Chipping Away at Intel

Case: Chipping Away at Intel

Questions:

Part I:

1. What where the different changes at Intel over the first three years of Barrett’s tenure?

He took some bold moves in these 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, but he had to withdraw from these, like the production of new network servers and routers. He then recognized that Intel needed to be reorganized to enable decentralization and delegation of decision-making. To reorganize everything he realized that they had to change the current culture of Intel, a culture that was towards to have a better customer relationship. Barret thought that it would increase 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 more faster communication and Intel was researching in 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 the environmental pressures for changes discussed in this chapter, Intel experienced the broom pressures. The new CEO was Barrett, when he became in charge me began to make some drastic changes to push Intel outside its comfort zone and to push it also to new efforts, like producing new information and new communication accessories and...