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St. Bob—
RobertNoyce

An excerpt from

“St. Bob—Robert Noyce” is one of the profiles included in Michael S.
Malone’s The Big Score: The Billion-Dollar Story of Silicon Valley. In
Malone’s words, “The Big Score survives because it’s the only panoramic
history of the Valley’s founding days written while they were still playingout,” and the figures in each profile built the firms that ushered in theelectronics revolution. Stripe Press is republishing the book in 2021,
with a new foreword from the author.

Profile
St. Bob– Robert Noyce

The canonization of Bob Noyce began long before Esquire magazine
hired that chronicler of cultural icons Tom Wolfe to profile the Silicon
Valley pioneer for the special “50 Who Made a Difference” issue of themagazine. Rather, it had begun two decades earlier, when Fairchild
Semiconductor burst on the scene to become the hottest young company in America, and most of all, when Noyce kicked out the last shiveringpiling holding up the decaying structure of Fairchild by quitting to help
found Intel, the new darling of American business.
But this process of promoting Noyce as the name attached to thesemiconductor revolution didn’t really occur until recent years, with the
belated recognition that, by God, something really did happen out there
in Silicon Valley. And then the promotional program began with the newest bigwigs on the block, like Bushnell and Jobs, and then worked its way
back. In the seventies, Noyce’s peers, like Sanders and Sporck, were accorded at least as much attention as their old boss, and now one of Noyce’s
partners, volcanic Andy Grove, is earning at least as much attention withhis theories of “high-output management.”
But perhaps Bob Noyce wants it that way; one suspects that anotherpart of him thrills at every new burst of publicity and bristles when he ispassed over for some glory he thinks he deserves. Because Dr. Robert N.
Noyce is a man of contradictions. He is neither an individual sufferingfrom deep scars, like Jerry Sanders, nor an unabashed pursuer of fameand glory, like Grove. But, unlike partner Gordon Moore, Noyce is notcontent with relative obscurity. Rather, Noyce loves fame, only he is not

10

The Big Score: The Billion-Dollar Story of Silicon Valley

sure if he should. He wants to be loved, yet knows that to be a successful
businessman requires the periodic administration of suffering to others.
He wants to be a good man but has found that all but impossible with thetwin bedevilments of Silicon Valley life and fabulous wealth.
Probably such duality can only be found in a minister’s son, andfrom the Midwest to boot. Much has been made of the fact that so manyof the pioneers of Silicon Valley came from Middle America. What is often
forgotten is that when these men were born, there wasn’t a whole helluva
lot west of the Rockies, and after the war, when there was, most of thesettlers came from the Plains and not from the East Coast. Further, theroots of these Valley pioneers vary from windswept towns with little morethan a general store and a church to the crowded life of big cities.
In reality, when commentators speak of the heartland roots ofSilicon Valley’s leaders, they are speaking specifically of Bob Noyce,
because his childhood seems to capture the essential schizophrenia between wild ambition and sober engineering conservatism that is at thecenter not only of Noyce’s career but of Silicon Valley itself.
Noyce was born in 1927 in southeastern Iowa in a tiny town called
Denmark. He was the third of four boys, and his father was a preacher in
the Congregational church (as were his two grandfathers). Like mostsmall-town ministers, the senior Noyce was perpetually on the move to
new congregations, his family in tow. When Bob Noyce was six weeks old,
just enough to travel, his family moved the length of the state, to thesouthwestern corner and the town of Atlantic.
Noyce lived in Atlantic until he was eight years old. “My earliest
memory of that period was that it was Depression time. The church
wouldn’t pay Dad, so they paid him produce.”
In 1935, the family moved across the state again, this time to thenortheastern region and Decorah (“a standard Scandinavian/​Norwegian Iowa town”). At age 10 Noyce moved to Webster City, then, at 12,
to Rennow.
The young Noyce was imbued with the small-town attitude of independence and that, combined with natural curiosity, impelled him tolearn how things work. Still, Noyce doesn’t remember having a particularaffinity for things mechanical; rather, his brushes with what might becalled engineering simply grew out of the environment in which he lived.
“It was just sort of the way life was. Dad always managed to have some
sort of workshop in the basement. And it was the usual rural environment of harvesting in the summer and canning in the winter.”

