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HomePod First Listen Impressions: ‘Incredible’ Audio With Bass-Heavy Sound That Easily Beats Echo

Following an unveiling at WWDC yesterday, Apple let members of the press get a close-up look at its new Siri-enabled speaker, HomePod, but due to the loudness of the area it was impossible for WWDC attendees to really determine HomePod’s sound quality. Now, a few websites have gotten the chance to hear how HomePod sounds in a normal environment, and shared their opinions of the device online.

According to Mashable, Apple played listeners five songs across four genres and the device had “very good audio.” The HomePod starts up by playing 360-degree audio to itself so it can learn the space it’s in, and then adjusts any subsequent music that’s played with the knowledge of the size of the room.

HomePod requires constant AC power for music playback
Mashable said this worked, and “no matter where I walked in the small listening room, the sound was consistent.”

The audio wasn’t just loud — filling a room with sound, good or bad, is easy — it was rich. The highs were sharp, but not broken. The lows were deep, sonorous, but not chest-thumping.

A classic song with a far less complex mix sounded warm and true and one of Kendrick Lamar’s beat-heavy tunes showed off the HomePod’s bass prowess, I also listened to a live recording of the Eagles’ Hotel California on a pair of HomePods. I noticed that the audience cheers primarily came from one speaker, along with some ambient music sounds and the mains came from the HomePod almost directly in front of me. I did not feel like I was at the live concert, but I was still impressed with the audio quality.

Mashable noted that Apple had in-room comparisons with its competitors, including Sonos Play:3 and Amazon Echo, and that the HomePod easily beat the two other speakers in pure music playback quality. The site noted the disadvantages users face if they don’t use Apple Music, and was unsure how any of the smart home controls would work as press was only allowed access to non-functional demo units, but was ultimately left impressed with HomePod, calling it a “very good speaker” and looking forward to testing it more as December grows nearer.

CNET heard the same five songs, including “The Greatest” by Sia, “Sunrise” by Norah Jones, “Superstition” by Stevie Wonder, “DNA” by Kendrick Lamar and a live performance of The Eagles’ “Hotel California.” The site said that HomePod’s audio was “bolder and more vivid” than Sonos Play:3, and in general “a lot better than Amazon Echo.” CNET was also impressed how HomePod can separate vocals from ambient, instrument-based sounds, and how two HomePods in one room can recognize one another and automatically adjust playback for the best spatial sound output.

HomePod came off as bolder and more vivid than Sonos Play:3 in the experience I tried, and a lot better than Amazon Echo. I’d also say the music sounded consistently vivid and crisp in a quiet space, more so than the Sonos and Amazon comparisons on-hand. But the one thing I didn’t get to experience was how HomePod can listen, talk and suggest things. I couldn’t request music, or ask for the weather, or try any smart controls.

It’s hard to tell what any of this means right now, and a full review of the final product is the only way to determine any real meaningful thoughts on HomePod-as-home-audio-device. But, right out of the gate, Apple is clearly going for music over smart assistance as HomePod’s major draw. But as the most expensive speaker of the three — it costs almost double the price of the Echo — its superior sound quality is to be expected. It needs to earn that bigger price tag.

In the controlled demo environment, What HiFi? noted the HomePod’s strong bass and crisp vocals on Sia’s “The Greatest,” which made the Echo “almost pedestrian” in comparison. Even with TruePlay calibration on Sonos Play:3, the Sonos speakers “appeared uncharacteristically flat” versus HomePod. The site did note that throughout the session songs felt more bass-heavy than some of the other speakers in comparison, and it remains unclear if Apple will allow users to tweak audio playback in some way.

As Sia’s The Greatest played out, the HomePod sounded impressive: strong bass rang out – which was perhaps the overriding audio takeaway for the speaker – but the vocals still seemed sharp and crisp. In comparison, the Sonos Play:3 appeared uncharacteristically flat, while the Amazon Echo felt almost pedestrian.

We also heard a pair of HomePods playing a live recording of Hotel California by The Eagles. The attention to detail was striking, with different instruments sounding discretely realised. Did we feel like we were at the concert? Maybe not, but it did sound powerful.

Engadget called HomePod’s audio “incredible,” and compared to both rivals in the demo area, “it blew them both out of the water.”

The HomePod however, sounded crisp and bright no matter the musical genre fed through it — it rendered The Eagles as well it did Kendrick Lamar. As a reminder, there’s a huge woofer and seven tweeters inside, all meant to make audio sound as vivid as possible no matter where you are in a room.

