Craig Barrett
Intel
3-year return: 318%
AGE: 59
CEO since: 1998
At least life at the top hasn't been dull for Barrett, the 25-year
Intel veteran who stepped into the CEO slot at the beginning of 1998.
Since then, the company has been blindsided by the sudden rise of
the market for sub-$1,000 PCs, had its dirty laundry aired at the
Microsoft antitrust trial, and settled a patent-infringement complaint
by the U.S. Justice Department even as the feds continue to probe
other Intel business practices. Worst of all, two Intel employees were
murdered under horrifying circumstances in Uganda in early March.
Throughout this trying time, Barrett has maintained his focus on Intel's
manufacturing operations.For good reason: As microchips find their way
into ever more non-PC devices, they will have to become even smaller
and more versatile. "You need a guy like Barrett to manage that
transition," says Cowen & Co. analyst Drew Peck.
克雷格?巴雷特是一名有二十五年因特網操作經驗的老手，他在1998年開始涉足
CEO行業，當時他已經有五十多歲了，但是他的這一做法是明智的。那時，美國因
特爾公司對降低電腦價位1000美元的突然舉措毫無防備，還參加了針對微軟公司
的反托拉斯主義運動，并且還卷入了美國司法部門的侵權案當中。更糟糕的是，有
兩名因特網公司的員工三月初在烏干達的恐怖事件中被人謀殺。在這個困難時期，
克雷格?巴雷特仍然始終密切關注公司的正常生產和經營活動。對此巴雷特有充分
的理由：因為微芯片在非電腦設備中找到了它的潛在市場，但是微芯片產品必須體
積更小并且具有更多的功能。“我們必要有一個像巴雷特那樣的人在這樣的時期進
行生產和經營上的管理。” Cowen & Co 公司的分析家朱?培克如是說。
Business Philosophy: Look ahead rather than back. Set high expectations,
and meet deadlines.
運營理念：一切向前看而不是往后看。制定較高的奮斗目標，然后如期實現。
Headache: Competitors such as Advanced Micro Devices, which was much
quicker than Intel to spot the growth potential of sub-$1,000 PCs.
最頭痛的事情：強有力的競爭對手，例如比因特網公司早一步發現公司潛在的
增長并且率先降低電腦價位1000美元的先進的微軟設備等。
True story: In 1986, when Japan ruled the semiconductor market, Barrett
learned everything he could about Japanese manufacturing practices. He
applied what he learned at Intel's chip-fabrication plants. Today, the
Japanese emulate Intel.
真實故事：1986年，當日本占領了半導體市場時，克雷格?巴雷特從日本公司
學到了有關的生產時間經驗，隨后他將這些經驗應用到芯片的制作和生產中。而
現在的事實是日本人正在仿效因特網公司的做法。.
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