PRESSURES FOR CHANGE
August 18, 2013
Pressures for Change
Environmental Pressures for Change Of the environmental pressures for change, I believe hyper competition and market decline were the pressures experienced by Intel. The reason I believe this is because in the case study Barrett talked about its rival Micro Devices and how he felt the competitiveness that was among them. In the reading it states, “Barrett felt that in this competitive and segmented market, Intel needed to be reorganized to make it more nimble (Palmer et.al, 2009). When you think about it, some of the greatest challenges that are faced by leaders of today are the ability to stay competitive. There are constant disruptions that can be seen and it is up to the company to avoid them or keep them under control. Barrett recognized that he needed to make a move so his competition would not run over him. In the study, reorganization was a main point as Barrett was involved in many during his first three years. I believe Barrett saw this reorganization as a way to get ahead of the competition and to look at new opportunities. In reference to market decline, Barrett and Intel tried to handle what was happening. Since 9/11 the industry was affected in a major way, and the decline of the economy was one of the big reasons. Intel was now getting worried about Micro Devices being able to produce a faster chip.
Internal Pressures for Change Based on the internal presures at Intel, I feel that growth was the one Barrett was facing.
From the case study, Barrett was consistently dealing with internal pressure. He was always trying to reorganize his projects and some employees were seeing that he was starting many projects without completing the ones that he started. It was being referred to as “shuffling execs like cards” (Palmer et. al, 2009). While dealing with the growth change, Barrett had intentions to change some of the culture that the company was all about. In my opinion he saw growth as a
Pressures for Change
Environmental Pressures for Change Of the environmental pressures for change, I believe hyper competition and market decline were the pressures experienced by Intel. The reason I believe this is because in the case study Barrett talked about its rival Micro Devices and how he felt the competitiveness that was among them. In the reading it states, “Barrett felt that in this competitive and segmented market, Intel needed to be reorganized to make it more nimble (Palmer et.al, 2009). When you think about it, some of the greatest challenges that are faced by leaders of today are the ability to stay competitive. There are constant disruptions that can be seen and it is up to the company to avoid them or keep them under control. Barrett recognized that he needed to make a move so his competition would not run over him. In the study, reorganization was a main point as Barrett was involved in many during his first three years. I believe Barrett saw this reorganization as a way to get ahead of the competition and to look at new opportunities. In reference to market decline, Barrett and Intel tried to handle what was happening. Since 9/11 the industry was affected in a major way, and the decline of the economy was one of the big reasons. Intel was now getting worried about Micro Devices being able to produce a faster chip.
Internal Pressures for Change Based on the internal presures at Intel, I feel that growth was the one Barrett was facing.
From the case study, Barrett was consistently dealing with internal pressure. He was always trying to reorganize his projects and some employees were seeing that he was starting many projects without completing the ones that he started. It was being referred to as “shuffling execs like cards” (Palmer et. al, 2009). While dealing with the growth change, Barrett had intentions to change some of the culture that the company was all about. In my opinion he saw growth as a
References: Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change. New York: Mcgraw-Hill Irwin.