Managing Changes at Intel

Diagnosis of change at Intel

Ting Yin

Keller School of Management

HRM 587

August 14, 2014

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Problem/Issue at Intel

The problems and the issues that Intel is facing can be traced to the time when the CEO

Otellini took over. At the time, the firm was struggling with the problem arose from the Netburst

(microprocessor), and it was losing profit from increasing expense. Under Ortellini’s

administration, Intel missed the opportunities to be the major producer for low-power chips.

Even Otellini brought Intel’s finance under control the new leader wasn’t able to put the firm in

favorable conditions that could help it compete against many ARM vendors and its major

competitor AMD (Latif, 2014).

Krzanich, the most recent CEO of Intel, hasn’t found the right strategies that could help

Intel to improve profit by reducing spending. The reason that caused Intel’s disappointing

financial condition and its lack of success in the smartphone and tablet market was it incomplete

analysis of the market, and the company itself, and other important data and information. Mobile

phone service providers have focused more of their services to firms such Amazon, Facebook

and Google and other similar business. Intel lacks the better mobile services that users need,

which have resulted in fewer number of buyers as the buying option of mobile device increase

(Latif, 2014).

Strategies or Techniques are used to solve the Issue

In the International Consumer electronic Show, Krzanich showcased the technological

devices that were invented and produced by Intel’s New Device division. The more useful

functions have been added to the new devices, which can make the new devices more attractive

to the customer and the end-users. The additional functions are intended to solve the end users’

problems. None of the products were brought by the New Division is going to be sold directly to

the end-users. Intel is going to collaborate with its business partners/potential customers in order

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to bring the final products, which come with Intel devices, to be sold to the general market

(King, 2014).

In the meeting, Krzanich commented, “…Wearable [devices] need to solve …the

problem people want to solve at the time…” The leader said Intel would focus on providing what

the market wants from chips. The company needs to research, design, and develop strategies that

can include the chips in every possible wearable device. “However the markets moves, wherever

the compute need is, we want products to do it best… rather than where the market was

moving,“ Krzanich said in the meeting. The CEO wants to company to do what is it is good at

doing at that is to make quality chips (King, 2014).

Krzanich has been looking to speed up the entire process of making of new chips and to

focus more its efforts on lower-power products. Intel has invented a new processor, Quark,

which it wants to incorporate into every possible appliance. Wearable convenient mobile devices

are potential candidates for Intel to target at. However, Intel hasn’t been fast enough to deliver

the products to the hand of the customers (King, 2014).

Evercore consulting firm for Intel, said that Intel’s factories might be one of better

instruments for moving the business into the new market. With the factories, Intel is at least one

year ahead of the game against its competitors in the manufacturing of the fundamental

components of all semiconductors (King, 2014).

Conclusion and Recommendation

Intel has the following statement as its vision. This clear vision can attract commitment

and energize people, creates meaning in employees’ lives, and establish the standard of

excellence, and help the employee the future (vision, 2014). Intel Vision: “This decade we will

create and extend computing technology to connect and enrich the lives of every person on

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person.” (intel, 2014) This is powerful statement gives meaning in workers’ professional lives,

and it set the standard from which the organization their objective for their employees.

Setting clear and challenging goals for employees and committing them in achieving

those goals can provide them sense of direction in moving the organization in the right direction.

Managers can provide feedbacks to others on their performance towards achieving their goals,

and reflect on their own and other progresses as well. Intel’s major goal is to be the leading

computing solutions company that support the digital and technology communities worldwide

Intel is transforming to a computing company that deliver holistic solution in the form of

hardware and software platform and supporting technology services (Intel, 2014).

Goals for Recent Change

1) Design and develop unique technology

2) Solve practical problem through personal technology

3) Offer fashionable life style support personal technology

4) Connection of personal technology to cloud computing that can enables

communication among various technology devices.

