Before the crisis Intel viewed itself as just yet another supplier of microchips to powerful OEM's, a pure business to business operation that had computer manufacturers as their customers. They genuinely believed that it's up to end-product manufactures to handle user's compaints and then settle any issues with Intel account managers in the privacy of company meeting rooms.
What Intel didn't realise is that their prior advertising campaign that was hammering "Intel Inside" into consumers' minds and re-enforcing the belief that a PC powered by Intel microprocessor is superior to any other PC was incredibly successful. Intel became a consumer brand, but the company didn't have the structure, nor the mindset to serve the end-consumers directly!
When the denial was over and it became apparent what the actual problem is - not the microprocessor flaw, but the company's perception of itself - Intel moved with energy, quickly and decisively: hired hundreds extra staff, changed reporting lines, created an entirely new end-consumer servicing structure - all within weeks.
I thoroughly recommend reading Andy Grove's book for the Intel's side of the story.
http://www.intel.com/pressroom/kits/bios/grove/paranoid.htm http://www.amazon.com/Only-Paranoid-Survive-Andrew-Grove/dp/...
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> From personal experience, executives and leadership who started off in the electronics and hardware industry are much more vicious and cutthroat than their peers who started in software.
Only The Paranoid Survive is quite a name for a management book. It implies surviving in the world you are speaking about.
[0] https://www.goodreads.com/book/show/66863.Only_the_Paranoid_...