Chipping Away at Intel

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Chipping Away at Intel Managing Organizational Change HRM 560 July 21, 2012 Chipping Away at Intel In 1968, two scientists, Robert Noyce and Gordon Moore, founded Intel with a vision for semiconductor memory products. By 1971, they had introduced the world’s first microprocessor (Intel Company Information, n.a.). Since then, Intel has established a heritage of innovation that continues to expand the reach and promise of computing while advancing the ways people work and live worldwide (Intel Company Information, n.a.). Intel, the world leader in silicon innovation, develops technologies, products, and initiatives to continually advance how people work and live (Intel Company Information, n.a.). In this paper discussed will different changes at Intel over the past three years the Craig Barrett became CEO. Described will be three significant environmental pressures that Intel has faced under the leadership of Barrett. Evaluated will be Barrett’s performance under pressure and things that he could have differently. CEO Craig Barrett 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 coordination, and increase flexibility by decentralizing and delegating decision making authority (Palmer, Dunford & Akin, 2009). These changes allowed the organization to react to market changes quickly and effectively, and even simplified operations because Intel was no longer competing with itself in certain markets. However,

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