Type of Changes

The changes that were discussed in the article could be classified as first order and

increment. First-order, incremental change “may involve adjustments in systems, processes, or

structures, but it does not involve fundamental change in strategy, core values, or corporate

identity (Palmer, 2014). Incorporation of Intel chip into various wearable devices is a smart

strategy for the company. In a research report, wearable technology is one of the top growth

areas of consumer technology. “Research firm IHS says the wearable technology market will

triple from $10 billion in 2013 to $30 billion in 2018” (Zeiler, D., 2014) This growth in new

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markets is Intel corporation really want.

The “new device,” “pc-dependent,” “speedier production,” and “factory bet” are first

order changes because they don’t modify the fundamental change in the overall corporate

identity. These changes are designed and developed to maintain and to support organizational

continuity and order. It is considered as incremental change because it is looked as a piecemeal

of ongoing change, which occurs as part of an organization’s evolution and development

(Palmer, 2014).

Diagnostic Model

Based on what I read, the Star Model can provide more suitable solutions to the problems

that Intel currently faced. Strategy determines direction of action. A company's strategy is the

game plan management uses to position in a market, conduct its operations, attract customers,

compete successfully, and achieve organizational and business objectives (Palmer, 2014).

Strategy

1. Grow PC & Datacenter business with new users

2. Extend Intel solution to win in adjacent market segment

3. Create continuum of secure, personal computing

4. Care for our people, the planet, and inspire the next generation

The second part of Star Model is structure. It determines the location of decision. The

power of decision-making should be more decentralized. The employees, who are closer to the

action, should be entitled to have more say in the decision making process. Those, who have

direct exposure to occurrence of the results and application of strategies, can receive more

accurate input and insight. With the accurate input, the better decision outcome can be (Palmer,

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2014). Decentralization has the following benefits: 1) It encourages motivation and creativity; 2)

it allows more minds to work simultaneously on the same problem; 3) it accommodates

flexibility and allows individualization (Slide, 2014).

Decision Making Process (Malone, 2014)

1. Criteria for Decision Making:

a. Increase market share in chip

b. Increase employee engagement and performance

c. Decrease capital expenses or operating expense if possible

2. Fact. Decision making groups need to gather precise facts that are required to understand

the current situations, develop strategies, alternatives, and to make good choices.

3. Alternatives: When present with a recommendation of any sort the employees at Intel

should ask “What alternative did you consider and reject and why?” This simple

questions can help people to expand their options and careful examination of all possible

option can improve the quality of decision making and can help to improve the outcome

of the decision in all the decision making process.

4. Commitment. The company should establish responsibility and timelines for

implementation and setup a feedback cycle to monitor performance. At Intel, expects

everyone to “agree and commit, or disagree and commit, but commit.” (Mankins , 2014)

5. Closure. Paying attention to closure and the results are required to understand the current

situations, develop strategies, alternative, and to make good choices. The decision might

not always arrive at the desired results. People need take alternative actions if necessary

to help the organization to get closer to the goals.

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The fourth part of the Star Model is reward. Rewards can encourage desired behavior by

offering incentives. The fifth part of Star Model is people practice. The recruitment, selection,

and development of the right people – employees who have consistently demonstrated their

abilities in meeting organizational goal- is instrumental to the success of the company.

Talent management software plays a key role in execution. It is the control infrastructure

goal setting, tracking and alignment. 1) Effectively retain top performers; 2) Determine

roles/employee ratio that most critical to your organization; 3) place the right person in the right

roles; 4) Determine the skill critical to the organization; 5) design and develop hiring, retention,

and developing strategies; 6) monitor staff productivity; 7) identify gap in critical skills

(Performance, 2014).

Communication Plan

On an organizational level, strategic communication can help the organization to achieve

their organizational goals. By having effective and goal-getting communication strategies can

help stakeholders to collaborate more effectively in achieving what they want from their

collaboration. The strategic communication plan can also help individuals, including managers to

make their subordinates to collaborate, to execute tasks, and other on agenda (Communication,

2014).

1. Identify organizational goals, departmental, group, and individual goals.

2. Dialogue effectively with partners to learn what are important to each other

3. Identify the key strategic message or communication strategies that can deliver the

right message across.

