陳立武能否給英特爾帶來改變？
Alexei Oreskovic
2025-03-15
在英特爾（Intel）突然罷免前任首席執(zhí)行官三個月后，這家陷入困境的美國芯片業(yè)巨頭迎來了新掌門人——陳立武,。
這則消息提振了投資者的信心,，周四，英特爾股價逆勢大漲近15%,。從任何角度來看,，陳立武都是令人矚目且資歷過硬的理想人選。作為半導體行業(yè)的資深領袖,，陳立武曾在芯片設計軟件巨頭楷登電子（Cadence Design Systems）擔任首席執(zhí)行官十余年,，他兼具領導英特爾這種規(guī)模龐大、結構復雜且獨具特色的企業(yè)所需的寶貴技能與經驗,。
但對于認為英特爾需要徹底變革才能生存的觀察者而言,，這項任命卻耐人尋味。
英特爾近年來最突出的問題之一就是優(yōu)柔寡斷,，試圖左右逢源卻總是淺嘗輒止,。英特爾究竟是芯片設計公司還是芯片制造公司？其根基在于x86架構,，還是作為一家芯片制造公司能靈活運用其他設計開拓市場（想想命運多舛的StrongARM和Itanium芯片）,？它屬于PC/服務器芯片公司還是AI芯片公司？
陳立武恰恰體現(xiàn)了英特爾與生俱來的矛盾性與搖擺傾向,。某種程度上,，他是英特爾史上首位“空降”首席執(zhí)行官。2022至2024年期間,，他曾擔任英特爾董事,，而這段時期公司深陷困境，因此嚴格來說他也屬于現(xiàn)有管理層（陳立武于2024年8月以“需要重新安排事務優(yōu)先級”為由辭去董事職務）,。
憑借在楷登電子的經歷,，陳立武既懂芯片設計，也了解芯片制造,，曾與芯片代工廠密切合作,。具備這種復合背景的人才本就鳳毛麟角——但這也意味著英特爾并未明確戰(zhàn)略方向。若英特爾選擇有財務背景的掌舵者，剝離芯片制造業(yè)務（如部分前董事主張的將公司一分為二的方案）幾乎板上釘釘,。若英特爾以其前首席執(zhí)行官克雷格·巴雷特為模板,，尋找年長的元老做掌門人，則傳遞出英特爾“完整不可分割”的明確信號,。
陳立武在本周二致員工信中寫道：“在優(yōu)勢領域,，我們要乘勝追擊擴大優(yōu)勢；在落后領域,，需精準冒險實現(xiàn)彎道超車,；在進展遲緩的領域，必須另辟蹊徑加快速度,?！?/p>
這看似是承諾加強已落后的英特爾芯片制造業(yè)務，但陳立武的措辭留有充分回旋余地,。他作為風投家對AI初創(chuàng)企業(yè)的布局,，也為英特爾發(fā)力AI芯片、挑戰(zhàn)行業(yè)領袖英偉達（Nvidia）帶來想象空間,，但這并不等同于戰(zhàn)略重塑的保證,。
陳立武是恰到好入的首席執(zhí)行官人選，他具備了讓各方滿意的完美條件,。但這是否真的是英特爾當下所需要的,，將成為2025年最值得關注的商業(yè)故事。（財富中文網）
譯者：劉進龍
審校：汪皓
在英特爾（Intel）突然罷免前任首席執(zhí)行官三個月后,，這家陷入困境的美國芯片業(yè)巨頭迎來了新掌門人——陳立武,。
這則消息提振了投資者的信心，周四,，英特爾股價逆勢大漲近15%,。從任何角度來看，陳立武都是令人矚目且資歷過硬的理想人選,。作為半導體行業(yè)的資深領袖,，陳立武曾在芯片設計軟件巨頭楷登電子（Cadence Design Systems）擔任首席執(zhí)行官十余年，他兼具領導英特爾這種規(guī)模龐大,、結構復雜且獨具特色的企業(yè)所需的寶貴技能與經驗,。
但對于認為英特爾需要徹底變革才能生存的觀察者而言,，這項任命卻耐人尋味,。
英特爾近年來最突出的問題之一就是優(yōu)柔寡斷，試圖左右逢源卻總是淺嘗輒止,。英特爾究竟是芯片設計公司還是芯片制造公司,？其根基在于x86架構，還是作為一家芯片制造公司能靈活運用其他設計開拓市場（想想命運多舛的StrongARM和Itanium芯片）？它屬于PC/服務器芯片公司還是AI芯片公司,？
陳立武恰恰體現(xiàn)了英特爾與生俱來的矛盾性與搖擺傾向,。某種程度上，他是英特爾史上首位“空降”首席執(zhí)行官,。2022至2024年期間,，他曾擔任英特爾董事，而這段時期公司深陷困境,，因此嚴格來說他也屬于現(xiàn)有管理層（陳立武于2024年8月以“需要重新安排事務優(yōu)先級”為由辭去董事職務）,。
憑借在楷登電子的經歷，陳立武既懂芯片設計,，也了解芯片制造,，曾與芯片代工廠密切合作。具備這種復合背景的人才本就鳳毛麟角——但這也意味著英特爾并未明確戰(zhàn)略方向,。若英特爾選擇有財務背景的掌舵者,，剝離芯片制造業(yè)務（如部分前董事主張的將公司一分為二的方案）幾乎板上釘釘。若英特爾以其前首席執(zhí)行官克雷格·巴雷特為模板,，尋找年長的元老做掌門人,，則傳遞出英特爾“完整不可分割”的明確信號。
陳立武在本周二致員工信中寫道：“在優(yōu)勢領域,，我們要乘勝追擊擴大優(yōu)勢,；在落后領域，需精準冒險實現(xiàn)彎道超車,；在進展遲緩的領域,，必須另辟蹊徑加快速度?！?/p>
這看似是承諾加強已落后的英特爾芯片制造業(yè)務,，但陳立武的措辭留有充分回旋余地。他作為風投家對AI初創(chuàng)企業(yè)的布局,，也為英特爾發(fā)力AI芯片,、挑戰(zhàn)行業(yè)領袖英偉達（Nvidia）帶來想象空間，但這并不等同于戰(zhàn)略重塑的保證,。
陳立武是恰到好入的首席執(zhí)行官人選,，他具備了讓各方滿意的完美條件。但這是否真的是英特爾當下所需要的,，將成為2025年最值得關注的商業(yè)故事,。（財富中文網）
譯者：劉進龍
審校：汪皓
Three months after Intel summarily ousted its previous CEO, America’s ailing chip giant has a new boss: Lip-Bu Tan.
The news cheered investors, who bid Intel’s shares up more than 10% in after hours trading on Wednesday. By all measures, Tan is an impressive and eminently qualified choice for the job. A semiconductor industry veteran who served as CEO of chip design software powerhouse Cadence Design Systems for more than a decade, Tan possesses the rare combination of skills and experience to lead an organization as large, complex, and unique as Intel.
