Lessons from the difficult birth of the Spider platform
 

But AMD's path to the Spider platform launch could have—and should have—been a much smoother one than it was, and it would have worked out better for all parties involved. AMD would have avoided communicating the messages it did to us and, by proxy, to the public. Among them: "we're not confident in our products," "we're not a particularly well-run organization," and "our chipset's south bridge is probably broken." We would have been able to sleep more, worry less, and provide fuller coverage to our readers. And our readers would have been able to make better-informed decisions about AMD's products on day one, understanding their best merits in the context of stable release hardware, including Phenom processors with working Cool'n'Quiet power-saving mechanisms.

http://techreport.com/discussions.x/13677

I rather liked Anand's little snippet here, given in their Phenom article, in which Anand basically mirrors The Tech Report's sentiments.

I kinda lost the overview on this issue.

Am I right that:

AMD = fancy trips, powerpoint warriors and almost no review samples

Intel, no trips, moderate Powerpoint use, let the review samples do the talking


Of course, one could use the number of powerpoint slides as an indicator how much a product will suck =P


How was it when Intel had their crappy Prescott CPUs? Were they acting like AMD?

yep, lots of earlier A64 numbers, a lot of P4 slides:)

No, they usually didn't. The article answered your question anyway, last paragraph:

yes, but what about powerpoint wars?

Intel has always been heavy on the powerpoints... probably have an entire marketing devision to focus on them. :-p

Try going to a meeting without powerpoint :rolleyes:

Or a class... only Professors that don't use PPT are those that also don't use any kind of computer or the online college website for their classes.

http://www.nytimes.com/2003/09/28/we...rtner=USERLAND

http://www.washingtonmonthly.com/fea...worth.ibm.html

"[FONT=times new roman, times, serif]Gerstner recognized that all this pointless ceremony was crippling IBM. One of the first things he did was to convene his top 20 executives and tell them all to write a short paper, with no visuals, answering these questions: What is your business? Who are your customers? What is your marketplace? What are your strengths and weaknesses? Who are your main competitors? He told them to get it done in two weeks, and that he would meet with each of them one-on-one shortly afterward to discuss it. [/FONT] [FONT=times new roman, times, serif]That may sound pretty reasonable to an outsider. At IBM, it was revolutionary. "People weren't used to writing in sentences," recalls Jim McGroddy. When he met with Gerstner, "it was just the two of us standing at a table. No projector." The meeting went well; McGroddy convinced the new boss that he was willing to help the company change. Others, however, tried to bring out the foils, and "Gerstner jumped all over them," says McGroddy. According to IBM lore, Gerstner actually walked up to the projector at one meeting, turned it off, and told the exec, "If you can't explain it to me in your own words, you don't understand it." Before long the foils were gone. With them went all the old rituals that had made meetings such a waste of time."[/FONT]

[FONT=times new roman, times, serif]it is very close to the "write articles, not blogs" text
[/FONT]