4. Incorporate systematic feedback and measurement to ensure that communication can

help the stakeholder to achieve its goals.

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How will monitor/evaluate change process?

The following software can help to monitor and evaluate employee performance and entire

collective company change process.

I. Performance Management Software (Performance, 2014)

1. Help managers to monitor employee competency and skill rating, goals, engagement,

promotions, and salary increment.

2. Help managers to align employee objectives to the organizational objectives

3. Enable the managers to develop an accountable workforce

II. Goal Setting and Tracking Module (Goal Setting, 2014)

1. Prioritize critical goals

2. Employee can differentiate between the most important goals from less important goals

3. Enable goal tracking of a specific team, department or an initiative

4. Goal tracking are visible all the time show each goals as its current status.

5. Help manager to initiate the 360 degree review process

III. Pay for Performance Module (Pay, 2014)

Variable pay programs are being used as a way to increase employee accountability and

align employee reward package with business outcomes.

1. Customize the total compensation plan for different kinds of employees to motivate

employee to reach goals.

IV 360 Degree Review Modules (Custom Insight, 2014)

1. Review feedbacks from different employee to get better understand of what happen in the

time of the change.

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2. It helps employees to recognize strengths and weakness and become effective in time of

change

3. 360 Degree feedback as a performance appraisal tool to measure employee performance

4. 360 Degree feedback measure behavior and competencies in the change process.

5. 360 Degree assessments provide feedback on how other perceive an employee in the

change process.

6. 360 Degree feedbacks to address what skills are need to reach goals.

How I be sure change efforts and implementation strategy will work?

Before start to implementing any change is to analyze and to communicate the impact the

type and the magnitude of change will have on various segment of the organization. The second

step is to create compelling case for change. The change management communications needs to

vividly describe what the change mean for employee personally and how the change would

benefit them, not just only why the change benefit the business. The third step is to make sure the

entire leadership team to be the role models for the change. Modeling the new behavior for

change, the leaders ask employee to accept and adapt to changes and to demonstrate individual

accountability. The leadership teams should encourage individual employees to become active

members of change. Individual employees should actively contribute ideas, perspective, and

action to support the entire organization for change. To enable lasting change, all HR systems,

process, organizational structures, must support the change efforts and the goals of the

transformation. Performance management, professional development, HR strategy should enable

the workforce to succeed in the time of change (Harshak, 2014).

My assessment of how the article contributes to helping practicing managers.

1. Businesses must provide their customer what they need, and they should strive to provide

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those products or services that their customers want. Business should always keep their

core values in mind or at heart, and it ensure that the strategic vision is best to serve their

customer.

2. Focus on core value, core business and strategy is critical. But too much focus on the

bottom line can ruin the business. Customers will more likely to choose the competitor

that can provide them with more or better values.

3. Constant moderation of the environment is critical to success. To stay at the top of the

condition, businesses need to be constantly surveying the marketplace and

communicating with their stakeholders to make sure they are still in line or on the same

page. Be become aware will help keep the vision “clear, compelling and relevant.”

(Vision, 2014)

A list of Questions Useful Leading a Discussion of the Article

1. Is there is going to expansion in R&D in respond to the production of wearable

technology devices?

2. How did Intel miss out on the mobile/tablet market

3. Now what is it doing now to compensate from missing out the mobile/tablet market?

4. What does CEO Krzanich believe to be the mark of a greater leader? One motivates their

people?

5. Which wearable technology will pervade?

6. What advice would Krzanich give to young people to become great leader in technology?

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References

1. Communication (2014). Strategic Communication. Retrieved from

http://www.communipartners.com/Strategic_Communication.html

2. Custom Insight (2014). What is 360 Degree Feedback? Retrieved from

http://www.custominsight.com/360-degree-feedback/what-is-360-degree-feedback.asp

3. Goal Setting. (2014). EmXtrack Goal Setting and Tracking Module. Retrieved from

http://empxtrack.com/performance-management/goal-setting

4. Harshak, A. Making Change Happen, and Making it Stick. Retrieved from

http://www.strategy-business.com/article/00057?pg=all k. Strategy +Business.

