Gordon Moore Intel Quotes

The greatness of Intel is not that it is smarter than other companies (though it may well be) or that it is too clever and competent to make a false move (we’ve just seen a stunning example of the very opposite) but that it has consistently done better than any company, perhaps ever, at recovering from its mistakes.

Ele chamou Gordon Moore e fundaram uma empresa que se tornou conhecida como Integrated Electronics Corporation, que eles inteligentemente abreviaram para Intel.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

Según la así llamada Ley de Moore —basada en un artículo de Gordon Moore, el cofundador de Intel, en 1965—, la capacidad de las computadoras se duplica aproximadamente cada dos años. Y lo mismo ocurre con casi todas las tecnologías actuales.

We have to thank Gordon and Betty Moore for bringing unity to the Hawaiians.

Noyce recalled that the group had some slight qualms about running their own business, but these doubts were easily overcome by “the realization, for the first time, that you had a chance at making more money than you ever dreamed of.” The dream, as it happened, came true. Even by high-tech standards, that $500 turned out to be a spectacular investment. In 1968 the founders sold their share of Fairchild Semiconductor back to the parent company; Noyce’s proceeds—the return on his initial $500 investment—came to $250,000. Noyce and his friend Gordon Moore had by then found another financial backer and started a new firm, Intel Corporation (the name is a play on both Intelligence and Integrated Electronics). Intel started out making chips for computer memories, a business that took off like a rocket. Intel’s shares were traded publicly for the first time in 1971—on the same day, coincidentally, that Playboy Enterprises went public.

Noyce recalled that the group had some slight qualms about running their own business, but these doubts were easily overcome by “the realization, for the first time, that you had a chance at making more money than you ever dreamed of.” The dream, as it happened, came true. Even by high-tech standards, that $500 turned out to be a spectacular investment. In 1968 the founders sold their share of Fairchild Semiconductor back to the parent company; Noyce’s proceeds—the return on his initial $500 investment—came to $250,000. Noyce and his friend Gordon Moore had by then found another financial backer and started a new firm, Intel Corporation (the name is a play on both Intelligence and Integrated Electronics). Intel started out making chips for computer memories, a business that took off like a rocket. Intel’s shares were traded publicly for the first time in 1971—on the same day, coincidentally, that Playboy Enterprises went public. On that first day, stock in the two firms was about equally priced; a year later, Intel’s shares were worth more than twice as much as Playboy’s. “Wall Street has spoken,” an investment analyst observed. “It’s memories over mammaries.” Today, Intel is a multibillion-dollar company, and anybody who held on to the founding group’s stake in the company is a billionaire several times over.

My journey through Magee’s Disease was difficult and brought an understanding about what is wrong with the USA. Any company that is hiring workers into known toxic jobs that require them to use company supplied medications and oxygen to treat their “Summit Brain” needs to be shut down by the USA government. Instead, we see the USA government facilitating their toxic corporate culture for the foreseeable future with their construction of the Thirty Meter Telescope (TMT) atop Mauna Kea in Hawaii. This is being done with the full support of USA government law enforcement, even though working on the very high altitude Mauna Kea makes some of them sick! To build it, they need to arrest the native Hawaiians that regard Mauna Kea as their sacred temple that is being desecrated by corporate science. The main finance to start the TMT project has come from Gordon Moore, the founder of the USA based semiconductor manufacturer Intel.

I have a great deal of respect for Gordon Moore of Intel. We are fellow electrical and electronic engineers and I use many of his Intel products. However, I do see a man that is probably aware he is funding a known biologically toxic astronomy facility atop the most sacred mountain in Hawaii. How ethical is that? Have you ever heard Gordon Moore talk about Electromagnetic Hypersensitivity (EHS)? Some of his products are known to aggravate the debilitating condition that many people have started to develop around the world. It is the disease of electricity, electronics and wireless radiation.

Accelerating Technological Advancement Two “laws” help explain the extraordinary changes wrought by the global adoption of the internet. The first is Moore’s Law, named for Gordon Moore, an Intel cofounder. In the 1960s, he observed that the number of transistors that could be squeezed into a single chip was increasing at a predictable rate—doubling about every eighteen months. Thanks to billions of dollars in R&D and engineering investment, that rate of improvement has held ever since. The second law is named after Bob Metcalfe, the inventor of Ethernet, one of the protocols foundational to the internet. Metcalfe posited that the value of a network is equal to the number of connections between users, not just the number of users. Bigger is better, and better, and better. These laws help us quantify something we can see in our online experience: both the power of our devices and the value of the network they’re attached to are millions of times greater than they were at the dawn of the internet era. Plotting this growth reveals an interesting twist, however. For the past thirty years, the value of the internet as described by Metcalfe’s Law has increased more than processing power has improved. But as internet penetration slows, so does the rate of increase in the value of the internet. Meanwhile, Moore’s Law chugs along, suggesting that we may be approaching an inflection point, when changes to our online experience are driven more by technological advancement than by the ever-growing number of online connections.

