Noyce Quotes

...people don't think in churches. [Noyce on what bothers him most about organized religion.]

I remember Bob saying, 'Some people who believe in God are good, and some people who believe in God are not good. So where does that leave you?' He had looked around and decided that religion is responsible for a lot of trouble in the world.' Noyce, always pushing against the limits of accepted knowledge, told Bowers that what bothered him most about organized religions was that 'people don't think in churches.

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.

A machine is like a desert. Either it fascinates or appalls you.

Grove’s mantra was “Success breeds complacency. Complacency breeds failure. Only the paranoid survive.” Noyce and Moore may not have been paranoid, but they were never complacent.

When one early employee wanted to see the company’s organization chart, Noyce made an X in the center of a page and then drew a bunch of other Xs around it, with lines leading to each. The employee was at the center, and the others were people he would be dealing with.

Since tech became a consumer phenomenon, thousands of nontech people have come up with great ideas that use technology. But if their startups outsource their engineering, they almost always fail. Why? It turns out that it’s easy to build an app or a website that meets the specification of some initial idea, but far more difficult to build something that will scale, evolve, handle edge cases gracefully, etc. A great engineer will only invest the time and effort to do all those things, to build a product that will grow with the company, if she has ownership in the company—literally as well as figuratively. Bob Noyce understood that, created the culture to support it, and changed the world.

When it came time to renegotiate the price, Hoff made a critical recommendation to Noyce, one that helped create a huge market for general-purpose chips and assured that Intel would remain a driver of the digital age. It was a deal point that Bill Gates and Microsoft would emulate with IBM a decade later. In return for giving Busicom a good price, Noyce insisted that Intel retain the rights to the new chip and be allowed to license it to other companies for purposes other than making a calculator.

There is an inspiring lesson in how Kilby and Noyce personally handled the question of who invented the microchip. They were both decent people; they came from tight-knit small communities in the Midwest and were well grounded. Unlike Shockley, they did not suffer from a toxic mix of ego and insecurity. Whenever the topic of credit for the invention came up, each was generous in praising the contributions of the other. It soon became accepted to give them joint credit and refer to them as coinventors.

But if adventure has a final and all embracing motive it is surely this: We go out because it is in our nature to go out, to climb mountains and to sail the seas, to fly to the planets and plunge into depths of the oceans. By doing these things we make touch with something outside or behind, which strangely seems to approve our doing them. We extend our horizon, we expand our being, we revel in the mastery of ourselves which gives an impression, mainly illusory, that we are masters of the World. In a word, we are men and when man ceases to do these things, he is no longer man.’ Wilfred Noyce

Vatican city is an independent state created by the Lateran treaty of 11th Feb 1929 which was signed by Pope Pius XI, the holy see and the Italian government.  It covers an area of 108 acres on the hill west of the Tiber river. It is separated from the rest of Rome by high walls on all sides except at the Piazza of St Peter. 

A year before Bramante’s death, in 1513, Pope Julius II commissioned Raphael to decorate the Vatican apartments and Michaelangelo to paint the Sistine chapel.    In 1527 Rome was sacked by the army of the holy Roman empire led by the Holy Roman Emperor Charles V and the work once again ground to a halt. Over the next twenty years very little was done and then in 1546 Pope Paul II persuaded an elderly Michaelangelo to complete the building. Michaelangelo reverted back to the original plan of Bramante’s to create a church of Greek style cross plan.

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.

Gaius Julius Caesar, fifty two years old, supreme Roman military commander, the most powerful man on earth was making reports in his journal.   The civil war that has been raging now for almost two years has brought me and my legion to the shores of Egypt. Pompey runs from me and yet I hope, somehow, when he is captured to make a reconciliation with him.

CALVARY, JUDAEA, APRIL 3RD 33AD   The man sat alone, lost in his thoughts. The world in front of him hazy and pink. The sun warm on his face. He sensed the weather would change soon, he could taste it in the air. The wind buffeted his cloak around his legs. He tasted the breeze on his lips but it told him nothing. Somewhere nearby some women were sobbing, earlier they had been wailing. There were four of them, four mourners. Even though they had been wailing as one he had picked out each individual voice. Now though, their sobbing affected him even more. He could feel their individual grief.

A toast!” he said, “To our master, to my friend, the greatest Roman who has ever lived, Gaius Julius Caesar!” 