And the Echo? Well, I’ll put it this way: if listening to the HomePod was like listening to a CD, then audio through the Echo sounded like AM radio. In my experience it’s excellent for audiobooks, but if given the choice, I’d rather have the HomePod pump out my jams.

It’ll be a while before the HomePod official goes on sale, but right now it has one clear edge over the competition: it’s just a killer speaker.

The takeaway from most first impressions of Apple’s HomePod appears to be that it easily beats the competition offered up in the demo, but as many sites noted, that’s an expected outcome. We’ll still have to wait until closer to the HomePod’s holiday launch in December to see more true-to-life audio tests, how voice controls work with Siri, and how successful the intelligent assistant is at performing tasks within Apple’s new smart speaker system.

For more HomePod impressions, check out these sites: BBC, The Verge, Business Insider, Pocket-lint
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Source: Uber harassment findings result in 20+ fired after 215 claims investigated; a separate Eric Holder-led probe has sent recommendations to board

Uber has hired well-regarded management academic Frances Frei as its first SVP of leadership and strategy, in a high-profile bid to make a series of changes inside the troubled car-hailing company to turn around what many consider a broken organization.

Frei will commute to San Francisco from Cambridge, Mass. — where she has worked at Harvard Business School and lives with her wife and children. Her charge is broad, with everything from training managers and top executives, to helping human resources head Liane Hornsey with recruiting and creating a zero-tolerance policy on sexual harassment, to turning CEO Travis Kalanick into the kind of executive that befits a company that is worth close to $70 billion and on a path to IPO.

Frei, who is the author of “Uncommon Service: How to Win by Putting Customers at the Core of Your Business,” has been consulting with Uber for several months already, and said she was enticed to come on full-time because of the major challenges the company faces.

“[Uber] feels for me, given all the bad circumstances, as sanded, and that it is ready to have some education painted on it,” she said in an interview this morning, in what is an arguably unusual metaphor. “My goal is to make this a world-class company that can be proud of itself in the end, rather than embarrassed.”

That embarrassment, in fact, is to come this week, when parts of a report that was delivered last week to only the subcommittee of the board — Arianna Huffington, Bill Gurley and David Bonderman — is likely to become public, at least to employees.

The key figures here are former Attorney General Eric Holder and Tammy Albarran, partners at Uber’s law firm, Covington & Burling, who have been conducting a wide-ranging investigation into the company’s internal culture. According to many sources, Albarran has done much of the heavy lifting in the interviews that have taken place.

Sources also add that the Perkins Coie law firm has been helping with some parts of the investigation, including individual questionable incidents that have resulted in many firings already.

In any case, a redacted version of some sort — likely the recommendations and not the actual findings — is expected to be delivered to employees by Kalanick at some point. There is an all-hands scheduled for tomorrow, but sources said that since so many key figures still have not seen the report, full revelations could take longer to be unveiled.

This timing has also been subject to debate by board members, especially since Kalanick’s mother was killed recently in a boating accident and his father remains in critical condition at a Fresno hospital from the same incident.

Kalanick has been at his father’s bedside most of the time, which is why some thought that there should be a delay in airing the report out to allow him some time to cope with the tragedy. Others think the best action is to keep pressing on, so that the issues raised by the report could be dealt with as soon as possible.

Earlier, the company’s leaders had said that it will release part of the report publicly. Uber confirmed that it intends to make the recommendations public, but could not comment on whether any of the findings will be released.

That’s why there is also a definite external and public relations element to the Frei hiring. Her tenure at HBS has been marked by her role in the famous and somewhat controversial effort to turn around that organization and give it what the New York Times dubbed a “gender makeover, changing its curriculum, rules and social rituals to foster female success.”

Frei herself got some pushback there for her use of the word “unapologetic” about those changes. “The interventions had prompted some students to revolt, wearing ‘Unapologetic’ T-shirts to lacerate Ms. Frei for what they called intrusive social engineering,” wrote Times reporter Jodi Kantor.

Well, Frances, welcome to your biggest challenge ever. That would be Uber of San Francisco, which has been mired in a burgeoning set of controversies around a range of issues that erupted after allegations made in an explosive blog post by former engineer Susan Fowler about sexism and sexual harassment.

Which is to say that a deeply inexperienced, siloed and yes-men management and a culture crack-addicted to breaking the rules, even the good ones, has led to a variety of indiscretions and outright bad behavior that have gone unchecked for far too long. And it’s not just sexism and sexual harassment that rears its always ugly head, but also a sense that too many of those above are just as flawed as those below. Which leaves the feeling that there is no one in charge who can stop it.