Profile – St. Bob

11

When he was 12, Bob and his next older brother built themselves ahang glider—more like an oversize box kite, really—which nearly got
them killed. A year later came their first car. “We made our first ‘kluge’[primitive] motorized vehicle from an old gasoline engine off a washingmachine. Back in the days when rural electrification was just coming in,there were a lot of gasoline-driven washing machines that were being
dumped, and so they were cheap.”
By this time, the Noyces had moved to the “metropolis” of Grinnell,a college town founded by another Congregational minister, Josiah Grinnell, in 1854 as his own version of a New Eden. Grinnell, a stiff, Republican, and religious town leavened only slightly by college life, would become Bob Noyce’s first—and perhaps only—real home, the place he would
credit for his eventual success and on which he would rain some of thegild of that success in later years.
Being a Congregational center, Grinnell was home to much of that
sect’s bureaucracy for the state. Bob Noyce’s father had proved himself
an able preacher and was awarded the associate superintendency of the
Iowa Conference Congregational Churches, headquartered at Grinnell
College. It wasn’t a high-paying or influential position, but it finally afforded Bob and his brothers a measure of stability in their lives. Now they
could weave themselves into the fabric of the community, become Boy
Scouts and develop their reputations in organized sports, attend dances,meet girls, and lead their lives free from the ever-present fear of having topack up and leave everything they thought mattered.
Young Noyce went through junior high school, graduating at the
top of his high school class. It was in his final years in high school, herecalls, “that I began to feel that maybe I had a little bit more than average ability . . . My last year I took college courses, specifically in physics,
just simply because I was relatively bored with the stuff that was goingon in high school.”
He also worked during those years, detasseling corn and hoeing
beans, delivering newspapers and special-delivery letters.
When the Noyces decided to move to Illinois, Bob chose to stay behind and attend Grinnell, primarily because he had developed a good relationship with the head of the physics department and decided that thiswas where he wanted to go to school.
Remarkably, there was almost no better place in the country for Bob
Noyce to have been at that time. His physics professor, Grant Gale, hadbeen in contact with John Bardeen (a childhood friend of Gale’s wife) and12

The Big Score: The Billion-Dollar Story of Silicon Valley

had obtained from him two of the first transistors, which he studied withhis students, including Bob Noyce. This was in 1948.
In the competitive Noyce family, doing well in school wasn’t enoughto stand out among overachieving older siblings. But Bob found a uniquedistinction by being the only brother to letter in a varsity sport in college—a fact he still seems more proud of than any grades. The letter wasin swimming; Noyce won the state diving championship, and it remains ahobby he still indulges with snorkeling and scuba diving (the Intel insurance underwriters hold their breath every time Noyce holds his).
College was pretty much of a skate for Bob, despite a double majorin physics and mathematics. Just how easy is exemplified by the fact that
he was presented the Brown Derby Award as the student who got thebest grades with the least effort. Noyce filled in his free time with oboe
playing and acting, appearing as the lead in a local radio soap opera. But
in retrospect, the critical education during the Grinnell years came notfrom the classroom but from the community itself: “I think a small town
has some significant advantages, particularly in that you can see a oneto-one relationship between work and success.”
But there was a darker, intolerant, and repressive side to small-town
life, and in his senior year Robert Noyce ran smack into it. The occasion
was a dorm party, and the organizers, some of them veterans, had decided to reproduce a South Seas luau, probably the first in Iowa. But a trueluau needed a pig to roast, and since nobody had any money, Noyce andanother student were charged with the task of stealing a pig from a neighboring farm. The two boys wrestled a 25-pounder out of a pigpen andreturned to campus as heroes.
The luau was a rousing success. The next morning wasn’t. Stealing
pigs in Iowa, like horse thievery 50 years before, was just about a hanging
offense. Noyce and his cohort went back to the farmer to apologize andfound themselves facing criminal charges and expulsion from school.
Straitlaced Grinnell College had no compunctions about kicking out its
top student for breaking the rules. Meanwhile, Noyce, the preacher’s boy
gone bad, suffered the wrath of the community.
But he held up, and after Professor Gale cut some deals with the cops
and administrators, Noyce earned the comparatively light sentence of aone-semester suspension. It was arranged for him to spend that hiatus
working in the actuarial department at Equitable Life in New York City.
Going east wasn’t new to Bob. He had spent the previous couple ofsummers hitchhiking back to a job outside the city in White Plains, carry-

