Intel as a MNC Multinational Corporation n n

Intel as a MNC (Multinational Corporation 跨國企業) n n n n Year founded: 1968 Number of employees: 83, 000 Revenues: $43 billion (2011) Products and services: over 450 Fortune 500 ranking: 56 Stock symbol: INTC Worldwide offices and facilities: 386

Planning at Intel INPUTS SLRP DELIVERABLES Mission Goals TIMELINE 3 – 5 Yr Where are we going? Megatasks PLBP Strategies 1 – 3 Yr Charter EB Targets PLAN 1 Yr Objectives i. MBO’s, MBPs, etc POR/ZBB Key Results Quarterly How will we get there?

Intel Mission Statement and 6 Values Delight our customers, employees, and shareholders by relentlessly delivering the platform and. technology advancements that become essential to the way we work and live. Intel Values: Customer Orientation Discipline Quality Risk Taking Great Place to Work Result Orientation

Deliverables Set clear expectations Use Values as guidelines Working at Intel Reward & Recognition! Using Tools and Techniques to Work Effectively Manage Your Own Performance Work with Teams and Diverse People Work within Intel Culture • Properly Manage Deliverables • Understand Team Development • Use Effective Meeting Strategies • Leverage Diversity - Use Respect & Trust • Use: Structured Problem Solving Constructive Confrontation Appropriate Decision Making Methods Ongoing 1: 1 s with manager Accomplishments

Deliverables Criteria pecific Accurate goals, easy to understand the required product easurable Based on success measures ttainable Applicable goals in terms of timetables, complexity and performance elevant Compatible with the organizational goals ime-bound Clear schedules for execution

Working in Teams : Embrace the Change Morale Team Effectiveness High Low Forming Storming Norming Performing

Management Emphasis 90 Individual Contributor Focus 80 70 60 % of Time Managing the Performer 100 50 Management Leadership Focus 40 30 20 10 First Mid Senior Manager Level

Manager’s Role n Set and communicate clear expectations Setting Expectations • • • n • • n Ensure regular 1: 1’s are held Ensure obstacles are identified and worked through by the employee (and you as needed) Obtain status reports and provide interim feedback Communicate and act on consequences for non-performance Collaborate and drive communication with your employee Aggressively support and reward high performance • n Timely) Hold employees accountable for meeting expectations • • n Job, task, assignment or project expectations. Performance to deliverables and key behaviors. Follow SMART goals (Specific, Measurable, Achievable, Realistic, Recognize and act on opportunities for expanded scope or responsibility Directly, honestly and consistently address low performance • When employees are missing goals, use performance problem solving

Holding Employees Accountable 讓員 體認到 他要為自己的績效負責任 n n n Manager & Employee Role Tracking Performance Feedback Encouragement Advice

Manager & Employee Role Holding Employees Accountable n Employee: • Restate expectation as short term goals (e. g. daily, weekly) • Track and report performance against short term goals • Alert the manager at the first sign of obstacles outside his/her control (每天有這麼多資訊與狀況要處理, 你要能夠分辨這是Noise還是Signal) n Manager: • Hold employees accountable to meet short term goals • Use facts to validate or refute excuses • When employees are missing goals, use performance problem solving: n n Step 1: 2: 3: 4: Review the facts; analyze the data Meet to validate or reassess the problem Co-develop action plan Follow-up on progress

Holding Employees Accountable Encouragement: n S =Specific (Don’t generalize) n n P =Pure (No criticism) n n Give immediately after performance when possible. F =Frequent (Frequent at first) n n Comment about the good aspects of performance. I =Immediate (after behavior) n n Add NO criticism or corrective suggestions. P =Positive (Don’t mix in advice) n n Make specific reference to the performance you wish to see continue. Give encouragement frequently at first; reduce frequency as time in the job increases. I =Irregular (Don’t be predictable) n Do not become predictable, but continue to encourage good performance.