If you read Fowler’s piece carefully, it was much more about core management fuck-up-ery at the company, which seems to have been run in a “Game of Thrones” style, than about anything else. While the charges of pervasive sexism and too much sexual harassment are certainly serious, what ails Uber is a corporate structure that needs drastic overhaul.

It’s fair to point out that lots of Silicon Valley companies have had and continue to have these very same issues — from Google to Facebook to Microsoft to Apple. But none has those faults in the kind of unctuous quintessence you find at Uber.

That’s what I discussed with Frei this morning in a long interview about what her role will be, including the optics of bringing in a woman to clean up the mess made largely by its men. I found Frei to be as earnest and indefatigable as her reputation, and quite willing to make trouble, wearing an Uber-branded shirt despite all the negative comments she now gets when people see it.

“I don’t want to be insulated,” she explained, adding that it gives her ample opportunity to hear what people think about Uber. “I can ask everyone for feedback and, especially from drivers, get novel ideas that I pass on to the right team.”

Frei started consulting at Uber from her perch as senior associate dean of executive eduction at HBS, where she worked on expanding the famous business school’s programs in Cambridge and internationally. There she also worked on the process of fixing HBS’s gender-equity problem, and also on things like putting practices in place to put more women on boards.

Her work at Uber increased as she spent more time with Kalanick, she said, especially since it gave her the chance to create a better leadership team.

Frei is not shy in noting that the current one has not been up to snuff. “What has been lacking for him is a team he can rely on,” she said, noting that was Kalanick’s fault, too. “I think that it never made it to the top of the priority list.”

Among things that more experienced execs put in place and Uber top management did not, Frei ticked off: No professional offsites (Note to Frances: Famously wild parties in Miami and Las Vegas do not count), no clear weekly agendas and no clear accountability to each other. Also an issue, a top leadership with far too many vacancies, including CFO, COO, CMO, general counsel and, oh yeah, head of engineering.

And even more issues: Inexperienced and untrained managers throughout the organization, with either too few employees or too many. Uber now has about 3,000 managers for its 14,000 employees, which is a lot, since the ratio is usually one to eight.

Frei said she would focus a lot on coaching and getting people trained. “I want to show people the pebbles in front of them that they might see as boulders and help sweep them away,” she said. “The people who have left have largely attributed it to bad interaction with managers, and that has been unfair to put those managers in place without any training or skills and no development.”

In her strategy job, one challenge is to get execs and employees to row in the same direction. “It should be a good direction, and we have to overcome the ethos of being seen as pioneering,” she said, noting that can degenerate into doing the same thing over and over. “At 14,000 people, there is a question of how much re-pioneering is needed over getting strong systems in place.”

She said that so far in her talks with employees, about “95 percent” of them welcome the fixes, even if a recalcitrant and powerful group of people like things the way they are.

Also on Frei’s plate is diversifying management, which Uber has come to later than other companies. “The path I always see is that companies start out homogeneous and then try to have a diverse group,” she said. “But then they don’t manage it, and it performs worse, unless you also teach the skills of inclusivity.”

The same is true, she said, of Uber’s board, and she is pushing to add more independent members that do not have an employment or financial conflict. “The accountability has to expand to the board,” said Frei.

While she demurs on whether she worried that coming to Uber might hurt her reputation, she insisted that “really awesome people want to come here.” Then she added her reason why: “Honestly, it could go either way … but you could be part of the inflection point of it going even higher.”

Her biggest job for sure is Kalanick, a CEO who has a pugnacious reputation and also an emotional quotient that clearly needs an upgrade. While his type is not uncommon for Silicon Valley, most leaders in his league have evolved — from Facebook’s Mark Zuckerberg to Snap’s Evan Spiegel to Microsoft’s Bill Gates.

“I have spent a lot of time with him, and he has said he wants help and is willing to take it from a leadership team,” said Frei. “We will not win with a silo-maker CEO, and he very readily said, ‘I don’t have all the answers and I need help.’”

While Frei acknowledged that such talk is cheap, she noted that Kalanick has “enormous strengths, and where there are weaknesses, we have to make it up for him … because his problems and problems with the company are identical.”

She noted that getting the notoriously singular Kalanick to rely on others is a challenge (and to stop him, in my humble opinion, from relying on his bro-pals).

“I think the key is a really strong leadership team; that he uses them and then he can do what he chooses to do,” said Frei. “But I have yet to meet a person who wants to evolve at a faster rate.”

Frei said that the standing issues around sexism and sexual harassment are Uber’s most glaring problem, caused in part by an absence of constraints. “What I stand for is super clear,” she said. “On my watch, if there is something like that is going on, there will be swift and strong action.”