Profile – St. Bob

13ing a tray as a waiter in a country club. His eldest brother was at the timeattending Columbia, so Bob would travel down to Manhattan on his days
off and explore the big city.
This trip back to New York wasn’t the shock it might have been tosome kid just off the farm. But it was spent under a dark cloud. Noyce had
been kicked out of college in a scandal, and now his only prospect was tospend the summer and fall working until the school let him back after
Christmas—if he had the courage to go back and face the town.
Noyce decided to make the best of his stay in the Big Apple. He went
to all the Broadway shows and still passed all of his actuarial exams. He
learned the role of statistics in the sociology of aging, “little facts like how
people really do unconsciously react to financial incentives: If you pay
them to die, they’ll die, if you pay them to live, they’ll live . . . at least statistically.” He also learned enough to make him suspicious about the data
used in developing statistics.
The one other thing that Noyce learned during his stay at Equitable
was that insurance was not the place he wanted to be: “I went into it with
the idea that this was a secure and comfortable place to be. I came out of
it with the feeling that it was a terribly boring place to be.”The Bob Noyce that returned to Grinnell in early 1949 was a mature,professional man with a good idea of where he was going. The first priority was to graduate. Though it appeared that his classmates were now ahalf-year ahead of him, in reality they had only just caught up to all of theextra-credit courses Noyce had taken his first three years. So, without
missing a step, Noyce marched back into school and plowed through hislast semester.
This last semester was a critical time for Noyce because of the training in semiconductors he was receiving from Grant Gale. Even before thenotorious pig episode, Noyce had become infatuated with the transistor
and its implications. “Grant had an infectious interest in transistors that
he passed on to his students. So by my junior year I began to look at [thetransistor] as being one of the great phenomena of the time. And that it
would be something good to exploit—well, maybe ‘exploit’ is the wrong
way to put it—but I saw it as something that would be fun to work with.”
So Bob Noyce, now 22, decided to pursue the study of solid statephysics at the premier school of science on the East Coast, MIT. He enrolled in the doctoral program in the fall of 1949. Unfortunately, wheresome backwater college in Iowa had been busily studying the implications of the Shockley-Bardeen-Brattain discovery, at the mighty

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The Big Score: The Billion-Dollar Story of Silicon Valley

Massachusetts Institute of Technology “there were no professors around
who knew anything about transistors.”
Instead Noyce had to pick and choose among the wealth of physics
and electronics courses that could be used as background in the study oftransistors. As a result, he went into physical electronics: “The major
problems in the field at that time were electron emission from cathode-ray
and vacuum tubes. But still they had many of the same physical properties [as transistors]; you had to learn the language, the quantum theory ofmatter, and so on.”Equally important to Noyce’s education was attending the few
technological conferences revolving around transistor technology. At
one of those events he got to stand, if only for a few days, right at the edgeof the new technology and to meet famous scientists like Shockley andLester Hogan.
“It was a relatively small technical community at that time. So you
knew the names of the authors of the various papers being presented:
You’d see them every summer. It was really quite different from now,where there’s so many people working in the field, and so many different
aspects to be studied. In those days it was still a question of just understanding the phenomena. The field was still virgin, so every time you did
something, you’d learn something new. And it was enormously exciting
because there was so much to learn so quickly . . . ”
Completing his doctorate (his dissertation was “A PhotoelectricStudy of Surface States on Insulators”), Noyce set off to find a job thatwould allow him to indulge his interest in solid state. And right after graduation he married Elizabeth Bottomley, whom he had met in a Tufts musical in which he was performing and she was the costume director.
At that time, just about the only places to go were large establishedresearch laboratories at General Electric, Bell, and RCA. But Noyce, in adisplay of entrepreneurial temperament, decided not to work for any ofthem. Instead, he picked lowly Philco “because the way I put it to myself
at the time was that they really needed me,” Noyce says with a laugh. “At
the other places they knew what was going on, they knew what they were
doing.” An equally important reason, Noyce felt, was that at one of thelarge labs he would be pigeonholed into one tiny corner of technology andwould miss out on the big picture. At smaller Philco he knew he would be
able to wear many hats, including those of both scientist and businessman, and be able to hop around to different projects.
For that right, Noyce was willing to make some sacrifices (the Philco

