英特尔内部裁员邮件曝光（中英文对照版）
<P>一个重要且痛苦的决定：经理裁员 </P><P>致全体英特尔员工， </P>
<P>本周，基于贯彻“改善效率项目”的精神，我们作出了一个重要且痛</P>
<P>苦的决定：既在公司全球范围内裁减1000个经理职位，这个决定影响</P>
<P>到从公司高管到一线经理的各个层面。这是一个非常重要的决定，因</P>
<P>为在我们进行效率分析后，我们发现了一个很大的问题-决策过程的缓</P>
<P>慢和没有效率，而这个问题大多产生于我们太多的经理决策层面。同</P>
<P>样这也是一个令人感到痛苦的决定，因为所有这些即将离开的经理也</P>
<P>是我们的同事和朋友，但由于缺少足够的内部调整机会，使得在公司</P>
<P>内部另行安排他们的工作不是一个现实的选择。 </P>
<P>公司将在本周四和周五向大多数涉及到的经理发出通知（除了受制于</P>
<P>某些国家的法规要求有不同的步骤和时间安排），并且在7月17日正式</P>
<P>通知所有的离职经理。在美国，他们大多数的最后工作日是7月28日，</P>
<P>而离职补偿将包括至少三个月的薪水（对工作年限超过2年的经理，相</P>
<P>应的离职补偿将会依服务年限增加）；而在其它国家，具体的处理流</P>
<P>程和补偿会有所不同。尽管不能免除对这些员工的影响，我们承诺将</P>
<P>在这个艰难的时期向他们提供尽可能的帮助。 </P>
<P>这次经理裁员是我们“改善效率重组管理结构项目”的第一步行动之</P>
<P>一，我确信这对使公司更加具有竞争力是非常关键的一步。在过去五</P>
<P>年间，英特尔的经理数量增长快于我们整体员工的增长，我们的效率</P>
<P>分析以及同行业对比都显示我们从上至下的经理层太多，严重地影响</P>
<P>了我们的决策效率。 </P>
<P>同样的发现也反映在我们的组织结构调查的反馈里，经理决策层面的</P>
<P>增长减弱了我们决策和沟通的效率、降低了公司整体的效益和生产率</P>
<P>。你们许多人在给效率小组的反馈里都提到了这点。 </P>
<P>我在上次网络会议里说过，“改善效率重组管理结构项目”的目标之</P>
<P>一就是要使公司结构更加紧凑、决策更加快捷，我们将更快地作出决</P>
<P>定，部门之间更好地相互协作，最终使得我们更好地控制成本以便我</P>
<P>们在这个竞争愈加激烈的市场里持续占得先机。 </P>
<P>这次的经理裁员只是我们朝那个目标转变的其中一步，另外一个决策</P>
<P>是把我们的通信与应用服务器部门出售给Marvell。我们还在不断审视</P>
<P>其它的决策，并将在决定后迅速付诸实施，同时也会在第一时间与员</P>
<P>工沟通。我会在7月19日下午4点（美国西部时间）的员工网络会议上</P>
<P>就我们下一步的工作和计划重点有更多详述。 </P>
<P>在4月，我曾经说过我们最近不会有“大规模”的裁员，当时是考虑到</P>
<P>那个决定可能会带来的付面影响，那个决定只是试图解决公司短期面</P>
<P>临的问题而没有顾及到公司长远的战略发展。现在，我们最后还是从</P>
<P>公司的长远考虑，决定采取这个行动。这个行动仍未结束，这次的经</P>
<P>理裁员是在我们慎重地分析了我们的未来发展所需的管理和领导角色</P>
<P>后做出的决定。面对市场和行业的未来走向，我们需要从根本上改变</P>
<P>我们的做事方法和组织结构。随着我们完成对未来投资重点、成本控</P>
<P>制水平、和组织结构的分析和计划，每一个人都应该预见到会有更多</P>
<P>的行动，包括有选择性地裁员。有一点请大家记住，那就是在这个过</P>
<P>程结束后，我们依然将是全球最大的和利润最高的半导体芯片公司，</P>
<P>而我们的所有行动，都是为了确保这个事实可以延伸到未来。 </P>
<P>我知道这个决定对很多人来说是非常难以接受的，尤其是在经历了我</P>
<P>们过去25年“PC时代”的无比辉煌之后。但为了未来的辉煌，我们今</P>
<P>天必须做出调整。竞争环境将全方位的愈发残酷，价格战必将更加经</P>
<P>常，所以我们不得不面对这个现实，同时也要认识到，这也反映了我</P>
<P>们过去在业界的强势地位以及我们未来的战略调整。弱势公司通常只</P>
<P>会在低增长市场生存，那里也不会吸引竞争，具有市场统治地位并且</P>
<P>产生利润增长的强势公司才会吸引竞争对手。 </P>
<P>我们的目标，同时也是我们的注定命运，要求我们改造自身，现在我</P>
<P>们还有时间和能力去完成这个使命，这也将确保我们永远第一。 </P>
<P>Paul </P>
<P>邮件原文如下： <BR>From: Otellini, Paul <BR>Sent: Thursday, July 13, 2006 11:11 PM <BR>Subject: An important and difficult step: Manager reductions </P>
<P>To: All Intel employees </P>
<P>This week we’re taking an important and difficult step in </P>
<P>our efficiency project: reducing the number of Intel managers </P>
<P>by about 1,000 people worldwide. Only managers, ranging from </P>
<P>senior to first-line, are affected. This step is important </P>
<P>because it addresses a key problem we’ve found in our </P>
<P>efficiency analysis—slow and ineffective decision-making, </P>
<P>resulting, in part, from too many management layers. It is </P>
<P>difficult because the managers who will leave the company are </P>
<P>our colleagues and friends, and since we have limited </P>
<P>internal job opportunities, redeploying their skills is not a </P>
<P>viable option. </P>
<P>We are notifying the majority of impacted employees on </P>
<P>Thursday and Friday this week, and (except where a country’s </P>
<P>laws require different steps and timelines) we plan to have </P>
<P>all affected employees informed by Monday, July 17. In the </P>
<P>U.S., most employees’ last day of work will be July 28, and </P>
<P>their benefits will include a minimum of about three months’ </P>
<P>separation pay (and more for lengths of service over two </P>
<P>years). In other regions the process and benefits will </P>
<P>differ. While we can’t eliminate the impact to these </P>
<P>employees, we’re committed to offering them support during </P>
<P>this difficult time. </P>
<P>This manager reduction is one of the first major actions </P>
<P>coming out of our structure and efficiency project, and I </P>
<P>believe it’s an essential first step toward making us more </P>
<P>competitive. Over the last five years at Intel, the number of </P>
<P>managers has grown faster than our overall employee </P>