Step one, she said, was to “make it discussable and have processes,” which Uber had inexplicably not done. “Sexual harassment creeps in and it never creeps out,” she said. “It is an organizational manifestation we have, and we just can’t have, even if there is just one … the best organizations are ones built for women to thrive.”

So why should anyone believe her or anyone declaring change is afoot at Uber, when its history tells a different story?

“We need to take repeated action, and I don’t think words can fix that other than continued observation of good behavior,” said Frei. “It is going to take a while for everyone to believe — some believe on faith, some on evidence.”

Her goal for the company, Frei said, is the same as she has for Kalanick: “He and Uber can wobble, but not fall down.”

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Hikvision announce Turbo HD integration with Milestone XProtect Device Pack 8.9

January 6, 2017 Hikvision, the world’s leading supplier in innovative video surveillance products and solutions, has announced that their family of Turbo HD analogue solutions can now be integrated with Milestone’s XProtect Device Pack 8.9 VMS software.

As a result of working with Milestone to kerui alarm achieve optimal interaction between disparate manufacturers’ devices, Hikvision’s Full HD analogue encoder DS-6700HQHI-SATA series can now be fully integrated into Milestone’s XProtect open platform networked video management software (VMS). While the Hikvision encoder supports HDTVI signal input, this means that Hikvision’s entire Turbo HD range of cameras can be supported to provide an integrated Milestone controlled Hikvision based system.

Hikvision Turbo HD.jpg“Hikvision’s Turbo HD sunray 800 hd se  is now amongst the analogue Full HD encoders to be integrated within Milestone’s VMS software,” says Jens Berthelsen, Partner Alliance Manager at Hikvision. “This is a major step for Milestone customers who can now access Hikvision Turbo HD device support and functionality to get the utmost to enhance their security installations’ performance.”
Hikvision Turbo HD Analogue Solution enables existing coaxial-cable based CCTV systems to be upgraded to high-definition surveillance with simple and cost-effective installation.

Alongside the news of Milestone XProtect Device Pack 8.9 support, in January 2017, Hikvision will be introducing their expanded Turbo HD family, which will feature a full range of Hikvision analogue cameras at 5MP resolution, longer transmission distances, increased signal capacity, and more versatile products for different vertical markets.

To learn more about Hikvision’s video surveillance products and solutions, visit their booth at INTERSEC Dubai, # SA-A12.

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About Milestone Systems
Milestone Systems is a global industry leader in open platform IP video management software, founded in 1998 and now operating as a stand-alone company in the Canon Group. Milestone technology is easy to manage, reliable and proven in thousands of customer installations, providing flexible choices in network hardware and integrations with other systems. Sold through partners in more than 100 countries, Milestone solutions help organizations to manage risks, protect people and assets, optimize processes and reduce costs.

About Hikvision
Hikvision is the world’s leading supplier of video surveillance solutions. Featuring the industry’s strongest R&D workforce, Hikvision uses its state-of-the-art manufacturing facilities to design and develop innovative CCTV and video surveillance products for any security need. For more information, please visit Hikvision’s website at www.hikvisionstores.com

Hikvision to Establish R&D Centre in Montreal and Research Institute in Silicon Valley

Feb. 15, 2017    Hikvision, the worldwide leader in innovative, award-winning video surveillance products and solutions, today announced that Hikvision plans to establish an R&D Centre in Montreal, Canada and a Research Institute in California’s Silicon Valley, California.

 

“These two major investments underscore Hikvision’s R&D globalisation strategy and the commitment to providing innovative, cutting-edge technology products tailored to the needs of our worldwide partners and customers,” Yangzhong Hu, CEO of Hikvision said.

 

Expected to open in 2017, the Montreal Hikvision R&D Centre will focus on engineering development. The Silicon Valley Hikvision Research Institute will focus on broad technology research.

 

Montreal is an ideal location for the new R&D Centre because of its excellent talent pool and business-friendly environment. Likewise, the high-tech hub of Silicon Valley is the logical location for the Hikvision Research Institute.

 

Based in Hangzhou, China, Hikvision store has more than 8,000 R&D engineers, one of the largest in the video surveillance industry, and it dedicates about 7 percent of its revenues to R&D. The R&D Centre and Research Institute in North American will be the first established outside of China. This move is “part of Hikvision’s global strategy to advance its local support and service in regions outside of China,” said Hu.