Profile – St. Bob

15

offer was the lowest of the group). Bob Noyce knew always to choose God
over Mammon, and he was content to make the smaller salary at Philco inexchange for the greater opportunity. (“My only real ambition was to beable to buy two pairs of shoes simultaneously, particularly after havinggrown up in my brothers’ hand-me-downs.”)
It wasn’t long after his arrival that Philco, like all subsequent Noyce
companies, became known as a technology-driven firm. It couldn’t takeon the big boys in every market, but in the one it chose, high-frequency
transistors (used mainly in hearing aids), Philco took the industry lead.
Noyce stayed at Philco for three years. In 1956, he gave a technicalpaper in Washington. Shockley was sitting in the audience, even thenplotting to leave Bell Labs and start up a new company back home near
Stanford University. He was also looking for bright young scientists andwas mightily impressed with Noyce’s presentation. Recalls Noyce, “Amonth or so later he called me up and said he was starting this thing out
here on the West Coast and that he’d like to talk to me about joining him.
Well, Shockley, of course, was the ‘daddy’ of the transistor. And so thatwas very flattering. And I had the feeling that I’d done my stint in the minor leagues and now it was time to get into the majors.
“So, there was no question in my mind that that’s what I wanted todo. I had a brother who was teaching at Berkeley, and, you know, his letters were stories of sunshine and lovely weather . . . ”
Soon after, Noyce was out on the Coast talking to Shockley. It was ameasure of what would become Noyce’s famous self-assurance that hebought a house in the Valley even before he had a job. In fact, he flew into
San Francisco on a red-eye, drove down to the Valley to meet a real estateagent, picked out and bought a house in Los Altos (for $19,000) by noon,and made it to his interview at Shockley by two o’clock.
Needless to say, Noyce got the job. At first it seemed like a godsend.
Here he was, part of a team of brilliant young scientists working for a man
many considered the finest applied scientist of the age. The exclusivity ofthe place was confirmed just a few weeks later, in November, when
Shockley was awarded the Nobel Prize in physics. Shockley took the entire staff to a champagne breakfast at Dinah’s Shack, one of the Valley’s
few serious restaurants. Now Noyce and his colleagues knew they were
special; what other company was run by a Nobel laureate? They felt thatthey were on the brink of changing the world. And in fact they were, but
not with Dr. Shockley.
“First of all, let me say that Shockley is absolutely brilliant. He was

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The Big Score: The Billion-Dollar Story of Silicon Valley

one of those people who could take a problem and just distill it down tothe essence so he could work on it without getting confused by all theextraneous stuff. It was his ability to abstract and really make a significant contribution. He did not read the literature particularly, and consequently did not get caught in the traps that led other people to dead ends.
He was a marvelous intuitive problem solver . . . in terms of being able toattach the mathematics to the essence of the problem and get an answer
out where other people might get stuck in the complexity of the calculations . . . Shockley was an inspiring leader to work for in that he was atremendous generator of ideas.”
But Shockley’s oppressive style, combined with the fact that
Shockley Transistor just couldn’t seem to get anything out the door, finally blew the place apart.
It was years before Shockley forgave any of the Traitorous Eight,
particularly Bob Noyce, who had been Shockley’s favorite. Noyce says, “I
remember his wife talking to Betty, my first wife, when we were all leaving and saying, ‘How could you possibly do this without telling me?’ ”
Three years later, Noyce ran into Shockley at a trade dinner. Shockleysaid, “Hello, Bob,” then walked away.
They would not speak again for 20 years. The occasion was a Christmas party at Les Hogan’s house, when they at last had a long conversationthat in the end revolved around Shockley propounding the theory of diseugenics (the race-IQ question) that had made the old scientist a bit of anembarrassment to his Silicon Valley descendants.
Despite the decades of hard feelings, Noyce holds no bitterness toward his older mentor. Like all who worked for the great scientist, he still
speaks in awe of Shockley’s brilliance, of how he would develop and solidify his latest ideas by patiently explaining them to a younger scientist,
like Noyce. Noyce never forgets that had not Shockley decided to comehome to Stanford, and had he not had the ambition to start his own firm,
there would never have been a Fairchild and, by extension, never the
Silicon Valley that has made Robert Noyce a rich and famous man.
But at the time, having walked out of Shockley Labs with the rest of
the Traitorous Eight, Noyce found himself almost by default taking over
Shockley’s role at the new company, Fairchild. How he did in this newrole in comparison to that eminence he had just left is apparent in theesteem in which Noyce is still held by those who worked for him. Thesemen, many of them now famous businessmen in their own right, revere
Noyce even though for many he is their toughest competitor. In the Silicon

