Case Study
1. What were the different changes at Intel over the first three years of Barrett’s tenure?
One of the changes that Intel experienced was the company was in trouble, in worst shape that it had been. It has been compounded with problems such as product delays and shortages, recalls, overpricing and even bugs in the system. Barrett, CEO of Intel ploughed money into new markets but then decided to withdraw since the company is not in good state. For instance the company withdrew from the production of network servers and routers after copping flak from Dell and Cisco. He also closed down iCat. These withdrawals were the direct effect of the downturn in economic conditions.
Barret re-organized the company to make it more nimble as well as to avoid duplication and to create better coordination. During his stay in the company, he created a new wireless unit, created the Architecture group and reorganized it.
2. Of the environmental pressures for change discussed in this chapter – fashion, mandates, geopolitical, declining markets, hypercompetition, and corporate reputation - which ones were experienced by Intel?
It was evident that the company experienced declining markets as environmental pressures as result of the September 11 attack, the slowing economy and the potential threat of war in Iraq. It has been compounded with problems such as technical issues which would be related to hypercompetition.
3. Of the internal organizational pressures for change discussed in this chapter that are associated with organizational change – growth, integration, and collaboration, reestablishment of organizational identities, new broom, and power and political pressures – which ones were experienced within Intel?
I think the internal organizational pressures for changed discussed that demonstrated in Intel’s case is reestablishment of organizational change since Barrett wanted to change the culture of the company. He wanted to move the mindset of the people toward
One of the changes that Intel experienced was the company was in trouble, in worst shape that it had been. It has been compounded with problems such as product delays and shortages, recalls, overpricing and even bugs in the system. Barrett, CEO of Intel ploughed money into new markets but then decided to withdraw since the company is not in good state. For instance the company withdrew from the production of network servers and routers after copping flak from Dell and Cisco. He also closed down iCat. These withdrawals were the direct effect of the downturn in economic conditions.
Barret re-organized the company to make it more nimble as well as to avoid duplication and to create better coordination. During his stay in the company, he created a new wireless unit, created the Architecture group and reorganized it.
2. Of the environmental pressures for change discussed in this chapter – fashion, mandates, geopolitical, declining markets, hypercompetition, and corporate reputation - which ones were experienced by Intel?
It was evident that the company experienced declining markets as environmental pressures as result of the September 11 attack, the slowing economy and the potential threat of war in Iraq. It has been compounded with problems such as technical issues which would be related to hypercompetition.
3. Of the internal organizational pressures for change discussed in this chapter that are associated with organizational change – growth, integration, and collaboration, reestablishment of organizational identities, new broom, and power and political pressures – which ones were experienced within Intel?
I think the internal organizational pressures for changed discussed that demonstrated in Intel’s case is reestablishment of organizational change since Barrett wanted to change the culture of the company. He wanted to move the mindset of the people toward