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DV9823BG-PAKG Easy Way to Give Your Car Full Media Capabilities.
The DV9823BG-PAKG is a 9 inch LCD adjustable headrest monitor with built-in DVD player and more. Thanks to its ingenious design, you can watch DVDs, listen to MP3s, and even play video games on it — you’ll have a ready-built entertainment system that just slides right onto your car seat.
Simply put, the DV9823BG-PAKG is an easy way to give your friends and family everything they need to make long car trips fun, and it displays pictures in a crystal-clear 800 x 480 resolution, which means you get superior video quality at a great value. Available in three colors (Black, Gray, and Tan) to match your car’s interior. It can be swived to hide the screen inside and provide sun protection when it’s not in use.

Your friends and family can play 32 exciting videogames, so you’ll never run out of things to do
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Featuring classic-style arcade games, platformers, and more, your passengers can play 32 action-packed videogames using the wireless controller that comes with the unit.

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With DVD-R/RW, CD-R/RW, and MP3/MP4 playback, you can watch movies and listen to music recorded right off your computer — and with DivX support, you can enjoy your recorded movies in one of the highest-quality video formats available.

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The DV9823BG-PAKG supports SD Cards and USB flash drives, so you can quickly load music and movies from your computer or other devices onto your card and play them back with ease. Just insert the card into the SD slot and you’ll have access to a wealth of entertainment options, all on one tiny disk.

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Play the DV9823BG-PAKG through Your Car’s Speaker System – All It Takes Is a Click of the Button
You can use the DV9823BG-PAKG through your car’s audio system without the hassle or cost of connecting the player to your car’s speaker system. Thanks to the built-in FM transmitter, all you need to do is tune to a radio station, and your entire vehicle can enjoy what’s being played.

Watch Movies and Listen to Music with Wireless Headphones
The DV9823BG-PAKG also has a built-in IR transmitter, which lets you watch movies with IR-compatible wireless headphones — so everyone can enjoy the ride in peace and quiet.
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The DV9823BG-PAKG comes with two video inputs and one set of stereo audio inputs. The extra video input cable lets you use your in-dash DVD player to play movies through the DV9823BG-PAKG, so the entire vehicle can watch the same movie, while audio is played through the vehicle’s speakers. You can also connect a videogame console, iPod, or Blu-ray Player — anything that uses composite video — to the player at the same time.

Wireless Infrared Headphones with Changeable Colorful Cover

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7″ TFT-LCD Monitor Is an Easy Solution to Bring Multimedia to Your Vehicle
The KIT is a 7-inch LCD monitor for your passenger-seat headrest. Time-consuming or expensive installations aren’t necessary here – simply replace your passenger seat headrest with the unit, and your passengers can enjoy movies, music, and more, on a brilliant wide-screen high resolution monitor.

These units come in three colors (Black, Gray, and Tan) to match your car’s interior.

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The kit comes with one set of video and audio inputs, and two separate video input cables. You can connect a videogame console, iPod, or Blu-ray Player — anything that uses composite video — to the player.

Using the additional video input cables, you can also hook up an additional device to the monitor and switch between them as desire goes.

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Watch Movies and Listen to Music with Wireless Headphones
The kit also has a built-in IR transmitter, which lets you watch movies with IR-compatible wireless headphones — so everyone can enjoy the ride in peace and quiet.

And More!
Full-Function Wireless Remote
A full-function wireless remote is included, so you can change channels and adjust settings without having to get out of your seat. It’s so powerful it even works from the front seat!

Built-in Monitor Controls
You can also tweak your monitor’s display using the built-in monitor controls. Too much contrast? Not enough saturation? No problem! Just use the included full-function remote to wirelessly adjust your monitor’s settings so you can get a picture that’s perfect for you.

Product Description
On long trips, it’s important to keep the backseat entertained and the driver comfortable. That’s where this adjustable headrest with built in 7″ LCD monitor comes in. The picture on the screen is bright, crisp and accurate, thanks to thehigh resolution, 300:1 contrast ratio, and widescreen 16:9 display ratio. These take two standard RCA inputs, so you can hook up your DVD player, video iPod, or video game console with ease. A full function remote control provides complete wireless access to your monitor’s settings. The kids will enjoy themselves in the backseat and you’ll be comfortable and safe in the front knowing a headrest will protect you. A 3.5mm jack on the front allows you to easily connect an iPod or MP3 player. These monitors are also compatible with IR wireless headphones, so you can enjoy peace of quiet while the backseat has a blast. Best of all, these headrests are easy to install, and fit in many car and SUV models. Color: tan.

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Silicon Valley legend and former Intel CEO Andy Grove passes away at 79

Intel announced today that the company’s former CEO and Chairman Andrew S. Grove, who was born in Hungary as András István Gróf, died today at age 79.

