For the last several months, Andy Bryant, the chairman of Intel, has been trying to put steel in the backs of the company’s employees. At meetings, he tells them that Intel must fundamentally change even though the computer chip maker still has what it takes to succeed in engineering and manufacturing.
　　雖然英代爾在電腦晶片領域的研發和生產方面仍處於領先地問，但英代爾必須從根本上做出改變。

　　It is an extraordinary message at a company with the fiercely confident unofficial motto, “Only the paranoid survive.” Intel now finds itself faced with a fundamental question: Can the paranoid also evolve?
　　英代爾面臨著一個問題：偏執的人也能夠改變嗎？

　　Intel became the world’s largest semiconductor maker through a partnership with Microsoft that dominated the personal computer business for a quarter-century.

　　PC sales are now collapsing, as users are relying more on mobile phones and tablets that rarely contain Intel chips.
　　Intel’s other mainstay business, chips for computer servers, is also changing. Cloud computing is creating huge demand for basic servers, but its simpler and cheaper designs may drive down prices and profit margins and offer openings to new competitors.
但基礎伺服器簡單廉價的設計也拉低了自己的價格和盈利空間，同時還為新的競爭者大開方便之門。

　　Amid all this turmoil in the industry, Intel is also scrambling to find a new leader. In November, Paul Otellini, who had been chief executive since 2005, unexpectedly announced his resignation. “It’s time to move on and transfer Intel’s helm to a new generation of leadership,” he said at the time, declining to elaborate on why he was leaving three years before reaching the company’s retirement age of 65.
　　His decision left the company in limbo. “It looks like there was no succession plan in place, and that is troubling,” said Hans Mosesmann, an analyst at Raymond James. “They are probably a month away from Otellini leaving, and nothing is settled.”
 　　他的離職使英代爾的發展方向更為混亂。“公司看上去沒有什麼延續性的計畫，這造成了很大的麻煩，”

　　While the board has been looking at external candidates, the new chief will almost certainly come from within. In contrast to Silicon Valley’s culture of job-hopping, at Intel someone with 15 years’ experience can be called a newcomer. The company’s leaders believe that it is critical for the chief executive to be steeped in the company culture.
　　和矽谷“跳槽”文化形成鮮明對比，在英代爾工作15年的員工任然被視為“新員工”。
　　“The job of the board is to pick the candidate who can best grow into the job,” said a person with knowledge of the search, who spoke on the condition of anonymity. “Intel has to define its next act.”
　　“董事會的任務是選出最能夠適應該工作的人選，”一位元瞭解內幕的消息人士表示

      In the meantime, Mr. Bryant, who has been at Intel for 32 years and served as its longtime chief financial officer, has been trying to prepare employees for a new era.
　　“He says that the customers have changed, and we have to as well,” said a person attending one of Mr. Bryant’s meetings, who was not authorized to speak publicly. “Where the revenue is now is not where the revenue is coming from in the future.”
　　“如今營收的來源將不再是我們未來營收的來源。”

　　Intel declined to make Mr. Otellini, Mr. Bryant or any other officials available for an interview, citing the quiet period before its first-quarter earnings report, due out on Tuesday. Those earnings, which will most likely reflect the collapsing demand for PCs, will follow the drops in revenue, operating margins and net income of 2012.
　　英代爾該份財報很有可能會進一步反映出市場對PC需求的滑落，將會繼續延續2012年營收、運營利潤和淨收入下滑的總態勢。
　　Revealing just how hard it would be for an outsider to step into the top job at Intel, the newcomer of these four joined Intel in 1988. But close watchers of the company wonder whether its insular culture is up to the challenge of expanding to different kinds of customers and devices.
　　但一些對英代爾長期觀察的分析師表示，這種孤立的企業文化將會受到日漸多變的顧客和設備的挑戰。

