A strategic investigation into the future of Intel Corporation beyond 2003

Contents1.Introduction32.Lessons curbt from past mis matters33.Intel Architecture Group: Beyond 200353.1Challenges and panics54.Intel?s variegation into communications74.1Strategic logic74.2Strategic challenges85.Looking to the future: Intel in five years106.Conclusion117.References121.IntroductionIntel Corporation has become illustrious in billet circles for its major strategic adjustment in the mid-1980?s. The fraternity abandoned its lucrative memory chip manufacturing rail line in the face of increased Japanese rival, and instructioned on the gross revenue of microprocessors for PCs. The partnership faced a similar strategic inflection point at the beginning of the 21st century, caused by the threat of diminishing PC sales and increasing competition from its promontory rival, Advanced Micro Devices (AMD). Intel?s initial attempts to vary its portfolio from microprocessors to extenuate these effects largely failed. The company?s decision manufacturing business cent ering had to provide a solution to the problem of raying a company that had been built on the success of a veg marrow product technology. Intel?s challenge for the future was to leverage its vivacious assets of manufacturing and technological prowess for the required diversification, while at the resembling time avoiding being stifled and limited by the counselling of its past successes and encouraging innovation and hornswoggleing. 2.Lessons learnt from past mis apportionsFrom 1998, Intel attempted to broaden its portfolio, and made significant investments in non-core industries such as online interlock services and hosting facilities.

Most of these investments were failure! s, and the company ended up sexual climax a lot of these new businesses. Intel?s top watchfulness took the opportunity to learn from their mistakes, turning these failures into ?productive failures? (Burgelman, Christensen & Wheelwright, 2004). The company learnt that a strategy of diversification can and should still take advantage of the core competencies and technologies of existing products and must be complemented by a change of corporate culture to embrace organizational learning and new business development. Management used the failures to learn what Intel was good... If you want to get a full essay, order it on our website: BestEssayCheap.com

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