The sarcophagus was huge. Nearly a ton in weight and almost as wide as it was long. He squeezed around it patting it with pride. When they had first discovered it a week ago he had been ecstatic at the discovery. This was archaeology’s greatest ever find. The resting place of Alexander the Great. The most important single find in the history of his profession.

The King rose up and spoke one word. He gave a last gasp and collapsed back onto the bed and lay still. His last breath escaped his lips slowly.   Craterus reached forward and closed the eyes. Ptolemy took the ring.   “What did he say to you? Who did he say would rule? To whom does it go?” Ptolemy stood up tall and straight. They all stared at him.   “He said one word. Kratisto! To the strongest!” 

THERE MUST BE A BEGINNING OF ANY GREAT MATTER, BUT THE CONTINUING UNTO THE END UNTIL IT BE THOROUGHLY FINISHED YIELDS THE TRUE GLORY.                                              - SIR FRANCIS DRAKE -

This should fetch a good price. Hey! Longinus! I won his robe,” Atronius cocked his thumb at the man on the cross.   Longinus, sitting away from the others, didn’t play dice. There wouldn’t be much point. Though he could trust his friends not to cheat he wouldn’t be able to see the dice.

BABYLON, PERSIA, JUNE 323BC     The man’s head moved back and forth as he lay in the bed. His lips moved, trying to form words, though no sound came out. He opened his bloodshot eyes at the feel of someone’s touch on his sweating forehead. A cool cloth gently dabbed at his face.   “Is that better my King?” a voice enquired. Alexander ‘the great’ of Macedon opened his red eyes again and struggled to focus with blurred vision on the face peering down at him.

The Greeks rebult Athens, building the incredible Acropolis and the blackened columns of the original Parthenon were set into the walls. The Greeks would never forgive or forget the Persian attack and the Greek tribes vowed revenge on Xerxes empire. It would be a twenty year old Alexander who took revenge.

Atronius lifted up and held the robe.   “There we are. The robe of a King.”   “Father forgive them for they know not what they do.

Life and all you been told since you were brought into this world is the true lie. The religious system is a lie, the education system a joke and economics and government are a way to police every human into not just believing in what the rulers of this world want/ but what demand. Want a true wake up call---Look up Astrotheology and do your research about the world... There is a reason why your church tells you to blindly believe in what they pump into your mind. As a human race we have policed ourselves because we simply don't know any better... we are to arrogant and dumb to know any better. Start using your brain and ask the questions nobody else does. Why do we all have to place a square on our head at graduation- Because that's what the rulers of the world made us, a bunch of squares with no freedom of thought... if every basic religion around the world was looking to the sun and stars as a religion, why would we try to change it? The enemy of man doesn't want you to see the truth. Open your eyes to what is real. We are our own slaves, because we were all taught to believe that it was right. Put a value system on humanity, and we loose sight of what Nature intended us to be. Look around-If animals can exist without wars or killing their own kind- why cant we. The rulers of this world don't want you to know the truth... Look up the Illuminati and study..find out who your true enemy is. And believe in your heart not what anyone else tells you is right. Your not a culture, but a individual and life is simply what you interpret to be.

The pyramid is just an old eye watching a world trapped in its own illusion. Take off the square they placed on your head, and let your soul look beyond their lies.

IT HAS SERVED US WELL, THIS MYTH OF CHRIST                                                                                        -  POPE LEO X  - 

The mosaics on the ceiling were originally done in the fifth century during the reign of the Roman emperor Valentinian II. They were re-done in the fifteenth century. In the second room of the chapel there is a fourth century statue with the inscription to St Helena on it. The room opposite this one is the Gregorian chapel which was built between 1495 and 1520. It is an exact copy, a mirror image of the St Helena chapel.

fragment of the good thiefs cross, the largest in the world. Now to the glass case.”    The shelves were filled with a variety of gold and silver ornaments, intricately decorated with adorning crosses.   “On the top shelf is the bone of an index finger said to belong to St Thomas.

reliquary with the cross on top of it contains very small pieces of Christ’s crib and pieces of his sepulchre, his tomb and also pieces of the scourging pillar where he was whipped by the Romans.

The Pope reigns over one billion catholics throughout the world and is assisted by the college of Cardinals and synods of bishops, synods being church councils.   The building you are looking at now, St Peter’s church, is the largest church in the world.

accused and arrested so they asked him if it was lawful to heal on the Sabbath. Jesus replied ’If any of you has a sheep and it falls into a pit on the Sabbath will you not take hold of it and lift it out. Is a man not more valuable than a sheep. Therefore it is perfectly lawful to do good on the Sabbath. Jesus then turned to the man and said ’stretch out your hand’ The man stretched it out and it was healed.

a temple built hundreds of years earlier by the Roman emperor Hadrian to be pulled down. This temple was built over the site of Christ’s tomb in Calvary. When her men excavated the ground under the temple they found the remains of the three crosses said to be those of Christ and the two thieves Dismas and Gestas who were crucified either side of him. Dismas went on to become a saint.

