What was intel’s founding name

The company ended up selling the division to Timex in but Intel co-founder Gordon Moore reportedly still wears his Microma watch. At least four of Intel's six CEOs reportedly had affairs, albeit all before the company's non-fraternization policy — the rule that Krzanich reportedly broke — went into effect in Late CEO Andy Grove, who led the company in the s, Paul Otellini , the CEO who took the helm in , and Intel co-founder Robert Noyce all had office romances, some of which blossomed into marriages, according to multiple reports and biographies.

Otellini met his second wife, Sandra, at Intel where she worked as a lawyer, according to VentureBeat. Noyce married a woman who worked in human resources at Intel.

The company's non-fraternization policy went into effect in , during Otellini's reign. Co-founder Robert Noyce invented the silicon integrated circuit when he was general manager of Fairchild Semiconductor. Between and , Intel cut around 10, jobs, or about 10 percent of its total workforce. Big rounds of layoffs have taken place on an almost annual basis since then, with some cutbacks bigger than others. The company currently employs about , people around world.

With more than 6, employees, Intel is one of the largest employers in the Silicon Valley, but its first facility was founded before prime real estate become such a scarce commodity. The first piece of property it bought was a acre pear orchard on the corner of Coffin Road and Central Expressway in Santa Clara in Today, Intel has 15, employees across the state at three major sites — in Santa Clara, San Jose and Folsom — and at research and development sites in Irvine and San Diego.

The Santa Clara site is involved in engineering, design, research and development, and software engineering, as well as several corporate organizations, including sales and marketing, legal, supply chain, and human resources.

In addition, employees have given about , hours in time serving surrounding communities. One of Intel's most important developments in peripherals was the coprocessor, first introduced in Coprocessor chips were an extension of the CPU that could handle specific computer-intensive tasks more efficiently than the CPU itself.

Once again, innovation kept Intel ahead of its competition. Intel's rapid growth, from the 12 employees at its founding in to 15, in , demanded a careful approach to corporate culture. Noyce, Moore, and Grove, who remembered their frustration with Fairchild's bureaucratic bottlenecks, found that defining a workable management style was important. Informal weekly lunches with employees kept communication lines open while the company was small, but that system had become unwieldy.

Thus, the founders installed a carefully outlined program emphasizing openness, decision making on the lowest levels, discipline, and problem solving rather than paper shuffling. Moreover, the company's top executives eschewed such luxuries as limousines, expense account lunches, and private parking spaces to establish a sense of teamwork with their subordinates.

In an interview with the Harvard Business Review in , Noyce remarked on the company's hiring policy, stating, 'we expect people to work hard. We expect them to be here when they are committed to be here; we measure absolutely everything that we can in terms of performance. During the recession, Intel was forced to lay off 30 percent of its employees, and morale declined substantially as a result.

Thus, in , when economic struggles again surfaced, instead of laying off more employees, Intel accelerated new product development with the ' Percent Solution,' which asked exempt employees to work two extra hours per day, without pay, for six months. A brief surge in sales the following year did not last, and, again, instead of more layoffs, Intel imposed pay cuts of up to ten percent.

Such measures were not popular among all its workforce, but, by June , all cuts had been restored and retroactive raises had been made. IBM would eventually increase its stake to 20 percent before selling its Intel stock in During the early s, Intel began to slip in some of its markets.

While competitors claimed that Intel simply gave away its DRAM market, Moore told Business Week in that the company deliberately focused on microprocessors as the least cyclical field in which to operate. Customer service, an area Intel had been able to overlook for years as it dominated its markets, became more important as highly efficient Japanese and other increasingly innovative competitors challenged Intel's position. In addition, Intel's manufacturing record, strained in years past by undercapacity, needed fixing.

Fab 7, Intel's seventh wafer-fabrication plant, opened in only to face two years of troubled operations before reaching full capacity. Despite these retrenchments, the company continued to excel in the microprocessor market.

The was followed in by Intel's chip, popularized in by the Compaq DESKPRO , which, despite bugs when it first came out, became one of the most popular chips on the market. While the brought to the personal computer a speed and power that gave larger computers their first real challenge, the offered even greater speed and power together with the ability to run more than one program at a time. The featured bit architecture and , transistors--more than twice the number of the In Intel introduced the , a chip Business Week heralded as 'a veritable mainframe-on-a-chip.

In designing the i, Intel resisted an industry trend toward RISC reduced instruction-set computing , a chip design that eliminated rarely used instructions in order to gain speed.

Intel argued that what RISC chips gained in speed they lost in flexibility and that, moreover, RISC chips were not compatible with software already on the market, which Intel felt would secure the 's position. A new chip, the bit i announced in early , however, did make use of RISC technology to offer what Intel claimed would be a 'supercomputer on a chip.

Also in , a major lawsuit that Intel had filed against NEC Corporation five years before was decided. Intel had claimed that NEC violated its copyright on the microcode, or embedded software instructions, of Intel's and chips. At issue was whether microcode could be copyrighted.

The court ruled that it could but that NEC had not violated any copyright in the case at hand. The suit made public some issues surrounding Intel's reputation. Some rivals and consumers, for example, claimed that Intel used its size and power to repress competition through such tactics as filing 'meritless' lawsuits and tying microprocessor sales to other chips.

Other observers, however, praised Intel's protection of its intellectual property and, subsequently, its profits. The Federal Trade Commission conducted a two-year investigation of Intel's practices and did not recommend criminal charges against the company, but two rival companies--Advanced Micro Devices Inc. Intel ads aggressively sought to bolster consumer interest in and demand for computers that featured 'Intel Inside.

Also during this time, Intel began to branch out from chipmaking. In , the company's Intel Products Group introduced network, communications, and personal conferencing products for retail sale directly to PC users.

In , Noyce and Moore resigned from Fairchild. Noyce explained his hopes for the future in his letter of resignation:. I would rather try to find some small company which is trying to develop some product or technology which no one has yet done. To stay independent and small I might form a new company, after a vacation.

Though Noyce and Moore had a clear vision for their company, they struggled to find a name for it. They used N. Electronics on the initial paperwork, but that seemed a bit bland. Intel began operations on August 1 with about a dozen engineers working from a conference room in the old Union Carbide building on Middlefield Road in Mountain View, California. Union Carbide was in the process of moving out as Intel moved in, so the conference room was the only space available at first.