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Intel's board certainly has a lot to do with things like acquisitions, whether the company goes into certain fields. Foundary is a good example: either it was a good idea (and Pat definitely got it going with EUV), or it's a bad idea (and the board's to blame for letting the company work in that direction years ago).

It's pretty common for a board to trigger big restructurings - especially of firings, killing of product lines, divestiture.

> can a board really be blamed for a corporate culture and technical failings

Who else is responsible for the DIRECTION of a company but the board of DIRECTORS?

Just the kind of quality content one can expect at HN!

All sorts of strategic decisions (M&A, new product direction, entry to new markets, significant financing events, vendor purchases above a certain $ threshold, even the hire of new executives above a certain level) require the CEO to get board approval.