Profile – St. Bob

17Valley pantheon of Great Men, only Noyce has been elevated into theranks of Hewlett and Packard; he commands the respect of everyone
from the flamboyant Jerry Sanders to hard-bitten Charlie Sporck and thelegions of new startup presidents who long to someday be just like him.
Part of this respect is the result of sheer timing. Noyce was there at
the beginning, and for many of these now powerful men, he was their firstreal boss. Another source of respect, particularly among people who only
know the man from his reputation, is that he is one of the inventors of theintegrated circuit, a founder of Silicon Valley and the head of what wasonce the Valley’s most important company.
For those who worked for him at Fairchild, what made Robert Noycea giant was that, when faced with the same situation as Shockley, hechose the opposite direction—toward trust in his people and respect for
their abilities, toward decency and equality. He chose not to see the problem as an equation to be solved but as a structure in some way based
upon the precepts his father had once preached from the pulpit. Like
Hewlett and Packard before him, Noyce took the big risk and believed in
the natural nobility of people.
It is easy to forget what Noyce accomplished at Fairchild, now thatthe firm’s golden age has receded into myth and memory. But it musthave taken a remarkable individual to hold together a company perpetually at a flashpoint with dozens of explosive and brilliant personalities.
But Noyce did, and for nearly a decade—two lifetimes in Silicon Valley
time—and it exploded then only because control had been wrenchedfrom his grasp.
But for all the many fine things Noyce was, there were many things
he wasn’t. He was charismatic, a born leader of men, but he was not a
great manager, particularly at Fairchild. The company he had built, despite its awesome array of talent, began to stagnate. Noyce was a lab
man, a technical guy, not a production manager, and his company always
seemed to limp along in that latter, critical department. Part of Noyce’s
problem was that he erred on the side of decency. The preacher’s boy
who had wanted out from under the responsibilities of that title now naturally reassumed it. It was important for Bob Noyce to be liked, which
paralyzed his ability to fire people or reposition them downward, evenwhen the company and those who worked for it were at risk. The result
was that Fairchild sometimes seemed the Peter Principle in action.
Counterbalancing this “weakness” was Noyce’s own recognition

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The Big Score: The Billion-Dollar Story of Silicon Valleyof it, and his unequaled skill at finding a lieutenant or partner who had
the stomach for dirty work. That was Sporck at Fairchild and Grove atIntel. It might be argued that shifting the nasty business off onto somehatchet man allowed Noyce to stand in a flattering light he didn’t deserve, but that’s unfair. In every company, if that company is to survive,
someone has to hang tough at the top. The tragedy is when that type of
person is the only one on executive row. Someone who cares for employees must always be above that hard-nosed executive. Noyce understoodthat and always remained in command, the balancing force, the conscience of the firm.
Noyce can best be understood as the Eisenhower of Silicon Valley,keeping his egotistical and recalcitrant generals under control and coordinated as much as possible toward achieving the final objective. And,
like most men in that position, Bob Noyce has an element of detachment
in his personality. Many men admire him, but few seem to really know
him. There is an element of reserve, of holding something back. Certainly
Noyce is an affable man, a joy for interviewees, a man whose apparent
humility puts even the lowliest subordinate at ease. But there is a deeper,
harder part to Bob Noyce that when the pressure is on comes to the fore
with an unblinking pair of eyes and a clear, cold voice of command.
This other part of Bob Noyce comes from the preacher’s boy wholearned not to become too attached to a home or a school or friends, because a letter in the mailbox might be about to fling him off into anotherworld. It is the personality of his father, whose profession demanded afriendly, engaging exterior while on the inside it required the disciplineand strategy needed to save souls. It is also the young man expelled fromschool, facing a scandalized community and knowing that after his punishment is over he must be tough enough and sure enough to return tothose accusing faces again. And it is the young man, barely out of his
twenties, with little business experience, thrown into the role of chief executive of one of the most important firms of the postwar world.
There is a third side to Bob Noyce, one that belies the almost preternatural calmness that seems to hover about him. Scuba diving isn’t
the only Noyce leisure-time activity that gives underwriters fits. In fact,
there is an odd element of danger in most of Noyce’s free-time schedule:
skiing, hang gliding (a reminder of the old box-kite glider in Iowa; Noyce
gave it up when a friend broke his hip and leg while flying Noyce’s glider), white-water rafting, sporting around in his Porsche Turbo, and flying his 1947 Republic Seabee amphibious plane. Where this need for ad-