For anyone of the opinion that Intel needs a radical shake-up in order to survive however, Tan is a curious choice.
One of Intel’s biggest problems throughout its recent history has been its inability to make tough decisions; vacillating instead between tepid attempts to have it both ways. Is Intel a chip design company or a chip manufacturing company? Is its identity tied to the x86 architecture or is it a chipmaker with the dexterity to conquer markets using other designs (consider the ill-fated StrongARM or Itanium chips)? Is it a PC and server chip company or an AI chip company?
Tan embodies Intel’s innate ambivalence and predilection for wavering. He’s the first outsider ever to get the CEO gig at Intel … sort of. He served on Intel’s board from 2022 to 2024, a period when Intel has struggled, so he’s arguably part of the existing regime (Tan resigned from the board in August 2024 citing “a personal decision based on a need to reprioritize various commitments”).
With his background at Cadence, Tan understands the design side of the chip business as well as the manufacturing side, having worked closely with chip fabrication facilities. It’s not easy finding someone with that skill set—and it doesn’t clearly commit Intel to any one particular path. Had Intel appointed a financial type for the top job, the divestiture of Intel’s chip manufacturing facilities — essentially splitting the company in two as some former Intel directors have called for —would have been all but written on the wall. If Intel had picked a grizzled company lifer, in the mold of former CEO Craig Barrett, the message of a unified, unbreakable Intel, would have resonated loud and clear.
“In areas where we have momentum, we need to double down and extend our advantage,” Tan wrote in a letter to Intel staffers on Tuesday. “In areas where we are behind the competition, we need to take calculated risks to disrupt and leapfrog. And in areas where our progress has been slower than expected, we need to find new ways to pick up the pace.”
That sounds like a commitment to Intel’s chip fabrication operations, where the company has fallen behind the competition, while being just vague enough to leave Tan plenty of leeway. Tan’s work as a venture capitalist investing in AI startups also raises exciting possibilities for Intel to get serious about AI chips and challenging industry leader Nvidia, but it’s hardly a guarantee of a strategic rethink.
Tan is the Goldilocks CEO pick. He’s got everything it takes to make everyone happy. Whether that’s what Intel actually needs right now will be the big story to watch in 2025.
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