From the outside the church doesn’t appear to be old. The bell tower was added in the twelfth century when the church was renovated by pope Lucius II. He also added a nave, a porch and gave the church two aisles. Santa Croce was again renovated in the sixteenth century and its appearance today comes from the Cardinal priest Prospero Lorenzo Lambertini who was the head of the church before becoming pope Benedict XIV.

Helena had this holy place built for pilgrims who were unable to travel to Jerusalem. It is important to remember that the church did not take the name ’Holy cross’ until the middle ages.

Saint Helena,” Dennis said, “also known as the empress Helena was the mother of the Roman emperor Constantine the great. Birthdate not known but thought to be either 246 or 250AD. Died 330AD. Famous for finding the relics from Christ’s crucifixion. She found the nails and rope used to fix him to his cross. She also found the cross on which he was crucified. She found a total of three crosses and had a woman from Jerusalem, who was near death, touch each one. When the woman touched the third cross she was cured.

church was built surrounding part of the imperial palace of St Helena which she converted to a place of worship around the year 320AD. She was the mother of the Roman emperor Constantine who became the great. In 325AD the church was converted to a basilica and the floor was covered with soil from Jeruslaem. This is why the church has the name Holy cross in Jerusalem even though we are standing in Rome.

The style of building over the altar is eighteenth century baroque. The eight granite coloumns supporting the roof are the original ones from the fourth century. The flooring and frescoes are twelfth century. Underneath the altar is an urn which contains the relics of the saints Anastasius and Caesarius.

This is the chapel to St Helena. This and the two rooms off to the side are part of the original palace owned and used by Saint Helena herself. We are two metres below the current building. This Roman statue is of Saint Helena holding the true cross of Christ. This glass covering on the floor is protecting the soil brought from Jerusalem.

When the French revolutionary army in 1796 approached Nuremburg the city moved the collection to Vienna, Austria. Many Kings, Popes and Emperors added to it until we end up with what we see today.   The Holy Roman empire was disbanded in 1806 and the treasures remained in the custody of the Hapsburgs.

Next the spear passed to the Roman Emperor Constantine who carried the spear into battle against the rival Emperor Maxentius on the Milvian bridge over the Tiber in Rome. Losing the battle Maxentius fled with his army and the bridge collapsed and Maxentius drowned. His body was recovered and decapitated Constantine became the sole ruler of the West. Founding the city of Constantinople on the older city of Byzantium Constantine kept the ‘holy lance’ or as it is now known the ‘spear of destiny’ there.

Helena left Jerusalem for Rome in 327AD. She took the ‘true’ pieces of the cross with the nails, rope and the tunic of Christ with her. They are currently on display in the basilica of the holy cross in Jerusalem where they have been since she placed them there.

Then on April 30th 1945, Hitler and Eva Braun commited suicide as an American Lieutenant Walter William Horn took possession of it. He gave it to American General George S Patton. The rest of the story you all know from the vignette. It was returned by the Americans and today resides back at the Hofburg museum in Vienna, Austria.

During the reign of the Emperor Otto III in Constantinople, sometime around the year 1000AD a Roman nail was added to the spear. In 1084Ad holy Roman Emperor Henry IV added a silver band. In 1350 Charles IV added a gold band over the silver one. In 1424 Sigismund had relics including the lance moved to Nuremburg.

In 1912 Adolf Hitler saw the spear in the museum in Vienna and from that moment he became obsessed with it. Some say that the only reason he invaded Austria in 1938 was to capture the spear. Hitler kept it in St Catherine’s church in Nuremburg for six years believing the ancient legend that whoever owned the spear could not be defeated and held mystical, magical powers. He truly believed that his Nazi forces were now invincible.

room was brightly lit, the floor and walls white marble. At the far end were four black marble, square coloumns supporting a large roof, atop of which was a simple gold cross. Behind this, at the far end of the room was a glass case surrounded by brown marble.   “It’s beautiful,” Natalie said.   “This is the chapel of the holy relics,

Raul did was to allow the Cuban people to be able to purchase electronic goods, use tourist hotels and beaches and rent cars. He also lifted certain restrictions for farmers. Things are still hard for most Cubans though. Did you know most taxi driver’s earn more than doctors. I earn considerably more than a doctor. Cuban people still have rations and ration books that allow them to purchase items at national prices.