Grove was one of the key figures of the information age, and he was famous for his hard-charging management style, summed up as “only the paranoid survive.” He was present as a founding employee of Intel alongside founders Robert Noyce, who died in 1990, and Gordon Moore, who still survives as Intel’s chairman emeritus. Not only did Grove play a key role in making Intel into the world’s biggest chip maker, he also set the pace for competing in what has become a $347 billion global industry.

Grove became Intel’s president in 1979 and he became CEO in 1987. He served as chairman of the board from 1997 to 2005. He wrote best-selling books, including High Output Management (1983) and Only the Paranoid Survive (1999) that encapsulated his Darwinian philosophy and helped set Silicon Valley on a treadmill of relentless self-improvement. He spoke out on an array of public issues that made him into a larger-than-life personality. To this day, thanks in no small part to Grove, Intel makes some of the most intricate, complicated, and lucrative products on earth — all from silicon, or what would otherwise be worthless sand.

“We are deeply saddened by the passing of former Intel Chairman and CEO Andy Grove,” said Intel CEO Brian Krzanich, in a statement. “Andy made the impossible happen, time and again, and inspired generations of technologists, entrepreneurs, and business leaders.”

Andy Grove, former CEO of Intel.

Above: Andy Grove, former CEO of Intel.

Image Credit: Intel

(See more reactions from Silicon Valley leaders).

Grove had a life that was made for the history books. As András Gróf growing up in Budapest, Hungary, Grove was born on September 2, 1936. He was nearly killed at age 4 when he contracted scarlet fever, and it gave him a life-long hearing disability. He was a pudgy kid, and was teased for being bad at soccer. He was awkward with girls.

He was a toddler when World War II started. When he was eight, the Nazis occupied Hungary and deported nearly 500,000 Jews to concentration camps. Grove and his peers had to wear yellow stars of David. His mother took on a false identity and was saved by friends. His father was taken to a labor camp. Many of his peers never survived the Holocaust. His father survived the labor camp, and he returned emaciated.

At a very young age, Grove said he wanted to be a journalist. Grove revealed this early history of his life in an interview with Time magazine, when he was named Man of the Year in 1997. He later wrote more about those memories inSwimming Across, the most personal of his memoirs, published in 2001. In that book, he disclosed that his mother was raped by Russian soldiers.

The Soviets occupied his native country. In 1956, the Hungarian Revolution broke out. The occupying Russians arrested Grove’s uncle, a journalist, and the newspaper began rejecting the young Grove’s articles.

” A career in journalism suddenly lost its appeal,” Grove wrote in Swimming Across.

The title of the book is a reference to a story that one of Grove’s physics teachers told. He said to parents that life was like a lake and that all of their children were trying to swim across. “Not all of them will swim across. But one of them, I’m sure, will. That one is Grof.”

Grove was 20 years old, and he decided to flee across the Iron Curtain to Austria. He said he had to crawl through the mud across the border. He made an elaborate trek across the country with another friend. A farmer guided them to the Austrian border, for a fee. He made his way to the United States in 1957, and he changed his name to Andrew S. Grove. He was had $20 in his pocket.

His luck was turning. Rescue groups and other immigrants took care of him. He met his future wife, Eva Kastan, at a summer resort and married her in 1958. He studied chemical engineering at the City College of New York, a school that he later donated more than $26 million to after he retired. He got his doctorate at the University of California at Berkeley in 1963, and that placed him in one of the key places of the world at the dawn of electronics.

In 1963, Gordon Moore hired Grove as a researcher at Fairchild Semiconductor, which he and Noyce had started after they left (along with the rest of the Traitorous Eight) Shockley Semiconductor. At Fairchild, Grove rose to assistant head of research and development under Moore. When Noyce and Moore left Fairchild to found Intel in 1968, Grove was their first hire. Noyce was a natural leader and a great technologist, but he wasn’t a taskmaster. Grove was hired to keep order.

He instituted disciplined, military-style behavior, such as a “late list” for anyone arriving after the designated start time. But he ran the company in an egalitarian way, and he had a normal-size cubicle for his office. Such practices became normal in Silicon Valley, where it was often easy for employees to go down the street to get a new job.

Intel's original Pentium chip.

Above: Intel’s original Pentium chip.

Image Credit: Pauli Rautakorpl/ Flickr Creative Commons

Intel pioneered chips such as dynamic random access memory (DRAM), which is still used as main memory in personal computers and other devices today. But in the 1970s, the Japanese were “dumping” memory chips at below-cost prices in order to drive rivals out of the market. In a famous strategic retreat, Grove had a conversation with Moore. They asked each other what would happen if a new CEO came into Intel. The answer was obvious. They would exit the DRAM business. So Grove said he suggested the unthinkable, “Why don’t we do that ourselves?” Intel did so, and it focused on its fledgling microprocessor business. That turned out to be one of the best business decisions of all time.

