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 little terrors54.Intel?s variegation into communications74.1Strategic logic74.2Strategic challenges85.Looking to the future: Intel in five years106.Conclusion117.References121.IntroductionIntel Corporation has become far-famed in billet circles for its major strategic adjustment in the mid-1980?s. The fraternity abandoned its lucrative memory chip manufacturing transmission line in the face of increased Japanese rival, and instructioned on the gross revenue of microprocessors for PCs. The association faced a similar strategic flexure point at the beginning of the 21st century, caused by the threat of diminishing PC sales and increasing competition from its chief(prenominal) rival, Advanced Micro Devices (AMD). Intel?s initial attempts to vary its portfolio from microprocessors to relieve these effects largely failed. The company?s decision manufacture r centering had to provide a solution to the problem of raying a company that had been built on the success of a veggie marrow product technology. Intel?s challenge for the future was to supplement its vivacious assets of manufacturing and technological prowess for the required diversification, while at the resembling time avoiding being stifled and limited by the concentrate of its past successes and encouraging innovation and pick outing. 2.Lessons learnt from past mis comebacksFrom 1998, Intel attempted to metamorphose its portfolio, and made significant investments in non-core industries such as online web services and hosting facilities.

Most o! f these investments were failures, and the company ended up flood a lot of these new businesses. Intel?s top focussing 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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