Shulou(Shulou.com)11/24 Report--

CTOnews.com November 4 news, Intel CEO Pat Kissinger (Pat Gelsinger) in a recent interview, bluntly said that Intel made three major mistakes in the course of development: failed to enter the smartphone field, stopped working on graphics processors for artificial intelligence, and failed to expand its own production capacity.

Figure source: Intel failed to enter the smartphone field. Kissinger said one of Intel's biggest mistakes was its failure to persist in entering the smartphone market. Intel introduced Atom processors for mobile device designers in 2008, but failed to compete with ARM chips.

The first Intel-based smartphone appeared only in 2012, and in 2016, the company abandoned further development in that direction because of poor performance.

Another serious failure to stop work on graphics processors for artificial intelligence was the cancellation of the Larrabee project in 2010. The purpose of the project is to develop a general-purpose graphics processor for artificial intelligence applications.

CTOnews.com note: after Kissinger left Intel in 2009, plans for Larrabee for consumers and the high-performance computing market were cancelled. Although the Xeon Phi project has made progress in this regard, it is unable to have enough impact due to the lack of GPU.

Kissinger expressed dissatisfaction with Intel's acquisition of five artificial intelligence companies and argued that these deals would not be necessary if Larrabee was to rise successfully. He did not specify what type of deal was involved, but it could be assumed that it involved the 2016 acquisition of Nervana, whose products were discontinued four years later. In addition, the $500 million investment in DeepLabs in 2014 did not lead to the expected success.

Failure to expand one's own production capacity the third mistake Kissinger mentioned related to the company's manufacturing strategy. Intel has some of the most advanced technology in chip production and has long been dedicated to meeting its own needs. However, as Kissinger points out, this is an oversight, as opening up production facilities to third-party customers brings additional profits and strengthens the company's market position.

Kissinger is particularly concerned about Intel's manufacturing business and its new IDM 2.0 program, which aims to open up Intel's manufacturing capabilities to third-party customers. This strategic decision will enable the company to compete with leading companies such as TSMC and Samsung and increase investment in production, research and cutting-edge development.

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