生
高禩瑾先生
高禩瑾先生
小燕:今晚6點回，有朝日壽司便當
溫學長，
您知道我有個錄影"漢清講堂"， 我希望你考慮來做一場錄影，主題包括新出版的4本書 (這兒全部有)還有您的"退休展"。
相信可以做出精彩的一集。
考慮看看。 如果可以，告訴我時間，好方便請我老弟北上錄影。
順祝
平安。
接下來的兩本書，包括《十倍速時代 》(Only the Paranoid Survive 1996)和匈牙利成長回憶錄《葛魯夫自傳--橫度生命湖 》(Swimming Across: A Memoir 2001），台灣也都有出版：
(10 倍速時代 Only the Paranoid Survive提到 W. Edwards Deming 一處，「恐懼可以成為自滿的剋星。因自滿而受到傷害的，通常正是那些最成功的人。」 , p.151) ( 尋智書摘第1 輯)
PHILANTHROPY: Speaking of systems thinking, you were famous at Intel for your management philosophy that “only the paranoid survive.” By that, you meant that a business must always be hyper-attentive to possible threats and opportunities. Is such paranoia a helpful mindset for a philanthropist?
慈善事業：說到系統思考，你是在英特爾公司以“只有偏執狂才能生存” 管理理念出名。你的意思是，一個企業必須始終對可能的威脅和機遇超細心和敏感。這樣的"偏執"想法和心態，對慈善家是否有幫助？
GROVE先生：在下面的意義上，是有幫助的。在半導體或藥品中，要讓無生命的材料塑造成形是非常困難的。大自然會不斷地破壞你的實驗。唯一比上述讓無生命材料塑造成形更難的事情，就是努力試圖去塑造人的活動，因為這時除了大自然與你作對之外，人們本身更是破壞它的高手。如果您強烈地想在慈善事業有成，我覺得我這就是我所說的偏執狂，即你會深深地懷疑很多事情可能會出錯。
MR. GROVE: Yes, it is, in the following sense. It’s very hard to shape inanimate material into semiconductors or pharmaceuticals. Nature constantly wants to derail your experiment. The only thing that’s harder than shaping inanimate material is trying to shape animate material—and most difficult of all is trying to shape the activities of people. Then it is not just nature that is trying to derail you; people themselves do a pretty good job of it. If you feel strongly toward achieving something through philanthropy, I think what I call paranoia—a deep suspicion about all of the many things that can go wrong—is necessary.
GROVE先生：在下面的意義上，是有幫助的。在半導體或藥品中，要讓無生命的材料塑造成形是非常困難的。大自然會不斷地破壞你的實驗。唯一比上述讓無生命材料塑造成形更難的事情，就是努力試圖去塑造人的活動，因為這時除了大自然與你作對之外，人們本身更是破壞它的高手。如果您強烈地想在慈善事業有成，我覺得我這就是我所說的偏執狂，即你會深深地懷疑很多事情可能會出錯。
MR. GROVE: Yes, it is, in the following sense. It’s very hard to shape inanimate material into semiconductors or pharmaceuticals. Nature constantly wants to derail your experiment. The only thing that’s harder than shaping inanimate material is trying to shape animate material—and most difficult of all is trying to shape the activities of people. Then it is not just nature that is trying to derail you; people themselves do a pretty good job of it. If you feel strongly toward achieving something through philanthropy, I think what I call paranoia—a deep suspicion about all of the many things that can go wrong—is necessary.
PHILANTHROPY: Are you as paranoid about vocational education as you were about business?
慈善事業：你在職業教育是否同你對公司一樣偏執？
先生。格羅夫：這兩件事的細節當然不同，但從偏執之方式上說它們非常相似。管理上的偏執涉及試圖去預測誰會有意或無意間讓你放慢腳步，或者誰都會讓你敗事。這種態度通常學校是不會教的，所以我會去寫那本書。。現在，談到職業教育，你記不記得總統在1983年的教育報告[處於危險中的國家]中 的話，它開頭這樣說：“如果一個不友善的外國勢力今天企圖讓美國的教育成績平庸的話，我們很可能會視其為戰爭行為。” 這是偏執心態嗎？
可以說，同樣的道理也適用於職業教育，甚至加倍適用。大多數人甚至不知道我們需求更多的訓練有素的工人。大家的假設仍然是：技術教育是適合較不聰明的人。削減教育預算先從削減職業教育著手。人們需要具備他們的工作要求的適當培訓，但此類的要求已經被刪減到見骨了。在某些情況下，學生在就學中途時資金被切斷而被送回家去。我們對想要工作的人設下一個該死的障礙！
MR. GROVE: The details are of course different, but in this way, they are very similar. Paranoia in management involves trying to anticipate who intentionally or unintentionally will slow you down, or who will derail you. Usually this attitude is not taught in school, which is why I wrote my book. Now, as for vocational education, do you recall the words of the presidential report on education [A Nation at Risk] from 1983? It started out by saying, “If an unfriendly foreign power had attempted to impose on America the mediocre educational performance that exists today, we might well have viewed it as an act of war.” Is this paranoia?