Grove’s decisions inspired books such as Clayton Christensen’s The Innovator’s Dilemma, which pointed out how rare it was for a company to decide to shelve a product it pioneered and disrupt its own business. Grove sought to disrupt Intel’s business before someone else did it to Intel. He worried about discerning “signals from noise,” or looking for those special moments that were “strategic inflection points,” when something big changed and the trends were truly turning in another direction.

Under Grove’s leadership, Intel had a fractious history. He sparred with Advanced Micro Devices CEO Jerry Sanders over the rights to the x86 architecture, which became the basis for the microprocessors that were the brains of the personal computer. Intel beat out Motorola to become the supplier of processors for the IBM PC. During Grove’s leadership, Intel grew its annual revenues from $1.9 billion to more than $26 billion, but it was also accused of anti-competitive behavior.

That led to an eight-year feud with AMD over legal rights to the microprocessor. Grove called AMD’s copycat tactics “the Milli Vanilli of semiconductors” after the lip-syncing rock duo.When Grove’s successor, Craig Barrett, settled that lawsuit, it was like the end of Silicon Valley’s equivalent of the Cold War.

Under Grove, Intel pulled away from the competition, beating out dozens of companies that made microprocessors. In 1994, Intel launched its Pentium processor, which helped seal its dominance. But Grove had a blind spot, as became evident when a math professor found a flaw in the Pentium. He approached the onset of that problem as a scientist would, noting it was a very rare bug that an average spreadsheet user might encounter once in every 27,000 years. Since it had been pointed out, it was  something which could be avoided.

Andy Grove, former CEO of Intel

Above: Andy Grove, former CEO of Intel

Image Credit: Steve Jurvetson/Flickr Creative Commons

“In other words, if you know where a meteor will land, you can go there and get hit,” Grove complained about the Pentium’s detractors.

But Intel hadn’t realized that its powerful Intel Inside campaign had made everyday users aware that it had created the Pentium, and that Intel was ultimately responsible for a flaw in the device. The joke of the day: “What’s another name for the Intel Inside sticker they put on Pentium-based computers? A warning label.” After IBM said it would stop selling the chips, Intel had to recall the flawed Pentiums and replace them at a cost of up to $475 million. Grove apologized.

“In a sense, this is a moment in Intel’s history as we evolve into a consumer technology company, ” Grove said in an interview with me. “I wish the lesson was a little less painful for us and everyone else involved.”

I remember interviewing Grove about the Pentium bug while I was a reporter at the San Jose Mercury News. He was very intense, direct, and smart in the way that he answered questions. He had a legendary temper, sometimes taking off his hearing aid to indicate that a meeting was over. But he was perfectly fine with having employees yelling back at him. Grove called this “creative confrontation.” In 1984, Fortune named Grove one of the nation’s toughest bosses.

“I worry about products getting screwed up, and I worry about products getting introduced prematurely,” Grove wrote in Only the Paranoid Survive. “I worry about factories not performing well, and I worry about having too many factories. I worry about hiring the right people, and I worry about morale slacking off. And, of course, I worry about competitors.”

Grove had a huge impact on those around him. One of his admirers was Renee James, who I interviewed many years ago when she was the “technical assistant” for Grove. She helped him do his PowerPoint slides for his speeches, but grew into a role as an advisor and executive assistant. She told me that she heard Grove say so many wise things that she would write them down at night. She became a close confidant and was named chief of staff. She eventually rose to a role as president of Intel.

Grove was polite during our interactions over the years. He respected me as a journalist, but he was often probing for hard opinions from me. As a journalist, trained to be a neutral observer, I had a hard time with this. But he always made me think, and I always tried hard to come up with good questions when I met with him. But I’ll say this now. He was brilliant.

While at the San Jose Mercury News, I had this interchange with him:

Q What should companies do?
A What we are doing collectively is hiding from our world and theirs, the uninsured. Nobody challenged my information about the growth of the problem. Let’s assume for the moment I’m right. What’s the A.R.?

Q What?

A Oh my god. You’ve been covering Intel for how long and you don’t know what A.R. stands for?
Q What?

A Action required. An Intel acronym. The first action item goes to you guys. I reach 200 people. If you keep repeating it, and rub our world’s nose into it, you will have moved the ball forward. An increasing number of people will be terribly uncomfortable that we know what is happening and we talk around the issue as if it didn’t exist. That is how far I have gone.