For instance a Cuban adult is allowed one half of a kilo of chicken per calendar month, 3kg’s of rice and 3kg’s of sugar. They can also buy coffee, salt and beans. Eggs are limited to two, per person, per month.”   Dennis thought about the three boiled eggs he had at the hotel each morning for breakfast.

I am fortunate. For instance my house and shop cost me a little over three hundred dollars….”   “Three hundred dollars?” Dennis asked shocked.   “Yes. In Cuba if you can afford to buy a house you buy it from the government. When you want to sell your house you sell it back to the government and they give you what you paid for it.”   “Oh I see and of course the extra you’ve made in profit.”   “No senor. You are not allowed to make money from the government. You only get back what you paid. Is this not the same in your country?”   “No definitely not. Many people have become very rich from property trading.”   “It is not so here. When I or my wife sell our house we will only get back what I paid. Did you know that Fidel Castro in 1960 forced all private property and foreign businesses to be nationalised, all banks, sugar and oil refineries.

You said taxi drivers earn more than doctors,” Natalie said.   “Yes this is correct. Tourism in Cuba is a priority now with over eight million visitors per year, mainly from the United Kingdom, Canada and Spain. As I was saying because the taxi drivers are directly linked with tourism they receive, very often, generous tips from tourists. Most Cuban people in the tourist industry are paid in CUC’s and as you know CUC’s are on par in value with the U.S dollar. Most consumer goods in Cuba are sold in CUC’s. So as you can imagine ordinary Cubans will do anything they can to get their hands on them.

So what sort of money do doctors and taxi drivers make,” Natalie asked.   “For one month?”   “Monthly. Yearly. However they’re paid.”   “For a doctor around two hundred dollars per month.”   “Is that all?” Natalie said, surprised at the answer.   “This is not much. No.”   “No.”   “I make more than this,” Larry continued, “But remember education and healthcare are free. Here’s an example of how much things cost here in Cuba.

Over one thousand people live within these walls. The Vatican issues its own coins, postage stamps and has its own postal service. The head of state is his holiness Pope Benedict XVI. He is the 265th Pope of the Roman catholic church. He has full legislative and judicial powers with freedom under the Lateran treaty to organize his armed forces. He is also free to move or live through Italy as he should so desire.

The best of Michaelangelo’s work on st Peter’s church would have been the dome itself but it was never completed during his lifetime and his plans were modified after his death by the architect Giacomo Della Porta. Later when we go inside I will tell you more about the church itself. Now in front of the church is the most beautiful, I think, architecture in the world, St Peter’s square. The Piazza Di San Pietro designed by Gianlorenzo Bernini. It was started in 1656 and completed in 1667. Now it’s called St Peter’s square but this is in fact wrong. It’s shape is not square but elliptical.

The obelisk was brought to Rome from Heliopolis in Egypt in 35AD by the Roman emperor Caligula. It was originally used in the circus and was moved to here in 1586 by Pope Sixtus V. The star at the top of the obelisk is the Chigi star named after Fabio Chigi who became Pope Alexander VII and under whose reign the Piazza was built. During the moving of the obelisk there was almost disaster when the ropes holding it began to break. A warning shout from a Genoese sailor saved the obelisk from falling and the palms used every palm Sunday thereafter came from his home town of Bordighera. They still do to this day.

Vatican palace has been the official residence of the Popes since 1377. The original building was built in AD 319 by the Roman emperor Constantine who built a basilica over the tomb of St Peter himself, the first bishop of Rome. In the fifteenth century the building looked as if it would collapse and in 1452 the reconstruction was begun. The whole project soon ran out of money though and it was abandoned for over 50 years until 1506 when Pope Julius II gave instructions for the entire area of buildings to be demolished and the new St Peter’s to be built.