Well, the same thing applies to vocational education—only doubly so. Most people don’t even realize the need for more highly trained workers. The assumption remains that technical education is for less intelligent people. The first item cut from educational budgets is vocational education. People are required to be suitably trained for their work requirements, and yet the classes that are required for this are cut to the bone. In some instances, students are halfway through the course when funding is cut and then they are sent home. We create a damned obstacle course for people who want to work!
慈善事業：你在職業教育是否同你對公司一樣偏執？
先生。格羅夫：這兩件事的細節當然不同，但從偏執之方式上說它們非常相似。管理上的偏執涉及試圖去預測誰會有意或無意間讓你放慢腳步，或者誰都會讓你敗事。這種態度通常學校是不會教的，所以我會去寫那本書。。現在，談到職業教育，你記不記得總統在1983年的教育報告[處於危險中的國家]中 的話，它開頭這樣說：“如果一個不友善的外國勢力今天企圖讓美國的教育成績平庸的話，我們很可能會視其為戰爭行為。” 這是偏執心態嗎？
可以說，同樣的道理也適用於職業教育，甚至加倍適用。大多數人甚至不知道我們需求更多的訓練有素的工人。大家的假設仍然是：技術教育是適合較不聰明的人。削減教育預算先從削減職業教育著手。人們需要具備他們的工作要求的適當培訓，但此類的要求已經被刪減到見骨了。在某些情況下，學生在就學中途時資金被切斷而被送回家去。我們對想要工作的人設下一個該死的障礙！
MR. GROVE: The details are of course different, but in this way, they are very similar. Paranoia in management involves trying to anticipate who intentionally or unintentionally will slow you down, or who will derail you. Usually this attitude is not taught in school, which is why I wrote my book. Now, as for vocational education, do you recall the words of the presidential report on education [A Nation at Risk] from 1983? It started out by saying, “If an unfriendly foreign power had attempted to impose on America the mediocre educational performance that exists today, we might well have viewed it as an act of war.” Is this paranoia?
Well, the same thing applies to vocational education—only doubly so. Most people don’t even realize the need for more highly trained workers. The assumption remains that technical education is for less intelligent people. The first item cut from educational budgets is vocational education. People are required to be suitably trained for their work requirements, and yet the classes that are required for this are cut to the bone. In some instances, students are halfway through the course when funding is cut and then they are sent home. We create a damned obstacle course for people who want to work!
深夜讀這篇提倡：熱情地去幹政府做不到或比慈善單位更無效率的事業，譬如說，青年或成年人的技能訓練.....了不起Interview with Andrew Grove
The Angry Philanthropist
Interview from Spring 2011 issue of Philanthropy magazine
The Angry Philanthropist
Interview from Spring 2011 issue of Philanthropy magazine
這本的漢譯是我們今天討錄的主題之一。
梁永安先生的報告集中在他認為比較長知識的地方。
由於我以前讀過J. M.Juran的基金會的A History of Managing for Quality，談的世界各大文明/國家的主要"產品"的品質發展史，中國選的古代青銅器。我想這本書的一部分，更可以說是景德鎮的量產品之品質發展史或興亡史。
總而言之，中國的青花瓷之設計與技術已經熟爛，早已是世界各國的標準，成為普通品，反而是日本、歐洲諸國有真正的高級品或設計品。漢寶德先生在30多年前就慨歎：找不到好的碗筷國產品。
梁永安先生的報告集中在他認為比較長知識的地方。
由於我以前讀過J. M.Juran的基金會的A History of Managing for Quality，談的世界各大文明/國家的主要"產品"的品質發展史，中國選的古代青銅器。我想這本書的一部分，更可以說是景德鎮的量產品之品質發展史或興亡史。
總而言之，中國的青花瓷之設計與技術已經熟爛，早已是世界各國的標準，成為普通品，反而是日本、歐洲諸國有真正的高級品或設計品。漢寶德先生在30多年前就慨歎：找不到好的碗筷國產品。
With their countryside and towns in ruins, Koreans naturally suffered the most. The toll on them can hardly be calculated, though the Japanese did their best.
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