Intel Case Study

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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 a slight influence with job cuts and competitors making faster processor chips. The last environmental pressure mentioned in the study came from hyper competition. “There were also weak demand and over-capacity in the semiconductor industry with some researchers expecting a 34 percent fall in global sales of chips (Palmer et. al., 2009).” Internal organizational pressures for change…...

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