Word: intel
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...chip power doubled roughly every 24 months, even as costs fell by half. The rule (amended to 18 months) became known as Moore's law. Though it frustrates consumers--it's the reason that $2,500 PC you bought will be obsolete in a year--the law has given Intel a road map, allowing the company to shift resources ahead of demand rather than jumping crazily after the fact...
...someone who has spent his life trying to get molecules to behave. Early on Moore saw something special in the young Hungarian and decided to nurture it. In 1970, as the two were strolling through the zoo in Washington, D.C., Moore told Grove, "One day you'll run Intel." For the next two decades Moore shaped and polished Grove's thinking about everything from plastic packaging to Japanese trade. "He was," says Grove, "a father figure." In 1979 Grove became president, and when Moore stepped down as CEO of Intel in 1987, Grove stepped up. (At 68, Moore still works...
...fear it inspires in competitors, Intel looks harmless enough. The firm's Santa Clara headquarters is an off-blue Dilbert maze, a land of cubicles, coffee cups and security badges. Bob Noyce, who died in 1990, smiles reassuringly from a 5-ft.-high black-and-white photo in the lobby. Inside, Grove and Moore work from 8-ft.-by-9-ft. cubicles accessible to anyone bold enough to wander by for a chat. There are no special privileges. If Grove rolls in late, he has to prowl Intel's jammed lot looking for a space just like any shavetail engineer...
...confuse casual with unchallenging. Grove sets the tone, and it is always demanding. The people (mostly men) who work for him have inherited (and enforce) an engineer's creed that brings a bloodless "just fix it" intensity to everything from human relations to fabrication. "When I was at Intel, one of the most important values was discipline," says venture capitalist John Doerr, who worked for the firm for six years in the 1970s. "Andy Grove had no tolerance for people who were late or meetings that ran on without a purpose. It wasn't that he was a hard...
...years Grove enforced that narrow margin with a quick, violent temper--the polar opposite of his mentor, Moore. New employees at Intel suspected it was a management trick: Andy getting mad to get results. What they discovered was that the anger was real. Grove had an internal code of excellence, and when someone didn't live up to it, he hammered him. In 1984 FORTUNE named him one of America's toughest bosses. Sometimes even he recognized that he had gone too far. "After I cooled down, I apologized," he wrote of one '80s encounter that had him bellowing...