> Another problem is simply that hiring (and keeping) top talent is really really hard.
Absolutely. And when your mandate for this top talent is going to be "go and build something that basically copies what those other guys have already built", it is even harder to attract them, when they can go any place they like and work on something new.
> I think the leadership gets it and understand the importance, I just don't think they (or really anybody) knows how to come up with a good plan to turn things around quickly.
Yes, it always puzzles me when people think nobody at AMD actually sees the problem. Of course they see it. Turning a large company is incredibly hard. Leadership can give direction, but there is so much baked in momentum, power structures, existing projects and interests, that it is really tough to change things.
Absolutely. And when your mandate for this top talent is going to be "go and build something that basically copies what those other guys have already built", it is even harder to attract them, when they can go any place they like and work on something new.
> I think the leadership gets it and understand the importance, I just don't think they (or really anybody) knows how to come up with a good plan to turn things around quickly.
Yes, it always puzzles me when people think nobody at AMD actually sees the problem. Of course they see it. Turning a large company is incredibly hard. Leadership can give direction, but there is so much baked in momentum, power structures, existing projects and interests, that it is really tough to change things.