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The 1103 memory chip opened up such a lucrative field cheap nike air max that other companies, including Fairchild, fought desperately just to occupy the number-two position, filling the orders Intel couldn't take care of. At the end of Intel's first year in business, which had been devoted almost exclusively to research, sales totaled less than three thousand dollars and the work force numbered forty-two. In 1972, thanks largely to the 1103 chip, sales were $23.4 million and the work force numbered 1,002. In the next year sales almost tripled, to $66 million, and the work force increased two and a half times, to 2,528. So Noyce had the chance to run a new company from start-upnike air max 2011 womensto full production precisely the way he thought Shockley should have run his in Palo Alto back in the late 1950s. From the beginning Noyce gave all the engineers and most of the office workers stock options. He had learned at Fairchild that in a business so dependent upon research, stock options were a more powerful incentive than profit sharing. People sharing profits naturally wanted to concentrate on products that were already profitable rather than plunge into avant-garde research that would not pay off in the short run even if it were successful. But people with nike air max 2012 mensstock options lived for research breakthroughs. The news would send a semiconductor company's stock up immediately, regardless of profits.
Noyce's idea was that every employee should feel that he could nike free run shoes go as far and as fast in this industry as his talent would take him. He didn't want any employee to look at the structure of Intel and see a complex set of hurdles. It went without saying that there would be no social hierarchy at Intel, no executive suites, no pinstripe set, no reserved parking places, or other symbols of the hierarchy. But Noyce wanted to go further. He had never liked the business of the office cubicles at Fairchild. As miserable as they were, the mere possession of one symbolized superior rank. At Intel executives would not be walled off in offices. Everybody would be nike free run 2 menin one big room. There would be nothing but low partitions to separate Noyce or anyone else from the lowliest stock boys trundling in the accordion printout paper. The whole place became like a shed. When they first moved into the building, Noyce worked at an old, scratched, secondhand metal desk. As the company expanded, Noyce kept the same desk, and new stenographers, just hired, were given desks that were not only newer but bigger and better than his. Everybody noticed the old beat-up desk, since there was nothing to keep anybody from looking at every inch of Noyce's office space. Noyce enjoyed this subversion of nike free 5.0 v3 women the eastern corporate protocol of small metal desks for underlings and large wooden desks for overlords.
At Intel, Noyce decided to nike air max cheap sale eliminate the notion of levels of management altogether. He and Moore ran the show: that much was clear. But below them there were only the strategic business segments, as they called them. They were comparable to the major departments in an orthodox corporation, but they had far more autonomy. Each was run like a separate corporation. Middle managers at Intel had more responsibility nike air max 1 mens shoesthan most vice-presidents back east. They were also much younger and got lower-back pain and migraines earlier. At Intel, if the marketing division had to make a major decision that would affect the engineering division, the problem was not routed up a hierarchy to a layer of executives who oversaw both departments. Instead, "councils," made up of people already working on the line in the divisions that were affected, would meet and work it out themselves. The councils moved horizontally, from problem to problem. They had no vested power. They were not governing bodies nike air max 2012 mens but coordinating councils.
Noyce was a great believer in meetings. The people in each cheap nike free run shoes department or work unit were encouraged to convene meetings whenever the spirit moved them. There were rooms set aside for meetings at Intel, and they were available on a first come, first served basis, just like the parking spaces. Often meetings were held at lunch time. That was not a policy; it was merely an example set by Noyce. There were no executive lunches at Intel. Back east, in New York, executives treated lunch as a daily feast of the nobility, a sumptuous celebration of their eminence, in the Lucullan expense-account restaurants of Manhattan. The restaurants in the East and West Fifties of Manhattan were like something from out of a dream. They recruited chefs from all over Europe and the Orient. Pasta primavera, saucisson, sorrel mousse, homard cardinal, terrine de legumes Montesquiou, paillard de pigeon, medallions of beef Chinese Gordon, veal Valdostana, Verbena roast turkey with Hayman sweet potatoes flown in from the eastern shore of Virginia, raspberry souffl¨¦, baked Alaska, zabaglione, pear torte, creme brulee; and nike free 5.0 v3 uk discount the wines! and the brandies! and the port! the Sambuca! the cigars! and the decor! walls with lacquered woodwork and winking mirrors and sconces with little pleated peach-colored shades, all of it designed by the very same decorators who walked duchesses to parties for Halston on Eaton Square! and captains and maitre d's who made a fuss over you in movie French in front of your clients and friends and fellow overlords! it was Mount Olympus in mid-Manhattan every day from twelve-thirty to three P.M. and you emerged into the pearl-gray light of the city with such ambrosia pumping through your veins that even the clotted streets with the garbage men backing up their grinder trucks and yelling, " 'Mon back, 'mon back, 'mon back, 'mon back," ' as if talking Urban Chippewa? even this became part of the bliss of one's cheap nike free 5.0 v4 shoes eminence in the corporate world! There were many chief executive officers who kept their headquarters in New York long after the last rational reason for doing so had vanished...because of the ineffable experience of being a CEO and having lunch five days a week in Manhattan!