Issues as systematic as this often point to poor execution or weak teams in the organization. Reorganizing them to allow for better focus or better alignment (or in many cases just better leadership to a business unit that is struggling) can lead to some pretty dramatic results even with the majority of the organization remaining the same. Look at Microsoft - both in size (~100-150k employees) and challenges (market share loss, lack of innovation in key areas, delayed deliveries) - and the impact of Satya on the organization at large with regards to that.
Intel's fab has been lackluster for the last 5 years and the only solution at this point is to reorganize for better results. 10nm is unfathomably late and 7nm slipping like this is another red flag. I think too much tolerance for failure was given to the unit in charge of fabrication and I would be curious to see an organizational post mortem done on that.
In the interest of seeing continued competition in the processor world (which we're already seeing the numerous advantages of with AMD now) and also in the fabrication space (TSMC is getting very close to monopoly) I really hope that Intel solves this issue.