5. Intel Vision and Strategy (2014). Retrieved from

http://www.intel.com/content/www/us/en/corporate-responsibility/corporate-

responsibility-vision-strategy-video.html

6. King, I. Intel CEO Seeking to Change ‘Intel Inside’ to Everywhere. Retrieved from

http://www.strategy-business.com/article/00057?pg=all

7. Latif, L. Intel is facing hardware and software challenge. Retrieved from

http://www.theinquirer.net/inquirer/opinion/2283659/intel-is-facing-hardware-and-

software-challenges.

8. Malone. T.W. (2004). Making the Decision. Retrieved from http://www.strategy-

business.com/article/00057?pg=all

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9. Mankins, M. How organizations make great decisions? Retrieved from

http://www.bain.com/publications/articles/decision-insights-11-how-organizations-make-

great-decisions.aspx

10. Pay. (2014). EmXtrack Pay for Performance. Retrieved from

http://empxtrack.com/performance-management/pay-for-performance

11. Performance (2014). EmpXtrack Performance edition. Retrieved from

http://empxtrack.com/editions/performance-edition

12. Review. (2014). EmXtrack 360 Review. Retrieved from

http://empxtrack.com/performance-management/360-review

13. Training. (2014). EmXtrack Training Management. Retrieved from

http://empxtrack.com/performance-management/training-management

14. Palmer, I., Dunford, R., Akin G. (2009). Managing Organizational Change: A Multiple

Perspectives Approach. New York, NY: McGraw Hill (2nd Ed).

15. Slide. Advantages of Decentralization. Retrieved from

http://www.slideshare.net/keongotyummy/advantages-of-decentralization

16. Vision (2014). Strategic Vision. Retrieved from

http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html

17. Zeiler, D. Intel (Nasdaq: INTC) Stock Looks to Revive with Wearable Technology.

Retrieved: http://moneymorning.com/2014/01/09/intel-nasdaq-intc-stock-looks-revive-

wearable-technology/

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Intel Change Management: Research Paper

Ting Yin

Keller School of Management

HRM 587

August 21, 2014

Executive Summary

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In this paper, I would like to recommend change managers to use Burke-Litwin Model

(BLM) as a change management model for Intel Corporation. BLM can be used to diagnose the

exiting level of organizational functioning and to identify the major factors affecting

organizational outcomes. BLM could provide a framework for the development of change

management and strategy constructs and other specific items. The following are the key points of

BLM: 1) External environment; 2) organizational culture; 3) mission and strategy; 4) structure;

5) leadership; 6) systems; 7) management practices; 8) individual values and needs; 9) work unit

climate; 10) motivation level; 11) tasks and skills; 12) individual and overall performance.

These are actual key points where Intel should focus on for change management (Palmer, 2014).

Many of Craig R. Barrett’s strategies for change at Intel failed and the company was in

worse shape 3 years into his tenure than they were before he took over. The change management

projects that took place at Intel were than than the organization could handle at the time. Those

projects forced Intel to tackle many priorities simultaneously. The entire change processes

diluted the organizational focus, time, effort, and other resources (Sirkin, 2005). The

organization should focus mainly on the organizational components that more critical to its

survival.

Krzanich, the most recent CEO of Intel, hasn’t found the right strategies that could help

Intel to improve profit by reducing spending. The reason that caused Intel’s disappointing

financial condition was it incomplete analysis of the market, and the company itself, and other

important data and information (Latif, 2014). “The Hard Side of Change Management” offers

great recommendation on how to improve the chances of success in change management. The

studies report the key elements of successful change management and the projects that are

reviewed or evaluated more frequently are more likely to succeed than those projects don’t get as

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much of review or evaluation (Sirkin. 2005)

These studies also recommend change managers to allocate the right amount of effort,

amount of time, sets of skills, and quantities of resources into different components of the project

change management (Sirkin, 2005). The project change management teams should establish

responsibilities and timelines for implementation and setup a feedback cycle to monitor

performance. Project management should frequently evaluate the results, the progress, and the

quality of the change management. In case of failure, the change management can develop

alternative strategies and to seek for better options. The decision might not always arrive at the

desired results. People need take alternative actions if necessary to help the organization to get

closer to the goals (Rados, 2010).

