You need to plan the way a fire department plans: it cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.

There's a tendency at the senior and middle-manager level to be too big-picturish and too superficial. There is a phrase, "The devil is in the details." One can formulate brilliant global strategies whose executability is zero. It's only through familiarity with details - the capability of the individuals who have to execute, the marketplace, the timing - that a good strategy emerges. I like to work from details to big pictures.

Not all problems have a technological answer, but when they do, that is the more lasting solution.

Whatever success we have had in maintaining our culture has been instrumental in Intel's success in surviving strategic inflection points.

Growth is kinda built into everyone's genes. It's built into management's genes, the salesman's genes, the investors' desires. People expect companies to grow.

The sad news is, nobody owes you a career. Your career is literally your business. You own it as a sole proprietor. You have one employee: yourself. You need to accept ownership of your career, your skills and the timing of your moves.

Investment decisions and personal decisions don't wait for the picture to be clarified.