Advice : Holding Employees Accountable n C = Current Performance n n n C = Change n n Offer advice just before the person has the opportunity to use it. L = Limit n n n Keep advice pure-don't try to soften it with compliments or discussing things done well. Do not mix encouragement and advice. J = Just Before n n State the specific change or result you want and why it’s important. Contrast desired and current performance. P = Pure n n Describe specifically the performance/behavior that needs to change. Describe your assessment of behavior in a straightforward manner. Provide the opportunity to agree, disagree, or comment. Limit the scope of your advice. Do not give too much advice at one time. Tailoring your advice to fit one issue increases the likelihood of acceptance. A = Ask for Feedback n This allows you to assess the employee's understanding and commitment.

Suporting & Rewarding High Performance Types of Reward: n Informal recognition • Goodie drawers • Dinner certificates • Notes of appreciation n Formal group awards • Intel achievement • Division recognition • Service recognition n Meritocracy • Cash • Stock n Promotion Good Example An employee or team sets very challenging goals to meet a customer request and successfully achieve these goals. You recognize the accomplishment in a Business Update Meeting and give each team member dinner for two. Faulty Example An employee gets extremely positive feedback from a key customer for the organization. You don't say anything but make a note of it in the employee’s file.

Raising the Bar Keep raising expectations so Intel remains competitive … Examples: Organizational Level Setting Expectations n n The design cycle for many Intel products has compressed over the last few years from a couple of years, to 9 -18 months (and now we are moving to "Internet time"). If we cannot design our products faster, we will not be competitive in these product families. Individual Level n n Our circuit designers used to design 20 circuits per week (on average), now we need 50 -60 circuits per week. The validation team was running and debugging 15 tests per week, now we need to run 40 -50 tests per week. Otherwise Intel has no chance of keeping up with design cycles and projects will be cancelled.

i. MBO 目標管理: Intel Management by Objectives n The purpose of IMBO process is as a planning tool. IMBOs are designed to: • Help focus and prioritize activities • Align objectives to customer needs and organizational mega tasks • Coordinate efforts across groups • Gauge (assess) progress towards fulfilling strategic goals • Provide feedback

Inputs / Feedback Managing for Excellence and i. MBO Process (4) Evaluate What Happened (end of period) Inputs Managing For Excellence Integrates planning process + ongoing communication to ensure success (3) Monitor Progress & Adjust as Necessary (during period) (1) Propose/Negotiate (before starting next period) (2) Publish & Ensure Understanding (beginning of period)

i. MBO Planning Timeline -1 Month Create Qtrly i. MBOs Month 1 Month 2 Quarterly i. MBOs Propose & Publish & Monitor negotiate new review & adjust new i. MBOs Create Annual Objectives Q 4 Q 1 i. MBOs Q 1 Month 3 Monitor & adjust Q 2 i. MBOs Q 2 Evaluate and grade Q 3 i. MBOs Q 3 Q 4 i. MBOs Q 4 Create Annual Objectives

What Corporate Expects n Developmental, learning or growth expectations should be included for individual i. MBOs • All employees should seek to role model Intel Values n Results Orientation, Quality, Risk Taking, Customer Orientation, Discipline, Great Place to Work • Managers should also role model the Management & Leadership Expectations n n n Demonstrate business & strategic acumen Build strong & vital organizations Set the pace and execute Manage internal & external stakeholders Lead with integrity These make excellent development objectives

An Objective is… A specific Goal or Commitment you want to meet, or, an Expectation you have

What are good objectives? n n n Good objectives focus on what’s really important Usually longer term (e. g. 1+ years) Good objectives are significant, observable and/or measurable Sales Example: Increase regional market share of revenues by 5% this year. Development Example: Establish systems to keep stakeholders continuously aligned to the strategy – so they are informed and surprises are eliminated. 21

Good verbs to use: Identify Construct Compare Deliver n n n Write Coordinate Recruit Train Release Implement Verbs to avoid: Know Understand Support Assist Improve Enable Participate Continue

A Key Result is… A perceived Measurable milestone necessary to accomplish an objective Note: Objectives often take more than 1 quarter to achieve; Key Results should reflect reasonable milestones along the way.

