Craig Barrett AGE: 59 Intel 3-year return: 318% CEO since: 1998 ing-bottom: 100%;">At least life at the top hasn't been dull for Barrett, the 25-year Intel veteran who stepped into the CEO slot at the beginning of 1998. Since then, the company has been blindsided by the sudden rise of the market for sub-$1,000 PCs, had its dirty laundry aired at the Microsoft antitrust trial, and settled a patent-infringement complaint by the U.S. Justice Department even as the feds continue to probe other Intel business practices. Worst of all, two Intel employees were murdered under horrifying circumstances in Uganda in early March. Throughout this trying time, Barrett has maintained his focus on Intel's manufacturing operations. For good reason: As microchips find their way into ever more non-PC devices, they will have to become even smaller and more versatile. "You need a guy like Barrett to manage that transition," says Cowen & Co. analyst Drew Peck.克雷格?巴雷特是一名有二十五年因特網操作經驗的老手，他在1998年開始涉足CEO行業，當時他已經有五十多歲了，但是他的這一做法是明智的。那時，美國因特爾公司對降低電腦價位1000美元的突然舉措毫無防備，還參加了針對微軟公司的反托拉斯主義運動，並且還捲入了美國司法部門的侵權案當中。更糟糕的是，有兩名因特網公司的員工三月初在烏干達的恐怖事件中被人謀殺。在這個困難時期，克雷格?巴雷特仍然始終密切關注公司的正常生產和經營活動。對此巴雷特有充分的理由：因爲微芯片在非電腦設備中找到了它的潛在市場，但是微芯片產品必須體積更小並且具有更多的功能。“我們必要有一個像巴雷特那樣的人在這樣的時期進行生產和經營上的管理。” Cowen & Co 公司的分析家朱?培克如是說。Business Philosophy: Look ahead rather than back. Set high expectations, and meet deadlines. 運營理念：一切向前看而不是往後看。制定較高的奮鬥目標，然後如期實現。Headache: Competitors such as Advanced Micro Devices, which was much quicker than Intel to spot the growth potential of sub-$1,000 PCs. 最頭痛的事情：強有力的競爭對手，例如比因特網公司早一步發現公司潛在的增長並且率先降低電腦價位1000美元的先進的微軟設備等。True story: In 1986, when Japan ruled the semiconductor market, Barrett learned everything he could about Japanese manufacturing practices. He applied what he learned at Intel's chip-fabrication plants. Today, the Japanese emulate Intel. 真實故事：1986年，當日本佔領了半導體市場時，克雷格?巴雷特從日本公司學到了有關的生產時間經驗，隨後他將這些經驗應用到芯片的製作和生產中。而現在的事實是日本人正在仿效因特網公司的做法。. Management Style: A plant-floor guy. Before he was named CEO, he personally inspected each of Intel's dozens of fabrication plants around the world. Former CEO Andy Grove joked that Barrett had collected enough frequent-flier miles to buy his own airline. 管理風格：是一個以工廠爲家的人。在出任CEO之前，巴雷特曾經參觀了全世界範圍內的所有的因特網公司的加工製造廠。前任CEO安迪?格諾夫曾經開玩笑說巴雷特已經收集了所有的飛行路線，他都可以購買一架自己的飛機了。Personal Strengths: Detail-oriented and disciplined. And to the relief of those weary of his predecessor's fractious and intimidating style, he's not Andy Grove. 個人優點：注意細節，遵守紀律。相比前任CEO安迪?格諾夫而言，巴雷特沒有他那麼脾氣暴躁，也沒有他的那種強制性風格。Habits: Works in a nine-foot-square gray cubicle, like everyone else at Intel. Always takes the stairs up and down the five flights to his office space. Picks up after litterbugs. 習慣：他習慣在一間九平方英尺的小工作間中工作，就像其他的所有員工那樣。他總是在五級樓梯上爬上爬下進入他自己的工作天地。他厭惡那些在街道或公共場所亂丟垃圾的人。Resume highlight: Before he joined Intel, he was a tenured Stanford professor (he holds a Ph.D. in materials science). 個人簡歷中最引以爲榮的事情：在加入因特爾公司之前，巴雷特是美國史坦福大學的教授（他是材料科學部的哲學博士）。How he got the job: Worked hand-in-glove with Grove for 24 years. 工作背景：他爲GROVE工作了二十四年時間。Other interest: Outdoor sports, especially fly-fishing. 其他愛好：戶外運動，特別是用假蠅釣魚。Corporate goal: To make Intel's existing plants even more productive and efficient. 公司奮鬥目標：使因特爾公司現有的工廠高產、高效。Financial reward: Barrett owns more than 840,000 Intel shares, worth in excess of $100 million. 財政獎賞：克雷格?巴雷特擁有84萬份因特爾公司的股份，價值超過1億美元。
