Grove certainly sends quite utilitarian vibes. He also says that a collaborative culture is important. Your comment suggests that neither he nor his successors managed to make Intel's culture collaborative enough.
Higher management is probably often an iterated prisoners dilemma. Collaborating is best for the company but defecting is good for the ambitious manager.
It did have a few ideas which were new to me and it presents a holistic consistent management philosophy which you don't get from reading a hodge-podge of blog posts.
Two (for me) new ideas: Matrix organisation is inevitable for large companies in search of the sweet spot between agility and efficiency. Knowledge workers are middle managers.
Overall: Good book but not "you have to read it" level.
But we are now living in a world where mobile is more important than desktop, and mobile chip designs have enough power to be a threat to the desktop market, and perhaps even the server market in the not-too-distant future. This is something that should worry Intel.
Just one anecdotal story, one of the wafer guys had an idea to improve a process. He went to his boss who shot it down instantly. Wafer guy knew he was right so went to another manager who liked the idea and implemented it. It ended up working and being a great idea. Instead of being rewarded for his idea, wafer guy was fired by his manager for failing to follow the chain of command.
It's built into the culture at Intel to be territorial to advance. It's been that way for at least 30 years. I personally don't see it changing any time soon.