　　“In this new world, with smartphones and tablets, and cloud computing, things are moving around fast,” said Hector Ruiz, the former chief executive of Advanced Micro Devices, Intel’s top competitor in making PC chips. “Intel has the talent, engineering, and resources, but they are their own worst enemy.”
　　Mr. Ruiz recently published a book about his efforts to sue Intel for monopolistic practices, which he said were the natural result of its paranoia. Intel paid A.M.D. $1.25 billion to settle the case after he left the company, but Intel has consistently denied it engaged in monopolistic practices.
　　魯爾茲最近發表了一本書，談論了自己在起訴英代爾壟斷過程中自己所付出的的努力。在書中，他表示英代爾的壟斷其實就是這種“偏執”企業文化最自然的結果。在魯爾茲離開AMD之後，英代爾向AMD支付了12.5億美元以達成和解，但英代爾自始自終否認其壟斷操作。

　　The idea that Intel put the squeeze on its customers has been around Silicon Valley for years, but has never been proved. With Intel controlling 80 percent of the PC market at times, and PC makers facing low profit margins, any supply interruption from Intel could be disastrous.
　　英代爾一度控制了80%的PC市場，而如今PC製造商面臨著較低的利潤空間，供應鏈任何環節的掉隊將會造成難以挽回的損失。

　　But any such threat may be less significant in the future.

　　At a meeting last week in New York, Hewlett-Packard, a longtime buyer of Intel’s server chips, showed off a server built for the cloud that ran on a low-power Intel chip, called Atom. But sharing the limelight were representatives of four other companies that will sell chips to H.P. for other versions of the machine.
　　Even Microsoft has been moving away from its longtime partner as it tries to adapt to the new, post-PC world. Last year, Microsoft built its own tablet, with versions carrying chips from Intel or Nvidia, another Intel rival. Its new Xbox game console will use chips made by A.M.D. And the company’s mobile version of Windows 8 is designed for smartphones that run on chips from Qualcomm.
微軟最新Xbox遊戲控制器也將會採用AMD晶片。而微軟推出在智慧手機上運行的 Windows 8作業系統則將會搭載高通的晶片。
　　Microsoft declined to comment on its relationship with Intel.

　　Intel figures its survival depends on preserving its leading position in cutting-edge semiconductors, despite the high design and manufacturing costs. Future generations of the Atom chip, which can also be used in tablets, phones and other devices, are expected to offer better performance, including a longer battery life. So will the next version of its chip for PCs, called Haswell, which will be used in products in the second half of 2013.
　　 英代爾也已經意識到儘管半導體設計 和製造成本偏高，自己能夠存活下去依靠的就是其在半導體領域的先進技術。
　　“I contest that this market is in decline,” said Mark Bohr, a senior fellow in Intel’s technology and manufacturing group. “Today’s marketplace is a lot broader than 10 years ago. We have got to build for small tablets and big mainframe computers, build more flavors of each chip, and cover more bases.”
　　“今天的市場和十年前相比更為廣闊。我們必須同時為小的平板電腦和大型電腦提供晶片，並提供更多的功能。”

　　Mr. Otellini has been criticized for responding slowly to the mobile challenge and cloud-based computing. His efforts have been modest, geared to learning how to listen and respond better to customers.
　　The company has worked with wireless phone companies outside the United States to make smartphones and tablets, which the companies then label as their own.
英代爾和美國以外的無線手機公司有過合作以製作智慧手機和平板電腦，但這些設備卻被這些公司冠以自己的商標。

　　In its greatest departure, later this year Intel will sell a moderately priced television set-top box and subscription service, which it says will offer enough regular television content to serve as a substitute for a cable subscription.
　　The effort involves just 300 of Intel’s 105,000 employees, most of them brought in from other companies, and has required cooperation with both Hollywood content companies and retailers. It is such a big change of direction that people following the company cannot tell if it is another effort to learn more about consumer tastes, a diversification into a whole new area or the old Intel deciding it has what it takes to face another rival, in the form of cable companies.
　　這是英代爾公司發展 方向的另一項重大改變，員工們尚不清楚這是否又是另一次英代爾瞭解消費者品味的嘗試，還是進入到全新領域中以實現多樣化，抑或是老牌英代爾決定以電視公司 的形式去面對其他競爭對手？

　　For at least the next few years, it must rely on making chips for servers and PCs, which can still bring the company significant amounts of cash even as their popularity wanes.

　　“Intel still has a lot of dough,” Mr. Mosesmann said, “but their old world is cracking.”