Profile – St. Bob

19venture comes from is difficult to guess, but apparently the same spiritthat led to the stolen-pig caper wasn’t purged by nine months of staring
at actuarial tables.
Instead of growing easier, Bob Noyce’s life in recent years has
seemed to grow more complex. He has pulled away from the day-to-day
activities of his new firm, Intel, but has not been spared the day-to-day
vagaries of Silicon Valley life. In 1974, after 21 years of a marriage that
produced four children, Robert Noyce divorced his wife, Betty. A year later, in typical Valley style, he married Intel’s personnel director. Betty
Noyce enjoyed one of the biggest divorce settlements in the history of
California and moved to Maine.
A certain amount of fame surrounded Noyce as far back as Shockley
Labs, but in the late seventies, as the world woke up to the wonders of theElectronics Revolution, he found himself pulled in every direction by people who had never heard of him a few years before. Now he was a national
figure; in his mid-fifties, after decades of hard work and long hours, facing even harder work and longer hours:
Let’s see, to take a snapshot of a week or so. Last week I was in
Washington at this conference on high technology, a government
conference on trade, and the SIA [Semiconductor Industry Association] was releasing a report on Japanese targeting. The week before that I was skiing—at least I had skied on Thursday and Friday
at Aspen. This week I was here [at Intel] Monday, Tuesday, andWednesday. I have a board meeting tomorrow and Saturday at
Grinnell College. Then I’m heading to Japan Sunday morning for aseries of conferences and meetings with customers on Tuesday
and Wednesday. Then I’m leaving Tokyo Wednesday afternoon
and coming back here to a University of California regents meeting
Thursday and Friday . . .
At the time he was interviewed by the author in late 1983, Noyce sat
on six corporate boards and two educational boards as well as helping
Stanford and MIT improve their engineering curriculum. During the few
times he is free, Noyce returns to the home he bought in Los Altos in 1960
that he subsequently improved with a tennis court and a magnificent poolwith cascading rapids surrounded by exquisite landscaping.
Bob Noyce, who said all he wanted out of his first job was a challenge and two pairs of his own shoes, is now enormously wealthy: He has

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The Big Score: The Billion-Dollar Story of Silicon Valleya net worth of several hundred million dollars. And like most men of his
Silicon Valley generation, he has only recently begun to enjoy his fortune.
How he will spend the rest of his life is still up in the air. He has ruled out
politics, teaching (he finds public speaking very demanding), and, having
scored big twice, ever again becoming the chief executive of a new Silicon
Valley startup.
Whatever he does decide to do from here on out—continue being
the spokesman for the semiconductor industry, keep a hand in at Intel,
sit on the board of a new company or two—Bob Noyce knows that hehas come as close to immortality as any engineer. He played a pivotal
part in the creation of the milestone invention of our time and cofounded two great companies—the first one of legend, the second among
America’s greatest economic weapons. And he has done all those things
with grace and dignity and the everlasting respect of those who worked
for him and his competitors. In the welter of Valley life, he has set an
example of success tempered with decency. In the long run, that may be
Dr. Robert Noyce’s most important contribution.
I never had an ambition to become an industrialist. My family
had been a long line of teachers and preachers. I guess I was justfollowing those things that were the easiest or most interesting tome. I guess those two things are congruent: What’s interesting iseasy and what’s easy is interesting . . . the old story that you do wellwhat you like to do and you like to do what you do well. Anyway, it
just seemed a very natural thing to do . . .

Profile – St. Bob

21