Chipping away at Intel
Case: Chipping Away at Intel
Questions:
Part I:
1. What were the different changes at Intel over the first three years of Barrett’s tenure?
Barrett made some bold moves in those three years; he took Intel beyond the chip making for PCs into the production of information and communication appliances as well as services related to the Internet. Then he ploughed money into new markets, like the production of new network servers and routers, although he had to withdraw from these later on. He then recognized that Intel needed to be reorganized to enable decentralization and delegation of decision-making. He realized that, in order to reorganize everything they had to change their current culture to a culture was more focused towards a better customer relationship. Barrett thought that with this changes the company would increase its sales.
2. Of the environmental pressures for changes discussed in this chapter-fashion mandates, geopolitical, declining markets, hyper competition, and corporate reputation – which ones were experienced by Intel?
One of the sub categories of the Geopolitical pressures, the Technological force for change was experienced by Intel, because the environment (costumers) wanted to be more globally connected and have faster communication, but Intel was researching new technologies instead of giving the market what it was asking for.
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 one were experienced within Intel?
Of al the environmental pressures for changes discussed in this chapter, Intel experienced the broom pressures. When Intel’s new CEO Craig Barrett assumed his new position, he immediately begun making some drastic changes to push Intel outside its comfort zone and to push it also to new efforts. For example by
Questions:
Part I:
1. What were the different changes at Intel over the first three years of Barrett’s tenure?
Barrett made some bold moves in those three years; he took Intel beyond the chip making for PCs into the production of information and communication appliances as well as services related to the Internet. Then he ploughed money into new markets, like the production of new network servers and routers, although he had to withdraw from these later on. He then recognized that Intel needed to be reorganized to enable decentralization and delegation of decision-making. He realized that, in order to reorganize everything they had to change their current culture to a culture was more focused towards a better customer relationship. Barrett thought that with this changes the company would increase its sales.
2. Of the environmental pressures for changes discussed in this chapter-fashion mandates, geopolitical, declining markets, hyper competition, and corporate reputation – which ones were experienced by Intel?
One of the sub categories of the Geopolitical pressures, the Technological force for change was experienced by Intel, because the environment (costumers) wanted to be more globally connected and have faster communication, but Intel was researching new technologies instead of giving the market what it was asking for.
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 one were experienced within Intel?
Of al the environmental pressures for changes discussed in this chapter, Intel experienced the broom pressures. When Intel’s new CEO Craig Barrett assumed his new position, he immediately begun making some drastic changes to push Intel outside its comfort zone and to push it also to new efforts. For example by