Session Summary

Session Number:155
Session ID:S77
Session Title:Intel Corporation: The Evolution of an Adaptive Organization
Short Title:Intel Case: Strategy Evolution
Session Type:Theme Session
Hotel:Hyatt East
Floor:LL2
Room:GndBall A
Time:Monday, August 09, 1999 9:00 AM - 10:20 AM

Sponsors

AA  (Peter Smith Ring)pring@popmail.lmu.edu 310-338-7411 

General People


Submissions

Abstract

This case session will describe the evolution of Intel's corporate strategy from its founding in 1968 to the present. Intel's history consists of two prominent epochs: "Intel the Memory Company", which lasted from 1968 to the mid-1980s, and "Intel the Microprocessor Company", which lasted from the early 1980s to the present. During both of these epochs, Intel relied to a large extent on its leadership as a technological innovator. As the markets for Intel's products have become more mature and diverse, the company appears to be entering a third epoch that will likely be defined as much by marketing forces as by technology leadership. Because of this evolution, additional new competencies have become important, while some existing ones have become less important. Intel must not only develop new competencies, but must also succeed at managing and integrating these different skill sets with their existing organization. This session will provide insights into the strategic challenges facing Intel, along with Intel's adaptive capacity. An analysis of the actual process used by Intel to develop and implements its strategy will lead us to identify key techniques and approaches for managing in an increasingly pluralistic world. From a strategic management point of view, Intel's challenges can be translated into four key aspects of the strategy-making process: (i) exploiting opportunities associated with the core business, (ii) exploiting new opportunities outside the core business, (iii) balancing the challenges in (i) and (ii) over time, and (iv) stimulating the generation of new opportunities.