...Chipping Away at Intel Throughout his tenure as Intel’s fourth CEO, Barrett faced numerous organizational changes that were necessary for the company’s survival, but ultimately affected how stakeholders viewed his effectiveness. During the first three years of Barrett’s term as CEO, major changes were made to reorganize the company’s business units and corporate culture. There are several factors, both internal and external, that served as the catalyst for change during Barrett’s tenure, from the 2001 collapse of the IT market to the fact that his new position in the organization meant that organizational changes were imminent for the thousands of individuals Intel employs. Even though, Barrett’s performance under these pressures was successful, there are some things he could have done differently to ensure that the Intel’s shareholders and employees alike understood and accepted his changes with ease. Discuss the different changes at Intel over the first three years of CEO Barrett’s tenure. During his first three years as CEO of Intel, Barrett made several dramatic changes to the organization, to ensure that shareholders retained their capitol and he kept his position with the organization until retirement (Palmer, Dunford & Akin, 2009). One of the most notable changes Barrett made to Intel’s operations was the reorganization of their business units. According to the CEO, in order to remain successful, Intel needed to avoid duplication of its products and services, promote...
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...Case Study: Chipping Away at Intel Ivy Cuttino Strayer University Dr. Bobby Barrett HRM 560- Managing Organizational Change April 20, 2012 Intel was in the bad shape in the Barrett’s tenure and he had to implement changes to cope with internal and external pressures. The specific pressures that required Intel to change were Intel’s bad products with delays and shortages, overpricing, bugs in its system, shares going down, slowing global chip demand, slowing economy under impact of September 11, 2011 and its rivals becoming stronger. It was a really hard time for Intel and a big challenge for Barrett in order to remain the company’s reputation. Discuss the different changes at Intel over the first 3 years of CEO Barrett’s tenure. When Barrett came in Intel three years ago, he took some bold moves. He expanded into the production of information and communication appliances as well as services related to the internet. He also reorganized internal system to avoid duplications and improve coordination within the organization. The example of duplication was that the network operations group and the communications unit sometimes were in competition with each other, selling similar products to the same customers and Barrett needed to reorganize them. Moreover, new business units were created to enable decentralization and delegation of decision making, which makes the company better coordinated and more nimble. Barrett also wanted to change the culture of the organization toward...
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...Chipping Away at Intel Case Study In today’s economy, corporations are consistently experiencing pressures to change. With pressures both internally and externally, leaders must constantly reassess who, what, when, where, why and how they do business. In light of these obstacles, they strive for the highest possibility of success by taking risks and pushing limits that others may question as extreme. We are going to review the “Chipping Away at Intel Case Study” to examine the different changes CEO, Craig R. Barret implemented, which pressures Intel experienced and how he responded to these pressures. Initial Changes In Barret’s first three years as CEO of Intel, there were multiple changes he decided to execute regardless of the fact that Intel was a leading global technology company. He had pushed the company into new markets and went from making microchips to creating information and communication appliances and internet services. Intel’s extensions into so many markets caused them to withdraw from a number of them. Mahajan, Sharma and Buzzell (1993) stated that it is important for the individuals creating the competitive strategy to assess the competitive entry into the market. Barret’s changes did not stop here. During his first three years as CEO, Barret also reorganized many different units within Intel. He noticed products from different units within the organization were competing with one another. This led him to organize these units into working together and also...
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...CASE STUDY: Chipping Away at Intel General Environment 1. Social Important as a semiconductor business, provided as the biggest chip maker in the industry. Intel’s mindset is toward better customer relations and away from perspective of being the only real competition in the marketplace. 2. Technological Concerned with chip making for PCs but then went beyond it into the production of information and communication appliances as well as providing services related to the Internet. Barrett created a new wireless unit that combined new acquisitions such as DSP Communications Inc. ( a chipset supplier for digital communications) with Intel’s memory operations. 3. Economic Affected by Septemeber 11, 2001 and needed to withdraw investments in new markets (production of network servers and routers and e-commerce service for small businesses) due to direct result of the downturn in economic condition. Intel’s shares also suffered. At $26, were down to 60 pecent compared to their highest over the previous years and get worse after the downturn and fell further to $20 by October. 4. Ecological Not being mentioned in the case. 5. Political Operates on a global basis and so be attuned to different governmental and country requirements in its distribution and sales. The manufacturing plant in Hamburg, Germany suggests an important political dependency that must be monitored. Task Environment...
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...Intel Case Study After reading the first part of the case study, Chipping Away at Intel an assessment can be made to answer the case study questions that include the changes at Intel in the first three years of the new CEO Craig R. Barrett tenure, the environmental pressures for change, and internal organizational pressures associated. Furthermore after reading the second part of the case study an examination of new pressures faced by Barrett, how he responded and what changes the new CEO might make and why. First off the case study reflects several changes at Intel over the first three years of Barrett’s tenure which included investing and then withdrawing from new markets, closing down iCat, an e-commerce service and job cuts. Barrett also engaged in several reorganizations. “At the same time, Barrett wanted to change the culture of Intel, drawing on outside consultants to assist him in the process.” He wanted to move towards better customer relations. Environmental pressures for change can be seen in some of the decisions made by Barrett. “A declining market experiences dropping values as part of the normal progression of life stages for financial markets or in reaction to specific financial events”(What Is a Declining Market?). Also Geopolitical pressures were faced. In the first three years Intel was affected by September 11, 2001, the sluggish economy and the potential of war. Corporate reputation is another factor that seemed to have...