Pope Julius II commissioned an architect by the name of Donato Bramante to do the work. Though it wouldn’t be until 1626, another 120 years before the work would be completed. Bramante died in 1514 and four other architects would work on the buildings. Namely Baldassare Peruzzi, Antonio Sangallo, Raphael and of course the most famous of them all, Michaelangelo.

two thorns from the crown that was placed on Christ’s head. On the next shelf down you can see, once again the reliquary with the cross on top, this contains the three pieces of the true cross once found by St Helena. On the bottom shelf is a nail used in the crucifixion.

the bottom shelf you can see what is known as the Titulus Crucis or title of the cross. This was discovered here in the church in 1492. The same year as Colombus. This is a piece of wood written in Hebrew, Greek and Latin. Legend has it that this piece was personally written by Pontius Pilate the Roman governor of Judaea at the time of Christ’s crucifixion. For many years it has been thought to be a forgery from the medieval period. However new evidence suggests that the inscriptions were written from right to left and not left to right as would be the case with a medieval translator. In the 19th century this relic was further proved by the discovery of a travel journal belonging to the Spanish pilgrim Egeria, a lady who had visited the holy land in the 4th century and recorded that she’d seen this relic in Jerusalem.

286AD and is carried by a black Roman commander called Maurice during the reign of the emperor Maximian. Maurice’s entire legion, known as the Theban because they were conscripts from Egypt, of six thousand six hundred men were all Christians. This was extremely rare in ancient Roman history. The army was strongly pagan and remained so until the Emperor Constantine.

Anyway the Theban legion led by Maurice, Candidus and Exupernis based in the east was ordered to Gaul, that’s France today, to assist with rebels in Burgundy. In Burgundy the legion was joined by the Emperor and once the rebel uprising was quelled the emperor ordered the killing of all civilians. Horrified at these instructions the christian legionaries refused. The Emperor was furious and ordered the legion to be decimated, that being every tenth man to be put to the sword, six hundred, as an example.

The rest of the legion were not moved by this and soon the Rhone flowed with the blood of the entire legion. This whole event occurred in Aguanum, Switzerland. St Moritz in Switzerland is named after Maurice.

On that June 1957 morning, the eight men didn’t have an official contract, so instead they all signed a crisp dollar bill. One by one, these technology pioneers—Robert Noyce, Julius Blank, Victor Grinich, Jean Hoerni, Eugene Kleiner, Jay Last, Gordon Moore, and Sheldon Roberts—added a signature to their own declaration of independence, framing what would be a history-making choice: they would pursue their visionary ideas inside the structure of a new, innovative company.

If ethics are poor at the top, that behavior is copied down through the organization.                           Robert Noyce

The endowment would make a second serendipitous investment when Robert Noyce, a Grinnell trustee and alumnus, offered Grinnell stock in his then-private start-up, NM Electronics.22 Noyce had almost been expelled from Grinnell for stealing a pig and roasting it at a campus luau.23 He would have been expelled but for the intervention of his physics professor who felt that Noyce was the best student he’d ever taught. 24 The professor managed to persuade the school to reduce the expulsion to a one-semester suspension.25 Noyce never forgot the favor, and made the stock available to the school if it wanted it.26 Rosenfield told Noyce that the endowment would take all the stock he’d let it have.27 Grinnell’s endowment took 10 percent of the $3 million private placement (Grinnell put up $100,000, and Rosenfield and another trustee put up $100,000 each).28 Shortly thereafter the company, then renamed Intel, went public in 1971. Grinnell started selling the stake in 1974, at which time it was worth $14 million, more than half the value of the $27 million endowment. Noyce was concerned that Grinnell should have so much exposure to a single name associated with him, and cajoled Rosenfield to sell. He recalls, “Bob [Noyce] was trembling about it. He’d say, ‘I don’t want the college to lose any money on account of me.’ But I’d say, “We’ll worry about that, Bob. We’ll take the risk.”29 Noyce eventually wore Rosenfield down, however, and Grinnell fully exited the stake by 1980. On its sale, the Intel investment had generated a profit of 4,583 percent. Rosenfield told Zweig, “I wish we’d kept it. That was the biggest mistake we ever made. Selling must have cost us $50 million, maybe more.”30 Zweig didn’t have the heart to tell the then 96-year-old Rosenfield that the shares he sold would have been worth several billion dollars in 2000. Perhaps this is why Rosenfield “considers selling to be indistinguishable from error.

In any case, it was a satisfying development, not least because it provided a whole new world of human endeavor to learn about. “Getting into management was just enormously exciting,” Noyce recalled a few years later. “Because, first of all, I didn’t know a damn thing about it, so that your learning rate goes up very, very rapidly. But secondly, management does become the focal point for all the information in the organization. Well, the guy who has the information has the power. . . . It’s a very satisfying thing, particularly coming from a place where you’re looking at a narrow field so you don’t see the forest for the trees. And suddenly you’re sitting in a balloon looking down from branch to branch and . . . for the first time you can see the whole.

