Intel Case Study Of Intel

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Intel Case Study In the case study of Intel, as noted by Palmer, Dunford, & Akin, C. R. Barrett, Chief Executive Officer (CEO) of Intel was half-way through a six-year tenure. As CEO, Barrett implemented a number of changes to the organization and experienced many unforeseen environmental pressures. Barrett wanted to make a lasting impact upon the organization, as his/her processors had done, and worked hard to keep the company competitive and profitable during a time when technology companies were significantly struggling or outright failing. According to Dedrick, Gurbaxani, & Kraemer, in the mid-2000, IT investment decreased due to sluggish financial growth, and the collapse of many Internet-related companies (2003). Barrett managed to…show more content…
Too much organizational change, as displayed by Barrett, can create an environment of uncertainty and damage the likelihood for success. As noted by Palmer, et al., the implementation of a new culture can lead to conflict...and can be an influence in failure or success (2009). Environmental Pressures In addition to the various changes Intel went through, there were also many environmental pressures such as fashion, geopolitical, market decline, hypercompetition, and reputation and credibility pressures placed upon the company. As noted above, the change in organizational culture and restructure can be considered fashion pressures, and the weak demand in the semiconductor industry can be associated with pressure of a market decline. Also, Intel had to deal with a number of geopolitical pressures such as the tragedy of September 11, 2001 and the resulting threat of war, as well as a sluggish national economy (Palmer, et al., 2009). Intel adapted by realigning its resources in an effort to capitalize the strength of its workforce in an effort to remain competitive. Also, Intel faced hypercompetitive pressures from its competitors and could no longer simply rely upon their top-tiered marketplace standing for its company success. They would have to respond to their competition with innovative products, which at times, bled into other markets and

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