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...Case: Chipping Away at Intel 1. What were the different changes at Intel over the first three years of Barrett’s tenure? By analyzing the changes at Intel, key factors that can be identify such as: * They expanded into the production of information and communication appliances as well as services related to the internet * September 11 resulted in a slowing economy which caused problems with internal systems that needed to be changed. * Internal systems were redesigned to reduce duplications and improve coordination within the organization. * New business units were created and decision making was decentralized. 2. Of the environmental pressures for change discussed in this chapter—fashion, mandates, geopolitical, declining markets, hypercompetition, and corporate reputation—which ones were experienced by Intel? By analyzing each of the pressures for change, all can be originate from the environment. Below, all pressures are discussed in relation to their applicability to the case. * Fashion: It can be said that Intel followed in the “fashion” of many other organizations by entering into markets that were the “boom” sectors of the technology industry. They were not necessarily ready or committed to enter these markets. * Mandates: From this case study, there is no evidence of mandates put in place that forced Intel to change. * Geopolitical: During this period of change, the events of September 11 occurred. This event affected...
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...SHARIF UNIVERSITY OF TECHNOLOGY Graduate School of Management and Economics MBA Program Course Outline Course Name: Managing Organizational Change Course Number: 44252 Instructor: Dr. Mahdieh Mahdavinia E-mail: mmahdavinia@alumni.utoronto.ca Semester: Fall term, 1389-1390 Class Time: Wednesdays: 8:30 am – 12:30 pm Room: 4 Meeting Hours: Before the class by appointment COURSE OBJECTIVES This course makes an enquiry into the field of organization change. Identifying the need for change, framing the problems/issues, influencing the choice of what to do, and implementing the changes with minimal negative reaction are key managerial skills, especially in these increasingly turbulent times. The course will provide: - An overview of change management processes and types of changes - A knowledge of the drivers of change - Models of improving and rebuilding organizations - A variety of factors which affect successful change management - Some live stories of organizational change efforts - An opportunity for the students to frame their own orientation to change management COURSE REQUIREMENTS The course grade will be based on: Group Assignment (30%) Individual Assignments (20%) Final Exam: Case + Test (40%) Participation (10%) Group Assignment A. Analyze and present the case study of organizational change that is assigned to your group. This assignment is intended to provide an opportunity to...
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...Business marketing’ Report on: Intel Submitted to: Khan tahsina nimmi Lecturer Department of Marketing School of Business Submitted By: |Rased Abdur |09-14501-2 | |Anoy Md Shakib Ahamed |09-14497-2 | | | | | | | | | | | | | Executive Summary The internal complexity of the personal computer has grown to a staggering level. Today’s most advanced processors and chipsets incorporate millions of transistors, and must be compatible with dozens of operating systems, hundreds of platform components and thousands of hardware devices and software applications. To ensure leading performance, reliability and compatibility in this complex environment, Intel invests over $300 million annually...
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...9-797-137 REV. MAY 22, 2008 DAVID COLLIS GARY PISANO Intel Corporation: 1968-1997 By January 1997, Intel, a Silicon Valley start-up, had attained a stock market valuation of $113 billion that ranked it among the top five American companies. Much of Intel’s success had been due to microprocessors, a product it invented in 1971 and in which it continued to set the pace. Despite the company’s illustrious history and enviable success, its Chairman and CEO, Andy Grove, worried about the challenges ahead: Business success contains the seeds of its own destruction. The more successful you are, the more people want a chunk of your business and then another chunk and then another until there is nothing left. I believe that the prime responsibility of a manager is to guard constantly against other people’s attacks.1 This case begins by describing Intel’s origins as a semiconductor company before turning to its evolution into the leading manufacturer of microprocessors. Intel: The Early Years Intel was founded in 1968 by Robert Noyce (one of the co-inventors of the integrated circuit) and Gordon Moore, both of whom had been senior executives at Fairchild Semiconductors. They, in turn, recruited Andy Grove, who was then Assistant Director of Research at Fairchild. From the beginning, this trio was the driving force behind Intel. The company’s initial strategy was to develop semiconductor memory chips for mainframe computers and minicomputers. Andy Grove recalled that after receiving...
