Continuing Education for All Employees
William A. Swope is corporate vice president and general manager of Intel's Corporate Sustainability Group. In this role, he is responsible for driving Intel's environmental efforts in the areas of policy, operations and products. Swope works with stakeholders across the company to ensure that Intel continues to build upon its industry leadership in sustainability.
Since joining Intel in 1979, Swope has held numerous roles including corporate affairs leadership, manufacturing technology planning, strategic product planning and product management. Swope was director of Digital Enterprise Brand Management, and prior to that he was general manager of the Software and Solutions Group (SSG), reporting to the president and chief operating officer of Intel. In that capacity he managed the software products and enabling efforts within SSG. From 1993 to 1995, Swope was the general manager of the Intel® Pentium® Pro processor team. Swope was promoted to vice president in 1996 and corporate vice president in 2003.
Swope received his bachelor's degree in applied physics from Tufts College. He earned his master's degree in management from Massachusetts Institute of Technology.
Question: How do you keep your employees up to speed in a rapidly changing market?
Will: In any given calendar year, 90% of our profits are created by products that were not in the market place 18 months ago. So, we pretty much completely reinvent our product line every year. Now, think about the mindset of an employee and think about the kind of creativity they have to be able to show, the innovation they have to show, the new processes they have to learn, whether they be on the assembly line, whether they be an engineer, whether they be in software, whether they are working on a supply chain. Those products fundamentally change and our job is to build a loyal and productive workforce and build that on a worldwide basis. For that to happen, they have to continue to be able to deal with the changes that we face in the marketplace. And the combination, they also have to be willing to invest in themselves. And we’ve been lucky enough to be able to create that. It’s important to us because it’s been our heritage to focus on education, but you could have taken a different model. McDonald’s works with the Ronald McDonald’s houses. It’s important to them to be doing that. So, it’s not that we think ours as any better or worse. We think the focus for an individual company is very important. Now, that said, a lot of the issues facing the world today are going to be solved, in our opinion, by better use of technology. If we think about energy, if we think about communication, if we think about healthcare, those are all places which we believe technology, advances of technology are going to make a fundamental difference. To move the world forward in those areas requires more and more people educated, and educated better in those science and technology and math and engineering that is required to do that. So, in that case, we believe, that’s what we believe, and, again, that is consistent with our values. It’s consistent also but clearly with our technology focus. That would be a part of the consistency, I think, in our corporate social responsibility strategy.
Will Swope tells us how Intel adjusts to a constantly changing market by educating its employees.
Giving our solar system a "slap in the face"
- A stream of galactic debris is hurtling at us, pulling dark matter along with it
- It's traveling so quickly it's been described as a hurricane of dark matter
- Scientists are excited to set their particle detectors at the onslffaught
Bernardo Kastrup proposes a new ontology he calls “idealism” built on panpsychism, the idea that everything in the universe contains consciousness. He solves problems with this philosophy by adding a new suggestion: The universal mind has dissociative identity disorder.
There’s a reason they call it the “hard problem.” Consciousness: Where is it? What is it? No one single perspective seems to be able to answer all the questions we have about consciousness. Now Bernardo Kastrup thinks he’s found one. He calls his ontology idealism, and according to idealism, all of us and all we perceive are manifestations of something very much like a cosmic-scale dissociative identity disorder (DID). He suggests there’s an all-encompassing universe-wide consciousness, it has multiple personalities, and we’re them.
Once again, our circadian rhythm points the way.
- Seven individuals were locked inside a windowless, internetless room for 37 days.
- While at rest, they burned 130 more calories at 5 p.m. than at 5 a.m.
- Morning time again shown not to be the best time to eat.
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