Robert Noyce, co-inventor of the integrated circuit, viewed his invention as the result of a continuous, logical process rather than a singular breakthrough moment. He saw himself as trying to solve a production problem rather than specifically aiming to create an integrated circuit. Noyce also believed that researchers are best positioned to evaluate long-term research programs, not supervisors, and that managers should focus on enabling researchers' work rather than directing it.

2. This presentation
This presentation
contains some quotes
from Robert Noyce,
from Robert Noyce
co‐inventor of the
of the
integrated circuit and
and
co‐founder of Intel
of Intel.

3. They are highly
are highly
relevant for, well, a
relevant for well a
lot, innovation and
lot innovation and
leadership toto
mention a few
a few
things…
things

4. On his invention of
On his invention of
the integrated
the integrated circuit:

5. “I don’t have any
I don t have any
recollection of a
recollection of a
‘Boom!’ There it is!
Boom! There it is!’
light bulbs going off
light bulbs going off”

6. Noyce instead
instead
thought of the
thought of the
invention as a
invention as a
continuous process:
continuous process:

7. “Let’s see, if we could do this, we can do that. If we can do
that, then we can do this. It was a logical sequence. If I hit a
wall, I d back up and then find a path, conceptually, all the
wall I’d back up and then find a path conceptually all the
way through to the end. Once you have the path,
conceptually, all the way through to the end you can come
back and start refining, thinking in little steps that will take
you there. Once you get to the point that you can see the
top of the mountain, then you know you can get there.”
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8. “I was trying to solve a production problem.
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I wasn’t trying to make an integrated circuit.”

9. On leadership:

10. “If you’re looking at a long‐
“If ’ l ki t l
term research program, in
term research program in
general, the people that are
doing it are in the best
position to evaluate it, not
iti t l t it t
the people that are
the people that are
supervising it.”

11. “The people that are supervising
The people that are supervising
it are more dependent on their
ability to judge people than they
are dependent on their ability to
are dependent on their ability to
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judge the work that is going on.”
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12. “The job of the manager is an
enabling, not a directive job…
enabling not a directive job
coaching, and not direction, is
the first quality of leadership
now. Get the barriers out of the
now Get the barriers out of the
way to let people do the things
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they do well.”