<P>population. Our efficiency analysis and industry benchmarking </P>
<P>have shown that we have too many management layers, top to </P>
<P>bottom, to be effective. </P>
<P>In addition, this finding is consistent with what our </P>
<P>organizational health surveys have suggested: that the </P>
<P>relative increase in management has impaired decision-making </P>
<P>and communication, reducing the company’s efficiency and </P>
<P>productivity. Many of you have made the same point in your </P>
<P>individual inputs to the efficiency team. </P>
<P>As I’ve said in previous Webcasts, one of the outcomes of </P>
<P>the structure and efficiency project is that we’ll be a </P>
<P>leaner and more agile company. We’ll make quicker decisions, </P>
<P>collaborate better across the company, and enable a cost </P>
<P>structure that allows us to continue to win in our extremely </P>
<P>competitive industry as it evolves. </P>
<P>This manager action is one step along that path. Another was </P>
<P>the decision to sell our communications and applications </P>
<P>processor business to Marvell. We’ll continue to identify </P>
<P>other opportunities, act on each one as soon as we can, and </P>
<P>tell you about the changes as soon as possible. I’ll talk </P>
<P>more about this and our business priorities in my employee </P>
<P>Webcast on July 19 at 4 p.m. Pacific time. </P>
<P>In April I said that we had decided not to do an immediate “</P>
<P>across the board” layoff, because that would be reactionary </P>
<P>– focused only on the current environment rather than the </P>
<P>long term strategic needs of our company. Instead, we chose </P>
<P>to undertake a longer, more comprehensive project to analyze </P>
<P>all of our operations and make strategic, data-driven </P>
<P>decisions. That is still our plan. This manager reduction was </P>
<P>the result of careful assessments of the management and </P>
<P>leadership roles we need for our future success. We are in </P>
<P>the process of fundamentally changing our behaviors and our </P>
<P>structure for where our business and industry are going. You </P>
<P>should expect that we will continue to take actions, </P>
<P>including selective reductions, as we complete analyses and </P>
<P>decisions about investments, expense levels and </P>
<P>organizational structures. You should also keep in mind that </P>
<P>at the end of this process we will still be the largest and </P>
<P>most profitable semiconductor company on earth. Our actions </P>
<P>are focused on ensuring that is true well into the future. </P>
<P>I know this is hard for all of us to internalize and accept. </P>
<P>We have done extremely well over the past 25 years of the </P>
<P>“PC era.” But we need to adjust now for where our industry </P>
<P>is going. Competition will intensify across our product </P>
<P>lines. Pricing will be aggressive. We should not only accept </P>
<P>that reality, but recognize that it reflects the position we </P>
<P>have earned in the industry and the strength of our strategic </P>
<P>direction. Weak companies pursuing low-growth markets do not </P>
<P>attract competition. Strong companies that have commanding </P>
<P>positions and generate strong earnings growth are the ones </P>
<P>that attract competition. </P>
<P>Our objective, and our destiny, is to refashion Intel now </P>
<P>while we have the means and the time to do so, and ensure we </P>
<P>continue to remain number one. </P>
<P>Paul </P> <p>yes,when we face problem and difficulty,we must take action immediately,oh,also,before action,we should think over again and again.</p> Is manager reductions of Intel more importent than others?Now,in our country,this is popular. <p>Our objective, and our destiny, is to refashion Intel now </p><p>while we have the means and the time to do so, and ensure we </p><p>continue to remain number one. </p><p>Paul </p>
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