Intel Costa Rica Case Study

Describe the characteristics of the industry in which Intel operates. How is Intel positioned in the industry?

Organizations have become engrossed on achieving rapid outcomes for their projects, which result in actions that essentially contradict the fundamental purpose of project management. The Volkswagen crisis could have avoided if the Volkswagen organization had good management and strong leadership throughout the life cycle of the project. To avoid the existing crisis to repeat itself, the incoming CEO for Volkswagen organization must set the standard, hold managers accountable, and ensure the organization is meeting the desired outcomes.

This report discusses the case study ‘Intel Research: Exploring the Future [1], published in 2005 by the Harvard Business School. The discussion is divided into three different sections: overview, analysis and conclusion.

Intel is in the process of expanding its business and is ready to start up an assembly and test factory in Costa Rica. Similar factories have been built in Malaysia and the Philippines and have proven to be very successful. The employees and management are excited to start

Bob Stetzel, Vice President of Information Technology (IT) at Vermont Teddy Bear (VTB), walked a tranquil path from his car to his Shelburne, Vermont office early one morning in mid-February 2010. The landscape outside his office, and the White Mountains beyond, were blanketed in a coating of fresh snow. Just a few days before, the scene was not tranquil at all; a small army of nearly 2000 temporary employees had descended on the company’s multi-building campus to help process and pack gifts ordered by tens of thousands of customers for delivery to their sweethearts for Valentine’s Day. Bob and his seven person IT organization had worked feverishly behind the scenes, ensuring that the company’s information systems could

Globalisation highlights a process in which national and more localised economies, societies, and cultures are become interconnected through the worldwide network of trade, communication, immigration and transportation. (Anon., 2014) This essay will assess to what extent the Global Corporation Apple meets Luke Martell’s 5 criteria of Globalization. Upon establishing these 5 steps which are Global in distance, globally Inclusive, Interdependency, and Stability in relation to structure and finally availability to the masses (Martell, 2010). This essay will critically assess the significant importance and effect of issues such as power, inequality and lack of inclusion presented in the global process has

The audience of this article can be newsweek magazine’s reader, business man, politicians, computer and google workers, the employees and employers from Apple and lastly the general public with some degree of education.

While watching the video “Triumph of the Nerds” there were many interesting facts throughout but one stuck out. It stuck out the most to me because most business fields do not work this way they have a boss that gets to make every decision. For this company, it was different Gordan Moore once said, “People who have the knowledge are the ones that get to make the decisions and have equal say of what is going on in the company”. In the business of computer invention one person can’t make all the decisions because it takes more than one person to create all the components that make up a computer. Every component in a computer takes time to develop and there must be the right people that know what they are doing to create all the components. Microcomputers

(Kroenke, 2013). Hardware dictates how effectively a company can also manage the highly demanding times of operating their business, in addition to managing the re-organizations required to stay

In Lincoln Electric’s case, the company did not have a country-specific plan for their international plants. It appears as if the strategy was simply to transfer the exact same system that is being used in the U.S. to these plants. This failed because workers in other countries do not have the same work values and beliefs as those in the U.S. With the European labor culture, piece-work and bonus systems were an unfamiliar and uncommon practice. Workers didn’t understand the system, thus leading to lack of motivation to meet standards set by top management. It also doesn’t appear as if international workers were prepared via training and development by company management. Additionally, U.S. managers did not receive training on international culture and thinking either.

In your judgment is Intel a “monopoly”? Did Intel use monopoly-like power, in other words, did Intel achieve its objectives by relying on power that it had due to its control of a large portion of the market? Explain your answers.

Intel excels at top-down innovation, where highly differentiated components and electronics command a high gross margin relative to competitors, enabling faster design wins with Original Equipment Manufacturers (OEMs) and development partners. This top-down innovation flow within Intel is so dominant, that the product design teams are significantly more productive than even the most advanced business process management teams (Segerstrom, 2007). Microprocessors and the follow-on Internet, networking, security and integrated motherboard products are all predicated on this top-down innovation cycle that leads to product line proliferation in Intel (Zimmerman, 2010). DRAMS were undifferentiated in structure, lacked industry standards that could create differentiated performance or compatibility based on adherence or alignment to standards or customer requirements (Nicholson, 1997). Intel chose to compete on the only other area of their core strength as a company, which is quality management and yield levels (Clark, Walz, Turner, Miszuk, 1993). Getting the yields for DRAMS to 60%, which for a brief period of time lead the global industry, only served to accelerate a very high level of commoditization in the industry (Voss, 1998).

With the growth of transport and communication networks possible, individuals and businesses can exchange goods, services and information at a rate which us humans would have considered impossible 50 years ago. From improvements in the economy, rise in emerging markets and dramatic growth in technology, businesses have little or no choice but to adapt to the dynamics of globalisation and design strategies that compliment the compliance structure of current market trends and institutional conditions (Ghemawat, 2003). Organisational culture is also known to be classified by measures dictated by these forces.

Intel, also known as Integrated Electronics, is a company that manufactures and sells various types of electronic equipment and hardware. It was founded by Gordon Moore and Robert Noyce in 1968 and has since grown to be a commonly used consumer brand. Intel must ensure that its products are consistently well-made, especially when its products affect the consumer’s experience with the technology he or she is using. Because Intel must implement quality in a wide variety of products, the best practice for the company is to have a physical separation between its departments and to focus on the quality of each individual aspect of its product creation; this will allow each department to specialize in their work functions and allow the company to separate each task effectively.

* 7906 employees were hired to work for 5mo fixed period at tuna cannery plant in Gen. Santos City.