Double diffusion made possible, for the first time, the mass production of precise, high-performance transistors. The technique promised to be highly profitable for any organization that could master its technical intricacies. Shockley therefore quit Bell Labs and, with financial backing from Arnold Beckman, president of a prestigious maker of scientific instruments, started a company to produce double-diffusion transistors. The inventor recruited the best young minds he could find, including Noyce; Gordon Moore, a physical chemist from Johns Hopkins; and Jean Hoerni, a Swiss-born physicist whose strength was in theory. Already thinking about human intelligence, Shockley made each of his recruits take a battery of psychological tests. The results described Noyce as an introvert, a conclusion so ludicrous that it should have told Shockley something about the value of such tests. Early in 1956, Shockley Semiconductor Laboratories opened for business in the sunny valley south of Palo Alto. It was the first electronics firm in what was to become Silicon Valley.

In Robert Noyce’s office there hung a black-and-white photo that showed a jovial crew of young scientists offering a champagne toast to the smiling William Shockley. The picture was taken on November 1, 1956, a few hours after the news of Shockley’s Nobel Prize had reached Palo Alto. By the time that happy picture was taken, however, Shockley Semiconductor Laboratories was a chaotic and thoroughly unhappy place. For all his technical expertise, Shockley had proven to be an inexpert manager. He was continually shifting his researchers from one job to another; he couldn’t seem to make up his mind what, if anything, the company was trying to produce. “There was a group that worked for Shockley that was pretty unhappy,” Noyce recalled many years later. “And that group went to Beckman and said, hey, this isn’t working. . . . About that time, Shockley got his Nobel Prize. And Beckman was sort of between the devil and the deep blue sea. He couldn’t fire Shockley, who had just gotten this great international honor, but he had to change the management or else everyone else would leave.” In the end, Beckman stuck with Shockley—and paid a huge price. Confused and frustrated, eight of the young scientists, including Noyce, Moore, and Hoerni, decided to look for another place to work. That first group—Shockley called them “the traitorous eight”—turned out to be pioneers, for they established a pattern that has been followed time and again in Silicon Valley ever since. They decided to offer themselves as a team to whichever employer made the best offer. Word of this unusual proposal reached an investment banker in New York, who offered a counterproposal: Instead of working for somebody else, the eight scientists should start their own firm. The banker knew of an investor who would provide the backing—the Fairchild Camera and Instrument Corporation, which had been looking hard for an entrée to the transistor business. A deal was struck. Each of the eight young scientists put up $500 in earnest money, the corporate angel put up all the rest, and early in 1957 the Fairchild Semiconductor Corporation opened for business, a mile or so down the road from Shockley’s operation.

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.

The eight traitors — a metallurgist, Sheldon Roberts; three physicists, Jean Hoerni, Jay Last and Robert Noyce; an electrical engineer, Victor Grinich; an industrial engineer, Eugene Kleiner; a mechanical engineer, Julius Blank and Gordon Moore, a physical chemist — formed Fairchild Semiconductor. Fairchild became enormously successful. Shockley Labs closed in 1968.

Government sales constituted 100 percent of the market for integrated circuits until 1964, and the federal government remained the largest buyer of chips for several years after that. The military had started funding research on new types of electric circuits in the early 1950s, when the tyranny of numbers first emerged. The problems inherent in complex circuits containing large numbers of individual components were particularly severe in defense applications. Such circuits tended to be big and heavy, but the services needed equipment that was light and portable. “The general rule of thumb in a missile was that one extra pound of payload cost $100,000 worth of extra fuel,” Noyce recalled. “The shipping cost of sending up a 50-pound computer was too high even for the Pentagon.” Further, space-age weapons had to be absolutely reliable—a goal that was inordinately difficult to achieve in a circuit with several thousand components and several thousand hand-soldered connections. When the Air Force ordered electronic equipment for the Minuteman I, the first modern intercontinental ballistic missile, specifications called for every single component—not just every radio but every transistor and every resistor in every radio—to have its own individual progress chart on which production, installation, checking, and rechecking could be recorded. Testing, retesting, and re-retesting more than doubled the cost of each electronic part.

The award of an integrated circuit patent to Noyce evoked consternation, but not outright panic, at Texas Instruments. Kilby and his lawyers, after all, were veterans of the patent game; they knew that some applications move through the Patent Office faster than others, and that it is not particularly unusual for the second version of an invention to be the first patented. This happens so often, in fact, that the government has a special procedure—called an interference proceeding—and a special board—the Board of Patent Interferences—to consider the claims of inventors who find themselves in Kilby’s position. The basic rule governing an interference is that priority prevails—that is, whichever inventor can prove to have had the idea first gets the patent.