Literature Review

a. Describe how the topic has been addressed in the text and course assignments.

Even thought using models may appear to be useless because of the variety of

interpretations of the change happened at Intel organization, there are a number of reasons

change management organization can be of useful. The models can be helpful to manage

situation better: 1) The change management models can make the complexity of the situation

happening at Intel or any other organizations, where many of different things are “happening” at

the same time, more manageable and easier to understand and assess by reducing that situation to

a more manageable number of organizational categories or sectors; 2) the organizational change

models can be used in identifying which aspects of an organization’s activities or properties are

those need more attention, improvement and support.; 3) Change management models can

highlight the interconnectedness and the interrelationships of various organizational properties

(strategy, structure, business process, and people management); 4) The change management

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models provide managers a common “language” with which to discuss organizational

characteristics. Change management models can serves as guides for designing, developing and

implementing the sequence of actions to take in a change situation happening at Intel (Palmer,

2014).

There are a number of models that can deal with the functioning of organizations like

Intel’s. These models are designed in ways that focus mainly on organizational performances.

The change management models that can help Intel to find out which of its areas in its

organization and business need more attentions. These models are: 1) 7-S Framework; 2) Star

Model; 3) Burke-Litwin model; 4) Diagnosis by image (Palmer, 2014).

1. The 7-S framework focuses on seven key components that affect organizational

effectiveness – structure, systems, style, staff, skills, strategy and superordinate goals.

The interconnectedness of these variables is vital to the success of change.

2. The Star model identifies that the alignment of the five components, strategy, structure,

process, later capability, reward systems and people practices critical to the

organizational success. An organization is effective when the five components of

organizational design – strategy, structure, processes and later capability, reward systems

and people practices – are in alignment.

3. The Burke-Litwin model identifies the transformational and transactional source of

change. External environment, mission and strategy, leadership and organizational

culture and transactional sources of change are vital components that need more attention

when the changes are taking place.

4. Diagnosis by Image allows organizational members to use images to describe the

organizations and this can be used as a basis for discussion.

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b. Address how the varied perceptive relate to the topic and managing organizational change

The following approaches examines at specific components of the organization, which can

provide helpful guidance for change management at Intel (Palmer, 2014).

These approaches are:

1. The PESTEL Framework can look at the external environment of Intel in terms of six

factors – political, economic, social, technological, environmental and legal.

2. Scenario Analysis can dream up stories of possible future scenarios that could be

considered to be vital to the future of Intel Corporation.

3. Gap Analysis, a tool, could be used for examining Intel’s organizational position based on

where they are now and where they want to get.

4. The Strategic Inventory identifies the strategic assumptions of managers and determines

their consistency with the business environment. This determines whether the strategy

should be a focal point for change.

5. Newsflash Exercise can help the leaders at Intel to be very specific and succinct about

change and clearer about the intended outcomes.

Assessing Intel’s readiness to change can serve as a critical mediating variable between

change management strategies and the outcomes of desired strategies. Having a preview pre-

change audit of the readiness of an organization for change can provide an indication of the

likely outcome of a change initiative at a particular point in time (Evan, 2007):

1. Questionnaires

2. Stakeholder analysis pay attention to the position of stakeholders in the change process

and allows the leader to be better informed of how to confront potential issues.

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3. Force-field analysis identifies factors that are driving forces for change as well as

restraining forces.

c. Discuss how the topic and the varied perspectives relate o strategic change and if they

are predictive explanatory.

Burke-Litwin Model Diagnosis Predictive or Explanatory

External environment

Intel face external pressures in form of fashion, mandates, geopolitical, declining markets, and hyper-competition.

