Acknowledgments
The ideas in this book are the result of a collective effort—
my collaboration with many, many Intel managers over
the years. I am very grateful to all of them, because I
learned everything I know about how to manage from
them. I am especially grateful to Gordon Moore, one of
the founders of Intel, who recognized the budding
manager under my engineer’s skin long before I had any
inkling myself.
Thanks are also due to a group of the company’s middle
managers who cheerfully accepted the role of guinea pig,
who suffered through my first attempts to articulate these
ideas, and who also generously provided me with
experiences from their daily lives as managers. I’ve used
their examples to illustrate certain points in the book.
These managers are acknowledged by name in the Notes.
I owe special thanks to Grant Ujifusa, my Random
House editor, who tirelessly hammered away at the rough
edges of my ideas and prose and translated the latter into
English—from the original engineeringese; to Pam
Johnson, who ran the various revisions through the word
processor; and most of all to Charlene King, my assistant,
who not only helped to pull the whole project together,
from capturing class discussions to gathering
illustrations, but also made sure that I did my work of
