But efficiency is not the only desirable attribute of a company’s innovation
system. Intel must hire a different kind of researcher than
those who IBM, Bell Labs, or Xerox PARC would traditionally hire.
Intel’s approach is unlikely to lure the star graduate students out of universities.
If you were a hot, new Ph.D. in electrical engineering or computer
science, graduating from an elite university, would you want to
work at Intel? Instead of academic freedom, intellectual inquiry, and
the thrill of scientific discovery, Intel offers its researchers six months on
the manufacturing line, the Noyce principle of minimum information,
and a career path that promises close coordination with manufacturing.
Intel needs researchers who can work with and build on the research
124 Open Innovation
discoveries of others outside of Intel, or who can transfer the discoveries
to the manufacturing line next door, or who can do both. It also
needs systems architects able to construct new architectures that connect
disparate and fragmented research activities into effective future
systems. Arguably, IBM’s knowledge brokering described in chapter 5 is
carried even further here in Intel’s approach, although Intel places comparatively
less emphasis on knowledge generation.
But efficiency is not the only desirable attribute of a company’s innovation
system. Intel must hire a different kind of researcher than
those who IBM, Bell Labs, or Xerox PARC would traditionally hire.
Intel’s approach is unlikely to lure the star graduate students out of universities.
If you were a hot, new Ph.D. in electrical engineering or computer
science, graduating from an elite university, would you want to
work at Intel? Instead of academic freedom, intellectual inquiry, and
the thrill of scientific discovery, Intel offers its researchers six months on
the manufacturing line, the Noyce principle of minimum information,
and a career path that promises close coordination with manufacturing.
Intel needs researchers who can work with and build on the research
124 Open Innovation
discoveries of others outside of Intel, or who can transfer the discoveries
to the manufacturing line next door, or who can do both. It also
needs systems architects able to construct new architectures that connect
disparate and fragmented research activities into effective future
systems. Arguably, IBM’s knowledge brokering described in chapter 5 is
carried even further here in Intel’s approach, although Intel places comparatively
less emphasis on knowledge generation.
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