As he had grandchildren, he softened. He came to view his role as a statesman of the industry. He created Intel Architecture Labs as he realized that his company — as one of the most profitable parts of the PC food chain — was unique in the industry in having the funds to invest in fundamental research. Intel took on a role as a technology leader, rather than just a component supplier, during Grove’s rein.

In a mea culpa, Grove wrote about the Pentium bug experience in Only the Paranoid Survive, which I consider to be one of the top 25 technology books of all time. Yet Intel never held Grove personally responsible for that problem. Under Grove, Intel saw a 4,500 percent increase in its market value, and it grew to more than 64,000 employees.

“Andy approached corporate strategy and leadership in ways that continue to influence prominent thinkers and companies around the world,” said Intel Chairman Andy Bryant, in a statement. “He combined the analytic approach of a scientist with an ability to engage others in honest and deep conversation, which sustained Intel’s success over a period that saw the rise of the personal computer, the Internet and Silicon Valley.”

Grove and his wife, Eva, were married for 58 years and had two daughters and eight grandchildren. In his later years, he suffered from Parkinson’s Disease. In his second career, he became a health and patient advocate. He argued that the state of healthcare was a “goddamn, horrible thing.”

Asked about whether his advocacy would be good for Intel, Grove said to me, “Am I self-serving? I’m self-serving on my behalf and your behalf and everybody’s behalf because I don’t want to live in a country that is at the end of this if we don’t act. If your next question is, ‘Why is this a good business for Intel?’ I have no idea. I don’t know if it is. The alternative will be bad. What I am trying to do is say, ‘Let’s stop arguing what we would like the weather to be the day after tomorrow.’ Let’s act on something that is pretty close to a fact and do something about it before it gets worse.”

As for his fame, Grove said to me in 2006, “A book of 500 pages written about me is kind of an awkward deal. I found it embarrassing to talk about and interesting to read. I agree with the perspective on most things. I disagree with some of them. I find myself arguing with pages here and there. I will not tell you what they are.”

Grove was active in philanthropy and public policy issues during his retirement. Diagnosed with prostate cancer, he authored a 1996 cover story in Fortune that explained his decision to undergo an unconventional, but ultimately successful radiation treatment.

I remember watching Grove debate George Gilder, an author and conservative philosopher, about the value of government. Grove pointed out that the U.S. space program was responsible for the advances in semiconductors in the 1950s and 1960s, making it possible to do the necessary research that eventually turned chips into a successful commercial industry.

During that debate, Grove mentioned that he didn’t think biotechnology would become bigger than electronics. Grove said, “I’ll be dead by then.”

Futurist Paul Saffo replied, “Not if biotechnology works.”

Andy Grove (left) and Gordon Moore.

Above: Andy Grove (left) and Gordon Moore in 2013.

Image Credit: Dean Takahashi

He contributed to Parkinson’s research and urged the medical community to more efficiently study the disease. Like Noyce before him, Grove constantly worried about the competitiveness of the U.S. in competition with rivals such as Japanese chip manufacturers. That threat was contained as Japan’s economy weakened, and Intel went on to become the standard bearer of the PC, alongside Microsoft. But Grove had an up-and-down relationship with Bill Gates, then-CEO of Microsoft.

Grove also urged America to be mindful of its competitiveness.

“Since the early days of Silicon Valley, the money invested in companies has increased dramatically, only to produce fewer jobs,” Grove wrote, back in 2010. “Simply put, the U.S. has become wildly inefficient at creating American tech jobs.”

He worried that if the scaling up of technologies such as batteries takes place overseas, the U.S. would lose not just jobs but its ability to participate at all.

Grove writers further, “Should we wait and not act on the basis of early indicators? I think that would be a tragic mistake because the only chance

The last time I saw Grove was in January 2013, when PBS premiered its documentary on the history of Silicon Valley. That event was like a reunion of all the “Fairchildren” and pioneers at Intel. Grove’s hands were shaking from Parkinson’s, and he was hard of hearing. I introduced myself, and I don’t know if Grove recognized me or not.

In his memoir, Swimming Across, Grove concluded, “I am still swimming.” The New York Times closed out its obituary of Grove with this funny quote.

“I’ve had a wonderful life,” he told Wired in a lengthy 2001 interview. “What people are going to write about me 10 years after I’m dead — who caresled display, led curtain, led mesh for stage outdoor led screen advertising led display indoor led displays transparent led screen led mesh
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Power supply: AC=100 -240V
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Wireless receiving sensitivity: 5mV/m
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