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...Windows vs. Linux Enterprise Distribution Recommendation Introduction to UNIX Linux vs. Windows Enterprise Distribution Recommendation X Industries is a large sized business that is in the midst of a decision regarding wither or not to switch their existing Windows-based IT system over to a less proprietary product, Linux. This is no easy choice to make, considering X Industries is currently running 170+ Windows-based servers of various types. Their staff fulfills company operations on these servers with their 750+ array of desktop and laptop computers – all running Windows XP Professional. Linux may just be a little dog in the Microsoft park, but a company that makes the big switch can expect Linux to yield benefits in cost savings, increased security, and arguably better usability. However, each individual enterprise situation is always different, so a cookie cutter solution of which system to use will never suffice. Rather, the numbers through subjects of cost, market share, programming capabilities, software compatibility and availability, and the ever-important user interface will tell the best choice. Cost The only way to evaluate cost is to get down to the basics, and look at the statistics. The first topic of cost will center solely on the price for Windows operating system software, first for the network side, then the node side. Other topics will focus on the cost of the Ubuntu Linux distribution, which will run on the servers and desktops,...
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...Managing Organizational Change A Multiple Perspectives Approach Managing Organizational Change A Multiple Perspectives Approach Ian Palmer Richard Dunford Gib Akin Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto MANAGING ORGANIZATIONAL CHANGE: A MULTIPLE PERSPECTIVES APPROACH Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOC/DOC 0 9 8 7 6 5 ISBN 0-07-249680-0 Editorial director: John E. Biernat Senior sponsoring editor: Kelly H. Lowery Editorial assistant: Kirsten L. Guidero Executive marketing manager: Ellen Cleary Senior project manager: Lori Koetters Production supervisor: Debra R. Sylvester Design coordinator: Cara David...
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...The Presentation Secrets of Steve Jobs How to Be Insanely Great in Front of Any Audience Carmine Gallo Columnist, Businessweek.com New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2010 by Carmine Gallo. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. ISBN: 978-0-07-163675-9 MHID: 0-07-163675-7 The material in this eBook also appears in the print version of this title: ISBN: 978-0-07-163608-7, MHID: 0-07-163608-0. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. To contact a representative please e-mail us at bulksales@mcgraw-hill.com. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this work...
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...Case Study Facebook: Balancing Growth and Preserving Corporate Culture Debapratim Purkayastha* and Syeda Maseeha Qumer** This case study is about the corporate culture at Facebook Inc. (Facebook), which is considered to be one of the fastest growing companies in the world. The culture at Facebook was open and transparent with no hierarchies. The company was well-known for its ‘hip geek culture’ fostered by its founder, Mark Zuckerberg. He tried to attract the best talent in the industry by creating a fun environment wherein employees had the opportunity to work on the best projects with a sense of openness. This case discusses various aspects of its culture including the benefits and perks offered to employees. It also describes how Facebook evolved from a small company to a global corporate icon with thousands of employees. In order to meet growing business needs, Facebook opened new offices globally. However, some analysts felt that balancing growth and preserving its corporate culture was a big issue for Facebook as the company was expanding rapidly and was preparing to shift its global headquarters to a more corporate location. Maintaining culture is one of the top priorities we have as a company… We’re trying to be really smart and learn about our growth. So we’re focused on building a few offices, but making sure they are really tied into the culture.1 – Sarah Smith, Head of Facebook’s Online Operations in Austin, in 2011. Facebook is amazing. Working here offers the...
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...This page intentionally left blank Entrepreneurship Second Edition William Bygrave Babson College Andrew Zacharakis Babson College John Wiley & Sons, Inc. To Frederic C. Hamilton and John H. Muller, Jr., pioneers, entrepreneurs, and benefactors of Babson College. VICE PRESIDENT AND PUBLISHER EDITOR EDITORIAL ASSISTANT MARKETING MANAGER PHOTO EDITOR DESIGNER PRODUCTION MANAGER SENIOR PRODUCTION EDITOR GEORGE HOFFMAN LISE JOHNSON SARAH VERNON KAROLINA ZARYCHTA HILARY NEWMAN RDC PUBLISHING GROUP SDN BHD JANIS SOO JOYCE POH Cover image © panorios/iStockphoto This book was set in 10.5/12pt Adobe Garamond by Laserwords Private Limited and printed and bound by RR Donnelley. The cover was printed by RR Donnelley. This book is printed on acid free paper. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support....
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...At liftoff, Matt Eversmann said a Hail Mary. He was curled into a seat between two helicopter crew chiefs, the knees of his long legs up to his shoulders. Before him, jammed on both sides of the Black Hawk helicopter, was his "chalk," twelve young men in flak vests over tan desert camouflage fatigues. He knew their faces so well they were like brothers. The older guys on this crew, like Eversmann, a staff sergeant with five years in at age twenty-six, had lived and trained together for years. Some had come up together through basic training, jump school, and Ranger school. They had traveled the world, to Korea, Thailand, Central America... they knew each other better than most brothers did. They'd been drunk together, gotten into fights, slept on forest floors, jumped out of airplanes, climbed mountains, shot down foaming rivers with their hearts in their throats, baked and frozen and starved together, passed countless bored hours, teased one another endlessly about girlfriends or lack of same, driven in the middle of the night from Fort Benning to retrieve each other from some diner or strip club on Victory Drive after getting drunk and falling asleep or pissing off some barkeep. Through all those things, they had been training for a moment like this. It was the first time the lanky sergeant had been put in charge, and he was nervous about it. Pray for us sinners, now, and at the hour of our death, Amen. It was midafternoon, October 3, 1993. Eversmann's Chalk Four...
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