To most people, Intel Corporation is merely a chipmaker whose phenomenally successful Pentium chips power about 85% of the world’s microprocessors.  To engineers, they could marvel at the MMX Technology or the P-II chip that Intel unveiled recently.  To human resource people, Intel is the company that Business Week rated as the best company to work for and one that Fortune rates as one of the most admired companies in the Fortune 500 list.  To people more interested in numbers, it is also the most profitable business in recent years, turning in stunning earnings of USD 5.2 billion on sales of USD 20.8 billion for 1996.

Founded in 1968, Intel actually means Intelligent Electronics.  Since then, Intel has grown enormously and as Intel Chairman and Chief Executive Officer, Andy Grove, said in the February 17 issue of Fortune, he aims to transform Intel from a mere supplier of parts into one that aims to be a visionary leader of the entire company industry.

As for me, I not only had the opportunity of experiencing Intel’s unique culture but also the once-in-a-lifetime opportunity of having my attachment in the last bastion of the British Empire, Hong Kong.  This was because Intel had graciously selected me to join Intel Semiconductor Ltd, Hong Kong, their joint Headquarters for Asia-Pacific, for my 8 weeks’ attachment.

When I arrived in Hong Kong, excited was hardly apt enough to describe my arrival at Tai Kak Airport.  Besides the airplane’s harrowing entry into Hong Kong, I also kept well in mind that it was about 7 weeks before Hong Kong’s handover to the People’s Republic of China on 01 July 97.  As such, I would be able to view this historic moment as well as feel the pulse of Intel’s dynamic push into Asia-Pacific.

Over my next 8 weeks, I learnt many things about Intel and about myself. Intel’s belief that its people is its strongest competitive advantage was demonstrated through its comprehensive one-day Orientation Programme Intel Singapore scheduled for all interns at Marriot Hotel before we even started on our attachment.  We had an introduction to Intel and its corporate culture, its Core Values and Mission Objectives and right down to personal skills in surviving the workplace.  Although the day was tiring, the programme showed me that Intel invests heavily in its people, regardless of whether they are permanent staff or even just an intern!

When I first entered the Hong Kong office on 12 May 97, I was apprehensive, to say the least.  I had then no real working experience and certainly, to start in a successful corporation like Intel was somewhat stressful.  My fears were quickly allayed after I reached the office.

Singapore had already informed them of our arrival and despite the space constraints in Hong Kong, a cubicle was already arranged for me in the colony’s most expensive building.  I remember that although my supervisor was unfortunately ill that day, she had sent an urgent email to one of her managers in the morning to brief me and ensure that I was properly oriented on my first day.  I was also equipped with an email account and my own personal computer and I kept in touch with Intel Singapore every week with a video-conference using Intel Proshare technology.

I also experienced another unique aspect of Intel’s culture – 1:1s.  1:1s is like what the name suggests, a scheduled 1-on-1 meeting with anyone in the organisation. As long as you have an agenda and have informed whoever you want to meet at least one day in advance, you will get the meeting.  It represents a tremendous opportunity for everyone in the organisation, especially when you just start off in the organisation where everyone is so busy.  Even as an intern, I had the opportunity to see the Vice-President and General Manager of APAC, the Director of Marketing & Business Operations and various other regional managers whom I think I would not have had the chance if I were in another company.  In addition, during my attachment, I was able to schedule numerous meetings with just about anyone to facilitate my working requirements.  1:1s are also set with your managers on a regular basis to set personal objectives and goals and allows for progress updates.  I have not heard of any company that has such a policy that provides such an extensive avenue for feedback and guidance and certainly I benefited tremendously from this opportunity.

Constructive Confrontation is another facet of Intel’s corporate culture that fascinates me.  Essentially, Constructive Confrontation means that if anyone feels very strongly that an issue relating to Intel is deadly wrongly, one should tell the appropriate person about it.  It does not matter whether the person is a more senior manager or even the CEO.  As long as one has looked at the issue carefully and believes strongly that one has the better answer, one has an Assumed Responsibility (Intel calls it AR) to bring it to someone’s attention for a resolution.

This essentially underlines both the Constructive portion (by examining the issue carefully) and the Confrontation portion (by bringing it up to someone’s attention).

Especially in an Asian context, this is a fascinating aspect of Intel’s culture.  However, along with 1:1s, I have found it to be extremely useful in my workings in Intel.  I was able to voice out my concerns, even though I was just an intern, and was able to set up meetings to clarify my doubts.  All these contributed to an open and direct discussion environment that permeates Intel.

Lost in the midst of learning so many new and exciting things and rushing to complete my project and presentation, 01 July 97 arrived much faster than I realised.  Certainly, words are heard to describe the jubilation and joy when I joined a massive throng of Hong Kong people see the Union Jack being lowered and the People’s Republic of China’s flag being raised at the stroke of midnight.  The atmosphere at Tsim Sha Tsui waterfront, where I faced the Hong Kong Convention Centre, was certainly electrifying and emotionally charged. These things I can only remember and thank Intel for.

As I left Hong Kong Special Administrative Region, People’s Republic of China on 05 Jul 97, it was with much sadness.  I had felt the pulse of Intel’s headquarters and as Senior Minister Lee said, you do feel the buzz in Hong Kong. I walk and talk a little faster now and I do miss those lunches and outings I had with my newfound Hong Kong and Singapore friends. Sure, there was a lot of work to do in Intel Hong Kong. As my colleagues like to say, everyone is busy in Intel.  It is very true.  However, there is even more truth when they tell me that in Intel, people are busy not because they have to, but because they want to.