Explanatory

Mission and strategy Mission: “Delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we work and live.” (Intel, 2014)

Strategy:

5.Grow PC & Data Center business with new users

6.Extend Intel solution to win in adjacent market segment

7.Create continuum of secure, personal computing

8.Care for our people, the planet, and inspire the next generation

Predictive

Leadership Intel has democratic leadership style. The leaders or the managers make the final decisions. They include team members in the decision-making process. These leaders encourage creativity, and the employees become highly engaged in projects and decisions. The people at Intel tend to have high job satisfaction and high productivity. (Intel, 2014)

Explanatory

Organizational culture

Intel had strived to shape a unique, result oriented work culture that attempted to minimize power distance between leader and subordinates. (Intel, 2014; Augustine, 2013)

Explanatory

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Structure Technology, marketing & sales, finance, HR, mobile technology, chip (Intel, 2014)

Explanatory

Systems Technical systems, human systems, and management systems (Intel, 2014)

Explanatory

Management Practices

Intel’s HR believes that its people are Intel’s greatest investment. The HR selects, recruits, develops and retains the best and brightest employees. With these high levels of employee engagement, HR and its people can continuously strengthen the company's culture and values. Intel HR provides first-class, cost-effective services and support to its employees. (Intel, 2014)

Explanatory

Work unit climate Intel's overall culture, the company's business-unit subcultures and business development, one suited for a more international business climate. (Intel, 2014)

Explanatory

Tasks and skills More advanced technology skills, more focus on technology R&D

Explanatory

Individual values and needs

Strive to be the best they can be to serve the company better

Explanatory

Motivation level High Explanatory

Individual and overall performance

Highly motivated, intelligent, high achiever Explanatory

c. Discuss how the topic and the varied perspectives relate to strategic change and if they are

predictive or explanatory.

Upon his arrival Craig R. Barrett, the fourth CEO at Intel, had a strategy and made some

significant restructure within Intel. His focus was to expand Intel’s manufacturing capability

while raising profit. The pressure for change exerted on Intel was fashion (Palmer, p. 52). Intel

followed the market trend at the time. It followed many other organizations in technology

industry markets and it tried to further expand its product and service lines. As more technology

companies expanding into the market and with more competitors in the market, the pressure

created hyper-competition in the markets in which Intel operates (Palmer, p. 57).

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As explained, all the components of Burke-Litwin Model are interconnected and

interrelated. Changes occur in one point of the model will affect the remaining points of the

model. The external environment exerted pressures on the internal system and forced it to change

its strategy inventories, leadership style inventories, and task and skill inventories. In

hypercompetitive environment, Barrett leadership styles changed from a director to a navigator

(Hicks, 2014). With the role of the navigator, the leader is still in control. Under the influence of

a variety of factors external to the leader mean that while he might achieve some intended

change outcomes, other outcomes would occur over which he had little control. The outcomes

were at least partly emergent, rather than completely planned and resulted from a variety of

influences, competing interests, and processes (Palmer, 2014; Jiang, 2014).

The reason why Intel wanted to expand its market to include the production of

information and communication appliances and services related to the Internet. Under the

pressure for changes exerted from declining market (Palmer, p. 55), Barrett sought to diversify

Intel businesses by expanding into technology arenas outside of chip manufacturing and

expanding and into Internet related services and into production of information and

communication. As explained in BLM, changes in the external environment will affect other

components such as structures and systems. In order to respond to the business and product

expansion, a number of reductions in duplication of organizational function and improvement in

organizational coordination took place among various sectors within Intel internal systems

(Flight, 2013). Barrett created the Architecture Group and other new business units. These

reorganizations were intended to enable decentralization and delegation of decision-making

within Intel (Flight, 2013.

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Unfortunately, many of Barrett efforts were not doing what it was intended and Intel was

in worse shape 3 years into his tenure than they were before he took over. The company wasn’t

able to reach its enough profit to sustain the enlarged business. Some of the problems were

worsen by the slow economy experienced during of the period of 9/11. Nonetheless, Barrett

insisted in restructuring Intel and attempted to stay more competitive in the information

technology market. The events of 9/11, geopolitical pressure, affected the economic conditions

of the market as whole, which triggered the need for organizational changes (Dervitsiotis, 2012;

Palmer, p. 55).