Did von Neumann understand the potential of the machines he helped to invent? Yes, he did. In reflective mood in 1955, he noted that the ‘over-all capacity’ of computers had ‘nearly doubled every year’ since 1945 and often implied in conversation that he expected that trend to continue. His observations prefigure ‘Moore’s law’, named after Intel’s cofounder Gordon Moore, who predicted in 1965 that the number of components on an integrated circuit would double every year.

Según la llamada ley de Moore —basada en un artículo de Gordon Moore, el cofundador de Intel, de 1965— la capacidad de las computadoras aumenta 100% cada 18 meses, lo que significa que el poder de las computadoras aumentará alrededor de 10 000% en 10 años.

I remember having to do a monthly progress report when I worked under Andy. I used the word ‘corroborate’ and he sent me a note, saying there’s no such word. ‘You mean “collaborate,” ’ he wrote. I responded with my own note and told him, ‘ “Corroborate” is a legitimate word.’ “He sent back one final note that said, ‘ “Bastard” is a legitimate word, too.

In 1971, Intel (co-founded by Gordon Moore, of Moore’s Law fame) shipped the first machine that compressed all the components of a computer processor onto a single chip, the 4004, and it outperformed machines of the kind that decades before had weighed tons.

Noyce himself, who teamed up in 1968 with another Fairchild cofounder, Gordon Moore of Moore’s law, to found a company they called Intel, short for “integrated electronics

Quantum computing is not only faster than conventional computing, but its workload obeys a different scaling law—rendering Moore’s Law little more than a quaint memory. Formulated by Intel founder Gordon Moore, Moore’s Law observes that the number of transistors in a device’s integrated circuit doubles approximately every two years. Some early supercomputers ran on around 13,000 transistors; the Xbox One in your living room contains 5 billion. But Intel in recent years has reported that the pace of advancement has slowed, creating tremendous demand for alternative ways to provide faster and faster processing to fuel the growth of AI. The short-term results are innovative accelerators like graphics-processing unit (GPU) farms, tensor-processing unit (TPU) chips, and field-programmable gate arrays (FPGAs) in the cloud. But the dream is a quantum computer. Today we have an urgent need to solve problems that would tie up classical computers for centuries, but that could be solved by a quantum computer in a few minutes or hours. For example, the speed and accuracy with which quantum computing could break today’s highest levels of encryption is mind-boggling. It would take a classical computer 1 billion years to break today’s RSA-2048 encryption, but a quantum computer could crack it in about a hundred seconds, or less than two minutes. Fortunately, quantum computing will also revolutionize classical computing encryption, leading to ever more secure computing. To get there we need three scientific and engineering breakthroughs. The math breakthrough we’re working on is a topological qubit. The superconducting breakthrough we need is a fabrication process to yield thousands of topological qubits that are both highly reliable and stable. The computer science breakthrough we need is new computational methods for programming the quantum computer.

Nothing has affected, and warped, modern thinking about the pace of invention and the extent of innovation than the rapid exponential advances of solid-state electronics, resulting first in the introduction of transistors (in the late 1940s), then integrated circuits (starting in the early 1960s) and microprocessors (a decade later), followed by similarly rapid increases in their mass-scale deployment in industrial production, transportation, services, homes, and communications. The growing conviction that we have left the age of gradual growth behind began with our ability to crowd ever more components onto a silicon wafer, a process whose regularity was captured by Gordon Moore with his formulation of the now eponymous law that initially ordained a doubling every eighteen months, later adjusted to about two years. As a result, in 2020 we had microchips with seven orders of magnitude (>10,000,000) more components than the first microprocessor, the Intel 4004, released in 1971, did.

Here, in the thick of the Baby Boom, the best Valley companies understood the importance of family.

In 1965, Gordon Moore, the founder of Intel, noticed the number of integrated circuits on a transistor had been doubling every twelve to twenty-four months. The trend had been going on for about a decade and, Moore predicted, would probably last for another.9 About this last part, he was off by a bit. All told, Moore’s law has held steady for nearly sixty years. This relentless progress in price and performance is the reason the smartphone in your pocket is a thousand times faster and million times cheaper than a supercomputer from the 1970s. It is exponential growth in action.

A miserable Noyce told a friend, “For a few goddamned points on Wall Street, we have to ruin people’s lives.

Fairchild Parent rewarded Fairchild Child’s success the way all East Coast companies of the era did: it kept a sizable chunk of the profits to fund other company operations, and it promoted the people at the top of the division to a fancier position and a better salary for a job well done. Back in New Jersey, it didn’t cross anyone’s mind that this was exactly the wrong response to an egalitarian company that shared both risk and reward among all of its employees, whose executives had moved to California precisely to get away from the Old World of business, and which needed to plow most of its profits back into product development to stay ahead of the competition in a fast-moving take-no-prisoners industry.

He was hired to be a manager, not a visionary. Unlike Intel’s prior CEOs—Bob Noyce, Gordon Moore, Andy Grove, and Craig Barrett—Otellini’s background was not in engineering or physics, but in economics.