20. SEMATECH (https://traloihay.net), located in Austin, Texas, is the world’s pre-
miere semiconductor research consortium, since 1986. Member companies such
as Hewlett-Packard, IBM, Intel, Motorola, and Texas Instruments cooperate pre-
competitively to accelerate the development of advanced semiconductor manufac-
turing technologies.
ACKNOWLEDGMENTS
We’d like to thank the people who have continued to develop the LDF programthroughout other business groups at Intel: Steve Thomas, Dorothy Lingren,Brian Schwarz, Lori Emerick, Dina Sotto, Elisa Abalajon, and Mariann Pike.They have managed to transfer the LDF program in its entirety without sacri-ficing its quality or integrity. Other Intel employees who have facilitated the LDFProgram at Fab 12 include Laurel Henkel, Paul Denham, Dennis Danielson,Louise Williams, and Tom Eucker.
ABOUT THE CONTRIBUTORS
Dale Halm,a twenty-year veteran of Intel Corporation, is currently the man-ager of Organizational & Leadership Development for Intel’s Fab 12 micro-processor factory in Chandler, Arizona. Dale holds a M.A. and B.A. in SpeechCommunications from Northern Illinois University.
Janelle Smithis the LDF Program manager with nine years’ Intel experience.Prior to Intel, she was a captain in the U.S. Air Force, with a B.S. in industrialengineering from the University of Arkansas.
Susan Rudolph,an organizational development specialist with seven years’Intel experience, holds a B.S. in business management and psychology & socialsciences from Kansas State University.Together, Janelle, Susan, and Dale leverage their passion and commitment topersonal transformation to build the leadership capabilities of Intel’s managers.
S S
CHAPTER TEN
Lockheed Martin
Big change, fast—that was the demand made on Lockheed Martin’s tacticaljet business. The alternative to meeting this change challenge was not onlyto lose the largest defense contract in history, but also to become a second-tiersubcontractor at best, or be put out of business at worst. This is the story ofhow the company met this challenge. It offers readers best practices forapproaching “big change, fast” when the stakes are high . . . and whenthe alternative might be going out of business.OVERVIEW 240BACKGROUND 241A RAY OF HOPE? 242A CULTURE OF RESISTANCE 243SHAPING THE FULCRUM BY DEFINING CRITICAL BEHAVIORS 244POSITIONING THE FULCRUM BY CLARIFYING ACCOUNTABILITY 245A HOPEFUL BEGINNING 245LEVER #1: FORMAL LEADERS BECOME TEACHERS 246LEVER #2: INFORMAL LEADERS BECOME PARTNERS 247CAVEATS 249THE IMPACT? 251YOU CHANGED THE CULTURE. SO WHAT? 252SUMMARY AND BEST PRACTICES 253APPENDIX 254Everett Rogers: Lessons from Known Studies of Diffusion 254Survey Details 255EXHIBITSExhibit 10.1: Crucial Conversations in Six Sigma 256239