It was important for Bob Noyce to be liked, which paralyzed his ability to fire people or reposition them downward, even when the company and those who worked for it were at risk.

Jack Kilby at Texas Instruments and Robert Noyce at Fairchild had different, better ideas. Both men, nearly simultaneously, came up with the idea of constructing all of the components in a circuit out of silicon, so that a complete circuit could exist within one piece—one chip—of semiconductor material. By eliminating the tyranny of interconnections, the method seemed to suggest substantial advantages in manufacturing and operational speed. Their innovation could, in short, be better and cheaper. Kilby had the idea in the summer of 1958, probably a few months earlier than Noyce. But Noyce’s design was arguably more elegant and more useful.

At the very least, it proved that even the great technical minds at Bell Labs, Jack Morton especially, could misjudge the future. “We had all the elements to make an integrated circuit,” Tanenbaum adds. “And all the processes—diffusion, photolithography—were developed at Bell Labs. But nobody had the foresight except Noyce and Kilby.

Bob Noyce, the leader of the “traitorous eight,” who had a charismatic, visionary enthusiasm for microelectronics and an intuitive sense of which technical advances were needed to make transistors tiny, cheap, and

Selling R&D to the government was like taking your venture capital and putting it into a savings account,” Noyce declared. “Venturing is venturing; you want to take the risk.

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.

1959, Fairchild cofounder Robert Noyce did devise a way to mass-produce integrated circuits by etching thousands of transistors simultaneously onto the surface of a single silicon wafer.

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

The six other members of the Traitorous Eight bought shares, and Robert Noyce saw to it that his small alma mater, Grinnell College, was invited to participate.

In a famous essay in Esquire, the master storyteller Tom Wolfe presents Robert Noyce, the charismatic leader of Fairchild’s eight traitors, as the father of Silicon Valley.[51] Noyce came from a family of Congregational ministers in Grinnell, Iowa, the very middle of the Midwest, where the land was as flat as the social structure. When Noyce moved out to California, he brought Grinnell with him, “as though sewn into the lining of his coat.

The prevailing narrative about Silicon Valley’s culture lionizes company founders, and Tom Wolfe’s exquisite storytelling has played up Noyce’s roots in small-town Iowa as the genesis of the egalitarian, stock-for-everyone business culture of the West Coast.[66] But, as we have seen, it was Arthur Rock who provided the impetus for Fairchild’s creation and who opened the founders’ eyes to the possibility of owning the fruits of their research. It was Rock who demonstrated the potential of the limited partnership that developed the Valley’s equity culture, and Rock who helped to catalyze the failure of the corporate venture model at Fairchild by prying away Jean Hoerni and Jay Last. When it came to the creation of Intel’s employee stock plan, moreover, it was probably Rock who proposed access for everyone, and it was certainly Rock who devised the plan’s details.[67] In a letter laying out his thinking in August 1968, Rock described a way of balancing the interests of investors and workers: Intel should avoid equity grants to short-term employees but extend them to everyone who made a long-term commitment. “There are too many millionaires who did nothing for their company except leave after a short period,” he observed wisely.[68] Without Rock’s judicious counsel, Intel’s employee stock program would not have set the standard in the Valley, because it would not have been sustainable.

Noyce was indeed the son and grandson of Congregational ministers, as Tom Wolfe correctly emphasized. But Rock hated hierarchies with at least as much passion. He was the bullied, Jewish, physically insecure boy in a small town. He was the youth who despised the ranked rigidity of the army. He was the man who liberated himself from the corporate establishment of the East Coast at the first opportunity. In his laconic, just-the-facts, plainspoken lucidity, Rock was as hostile to posturing and pretension as Noyce was. If Tom Wolfe had written an epic profile of Rock rather than Noyce, the origins of Silicon Valley’s egalitarian culture might be ascribed not to the entrepreneur but to the financier.

