In light of Intel spending over $10 billion on 35 acquisitions, its diversification strategy lacked an overall execution plan for tying it all together and making it work within their existing business and economic models. Intel’s lackluster stock market performance over the past six years has not prevented many investors from “hoping” that the stock will once again repeat its past stellar performance.  Unfortunately, investors may be disappointed and shouldn’t hold their breath waiting for the stock to rise.  The world has changed and the business model that made Intel the behemoth that it is today may have lost its relevance.  More importantly, the culture that in the past fueled Intel’s growth has now become ossified.

In contrast to Andy Grove’s reticence about the current Intel, the authors of Losing Faith share their objective observations on the post-Grove Intel, with its cultural anomalies that attempt to explain why the company has not been able to successfully diversify beyond its Grove-led dominance in microprocessors.

Losing Faith's discussion of corporate culture, while grounded in the context of Intel, touches on universal themes of corporate culture and dynamics that can be applied to any private or public organization.