What are good key results? n n Best guess on what will ensure that objectives are met Attributes of a Good Key Results are: • Specific, Measurable, Achievable, Realistic, Timely n Can describe business deliverables or personal / developmental expectations Sales Example: Reduce aging inventory by 3% via improved ordering and processing by EOQ Development Example: Establish monthly stakeholder review meetings. Expected outcome: Stakeholder support or issues documented for strategy & implementation plan.

MBO Example - Draft OBJECTIVE: Sell the most communications products in our region this year QUARTERLY KEY RESULTS (Q 1) 1. 2. 3. 4. Decide on new quotas – Jan. Hire sales specialists – Jan. Train sales staff on new products – Feb. Train resellers on new products – Mar.

MBO: Revised Example OBJECTIVE Increase regional market segment share of communication chipset sales by 5% (currently 35%) by end of year QUARTERLY KEY RESULTS (Q 1) 1. Define annual quota and commissions plan necessary to hit sales objective and communicate individually with each sales person by Feb 1 st 2. Hire 3 engineering sales specialists by Feb 15 th 3. Train 80% of sales staff on new products by Feb 1 st 4. Train 20 top producing resellers on new models by March 15 th

MBO: Evaluating Progress n Grading Key Results • • • n 1. 0: Done or Will Be Done on time 0. 5: Will be 50% completed at end of period 0. 0: Will be less than 50% complete at end of period If all Key Results were completed but the Objective was missed, this points to improvement needed in specifying Key Results

Free Discussion If Wrong Clear Decision Full Support To fight off getting bogged down Decision Making Process • When does it have to be made? • Who will decide? • Who will need to be consulted prior to making decision? • Who will ratify or veto decision? • Who will need to be informed of decision? • What decision needs to be made?

7 -Step Method Step 1 Define the Problem Step 2 Document Current Situation Step 7 Determine Next Steps Step 6 Standardize Solutions Communicate! Step 5 Implement Solutions Step 3 Identify Causes Step 4 Develop Solutions

OSIR Method Objective 目標為何? Status 目前情況 Issues 問題所在 Recommendations 建議解決方案

Intel 特殊管理文化 n Result Orientation • Assume Responsibility　 • Constructive Confrontation n Disagree and Commit n Matrix Management

Result Orientation 結果導向 n Set challenging and competitive goals • • Top down vs. bottom up Quota Assignment: 80% confidence level n Focus on output: 實質重於形式, 品質重於數量 n Assume Responsibility 假定責任 n n Taking personal responsibility for problems that affect the business even if they fall outside of your normal job duties Own the problem until it can clearly be transferred to someone else who would naturally own it Using common sense in determining what to own Communicating your decisions to own problems to your managers/supervisor and determining priorities.

Result Orientation 結果導向 n Constructive Confrontation 公開的(建設性) 的對立 n n n 化暗為明，解決問題，化解衝突 Aim to achieve a balance between addressing problems and maintaining working relationships. Focuses energy on the problem not on blaming people. “ Constructive Confrontation does not mean being loud, unpleasant, or rude, and it is not design to affix blame. The essence of it is to attack a problem by speaking of it in a businesslike way. “ ~ from Andy Grove, Intel Chairman Execute flawlessly n 只有人禍，沒有天災。

Disagree and Commit n n n Intel is a data driven company and it’s important to need it to make a compelling case. Use data and sound logic for your disagreement. State your position in a professional manner and really listen to the rebuttals from the rest of the team. Next, drop the disagreement and get on with the work required. This can be the hardest part of the whole mess. You don’t have to agree with decision but you are still being paid to do the job.

Matrix Management n Dual Reporting structure: n n Solid Line to Functional Manager Dot Line to Geography Manager • Advantages n n Dynamic, effective, able to view problems in a different way. Geography Managers are directly responsible for completing the project within a specific deadline and budget. • Disadvantages n A conflict of loyalty between functional managers and geography managers over the allocation of resources.

Great Place to Work n n n n Be open and direct. Promote a challenging work environment that develops our diverse workforce. Work as a team with respect and trust for each other. Win and have fun. Recognize and reward accomplishments. Manage performance fairly and firmly. Be an asset to our communities worldwide. Teamwork, trust, and highly motivated employees who genuinely look forward to coming to work each day.

Thank You !