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

Our former policy goals of a strong economy built on heavy industry and cheap energy are no longer appropriate for an age marked by national economic sluggishness, fierce international competition and emerging third world nations reclaiming their resources. … We must look to a new ‘post-industrial’ economy built around relatively resource-efficient information technologies and innovation.”28

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

TINY CRAB CAKES 1 egg 1½ cups fresh breadcrumbs (see Note) ¼ cup finely chopped scallions (2–3 scallions) 1 tablespoon mayonnaise 1 teaspoon lemon juice (juice of about ⅙ medium lemon) ½ teaspoon Worcestershire sauce ¼ teaspoon seafood seasoning mix, such as Old Bay 8 ounces fresh lump-style crabmeat, picked over 2–3 tablespoons vegetable oil Scallion brushes for garnish (optional; see page 19) MAKES ABOUT 24 MINI CAKES (4–6 SERVINGS) 1. To make the Curry-Orange Mayo, whisk together the mayonnaise, curry powder, orange zest, orange juice, and Tabasco in a small bowl. Refrigerate for at least 2 hours or up to 3 days. When ready to serve, transfer to a pretty bowl and sprinkle with the scallions. 2. To make the crab cakes, lightly beat the egg in a large bowl. Add ¾ cup of the breadcrumbs, the scallions, mayonnaise, lemon juice, Worcestershire sauce, and seasoning mix. Stir well to blend. Add the crabmeat and mix gently, being careful not to shred the crabmeat entirely. 3. Spread the remaining ¾ cup of breadcrumbs onto a plate. Form the crab mixture into 24 cakes, using a scant tablespoon for each one, and dredge lightly in the crumbs. Arrange on a wax paper-lined baking sheet. 4. Heat 2 tablespoons of the oil in one or two large skillets over medium heat. Cook the cakes until golden brown and crisp on one side, about 2 to 2½ minutes. Flip and repeat. The cakes should be hot inside. Repeat with any remaining cakes, adding more oil as necessary. Serve immediately, or place on a foil-lined baking sheet, wrap well, and refrigerate for up to 24 hours, or freeze for up to 2 weeks. 5. If you make the cakes ahead, remove from the refrigerator or freezer 30 minutes prior to reheating. Preheat the oven to 375°F. Bake the cakes until hot and crisp, 10 to 15 minutes. 6. Arrange on a platter with the sauce for dipping, and garnish with the scallion brushes, if desired. Note: Tear 3 slices of good-quality bread into pieces and whir in a food processor to make breadcrumbs. Portland Public Market The Portland Public Market, which opened in 1998, continues Maine’s long tradition of downtown public markets, dating back to the 19th century. Housed in an award-winning brick, glass, and wood structure, the market, which was the brainchild of Maine philanthropist Elizabeth Noyce, is a food-lover’s heaven. Vendors include organic produce farms; butchers selling locally raised meat; purveyors of Maine-made cheeses, sausages, and smoked seafood; artisan bakers; and flower sellers. Prepared take-away food includes Mexican delicacies, pizza, soups, smoothies, and sandwiches, and such well-known Portland culinary stars as Sam Hayward (see page 127) and Dana Street (see page 129) have opened casual dining concessions.

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.

Charlotte Matthews, the only girl on their block of 17 boys, sewed the cheese cloth to cover the wings.

seminar on Intel strategy and operations. Resident professor: Dr. Andy Grove. In the space of an hour, Grove traced the company’s history, year by year. He summarized Intel’s core pursuits: a profit margin twice the industry norm, market leadership in any product line it entered, the creation of “challenging jobs” and “growth opportunities” for employees.* Fair enough, I thought, though I’d heard similar things at business school. Then he said something that left a lasting impression on me. He referenced his previous company, Fairchild, where he’d first met Noyce and Moore and went on to blaze a trail in silicon wafer research. Fairchild was the industry’s gold standard, but it had one great flaw: a lack of “achievement orientation.” “Expertise was very much valued there,” Andy explained. “That is why people got hired. That’s why people got promoted. Their effectiveness at translating that knowledge into actual results was kind of shrugged off.” At Intel, he went on, “we tend to be exactly the opposite. It almost doesn’t matter what you know. It’s what you can do with whatever you know or can acquire and actually accomplish [that] tends to be valued here.” Hence the company’s slogan: “Intel delivers.

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.

Rarely discussed in studies of entrepreneurial startups is just how lonely it can be out there with a revolutionary new product, no competition, and a market that doesn't seem to get what you are doing. You can try to hide in an echo chamber of your own team but eventually, you have to go outside and deal with investors, analysts and potential customers. And when all of them are skeptical, even dismissive, it becomes increasingly difficult to maintain the supreme confidence you need to keep going. That's why many of the great entrepreneurs are arrogant and obsessive to the point of megalomania. They sometimes have to be able to take their solitary vision and make it real.