这就是给去年五月就任英特尔首席执行官的布莱恩•科兹安尼克肩头的任务：将英特尔带入后PC时代。1982年从圣何塞州立大学（San Jose State University）毕业后，科兹安尼克就加入了英特尔，在这家公司的制造业务部门经历了多次升迁。他的工程出身受到了英特尔的欢迎，不过一些投资者怀疑他是否有能力让这家芯片制造商东山再起。
All along Intel's (INTC) storied history, an investment in the company has essentially been a vote of confidence in Moore's law -- the observation, named after an Intel founder, that the number of transistors on a microchip doubles every two years.
But if Moore's law is still working well enough, the stock of the company he co-founded has not been advancing quite as steadily. Over the past two years, the stock is largely unchanged from its current $25 a share price -- technically, it's down 4% in that period, against a 52% rise in the Nasdaq Composite. And as Bespoke Investment noted, the stock has gapped down each of the past eight quarters Intel has posted earnings.
Much of Intel's subpar performance is tied to its longtime dependence on chips for the PC market, which has seen sales dwindle in the era of the tablet. It's not an issue of the technology of Intel's chips, it's the devices they're going into -- tablets and smartphones, in particular. Intel has been struggling to find a way into mobile chips, as well as devices in emerging areas like wearable computers and the Internet of Things.
That has left Brian Krzanich, appointed as Intel's CEO last May, tasked with pushing Intel into the post-PC era. Krzanich joined Intel after graduating from San Jose State University in 1982, rising through a number of positions in the company's manufacturing operations. His roots in engineering were welcome inside Intel, but some investors wondered whether he had what it takes to revive the chipmaker.
Following in the footsteps of several high-profile CEOs before him, Krzanich was something of a mystery when he was tapped to lead Intel. He has since emerged as a quietly practical leader with a shrewd, no-nonsense approach that appeals to some on Wall Street. "At a very high level," BMO Capital analyst Ambrish Srivastava wrote in a report this month, "we see the company more willing to accept and address the challenges that the company faces."
Some of Krzanich's grit became evident during Intel's investor day in November. After Intel Chairman Andy Bryant told the investment crowd he was "personally embarrassed that we seem to have lost our way," Krzanich stepped forth to diagnose the cultural problem that led Intel to be blindsided by the iPad: "We'd become insular," he said. "We'd become focused on what was our best product vs. where the market wanted to move."
In that moment, Krzanich presented himself to investors as the born-and-bred Intel engineer who would find the market's pulse and reposition the company toward it. As if to show his resolve in breaking with tradition, he vowed to expand the company's contract manufacturing business, allowing more chipmakers access to a crown jewel, Intel's advanced process technology.
For Krzanich's turnaround to work, it will need some time. Last week, when Intel reported earnings for the most recent quarter, its traditional business of PC chips saw revenue decline 4% in a quarter when PC shipments fell 10%. Conversely, revenue from Intel's data-center group rose 8%, well below the double-digit rate analysts were expecting. Intel blamed that on excess inventory and a slow recovery in corporate IT spending.