The environment pressures that Barrett and Intel faced came from fashion, geopolitical,

and corporate reputation, and declining market and threat of war. Intel also faced with hyper

competition as many of their rivals did at the time. Intel’s reputation was also floundering due to

product delays, recalls, and shortages and worse of all, error in their software products (Palmer,

p. 57). These multiple re-organization could result in multiple organizational identities for Intel

(Palmer, p.66). As explained in BLM, the changes in the external pressure created the change in

Intel structures and systems, which later induced changes in work unit climate that was –

employee un-satisfaction with the changes.

One of the more useful organizational assessments can be applied to Intel organizational

changes. The PESTEL framework is designed to provide managers with a tool to identify

different macro-environmental factors that might affect business strategies, and to assess how

different environmental factors might influence business performance in the current status and

the future. The PESTEL Framework analyzes the changes in form six types of important

environmental influences: political, economic, social, technological, environmental and legal.

These factors should not be thought as independent factors and they were inter-related and inter-

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connected. Factors such as 9/11 had probably affected the economy, the customer purchasing

decision, the government policies and regulation in technology and other critical factors that

determined the success of the company.

With the re-organizing of the business and acquisition of other companies, integration

and collaboration pressures became more prominent changes, which were difficult experience for

Intel to go through. While Barrett felt that streamlining of the business was important, he made

Intel to invest more into new markets necessary, which was needed Intel’ further growth and

development and serve as the pressure for organizational change in the company. Their

expansion into new markets did create growth in some areas of the organization (Palmer, P. 66).

The number of acquisition and re-structuring changes could have resulted in multiple

results people at Intel feeling confused or worried. The decisions for making the M&A and the

“re-shuffling” arose from these inconsistencies of business process and organizational workflow.

Barrett, the new broom at Intel, had made many of these changes. The new broom could have

brought the extra pressure the organization and caused confusion or misunderstanding in the

organization (Palmer, p. 68). Every component in BLM is interconnected with each other. The

external pressures caused internal re-structuring and re-organization in response to the external

changes. The previous Intel structure, business process, people & management were unable to

streamline new business process and product development process efficiently and effectively

Intel entire organization, business process and culture has to become more nimble or innovative

in order to respond more swiftly and positively to changes.

One of Barrett’s aims for Intel is to change the culture of the organization. This type of

cultural change is multi-faceted and is driven by the leader in order to create united consistency

of business process and efficiency of coordination within the organization (Palmer, p. 68) As

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results of significant staff cuts and job changes within Intel arose from the loss of profit, staff

showed signs of rebelliousness and to show the sign of resistance to change (Palmer, p. 12).

People outside the company like shareholders and industry speculators began to sign of concerns

about the future of the organization. Work unit climate is a key component in BLM and it is

responsible for development of organizational sub-cultures. However, the organization structure

changes were too fast for people to handle or cope, which resulted in employee poor

performance and workforce performance. The employee jobs and skills at the time were not able

to meet the needs of the organization at the time to help it to make the positive organizational

changes and results to happen. The lower employee performance resulted in workforce

reduction.

In the International Consumer electronic Show, Krzanich showcased the technological

devices that were invented and produced by Intel’s New Device division. The more useful

functions have been added to the new devices, which can make the new devices more attractive

to the customer and the end-users. The additional functions are intended to solve the end users’

problems. None of the products were brought by the New Division is going to be sold directly to

the end-users. Intel is going to collaborate with its business partners/potential customers in order

to bring the final products, which come with Intel devices, to be sold to the general market

(King, 2014; Staren, 2014).

In the meeting, Krzanich commented, “…Wearable [devices] need to solve …the

problem people want to solve at the time…” The leader said Intel would focus on providing what

the market wants from chips. The company needs to research, design, and develop strategies that

can include the chips in every possible wearable device. “However the markets moves, wherever

the compute need is, we want products to do it best… rather than where the market was

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moving,“ Krzanich said in the meeting. The CEO wants to company to do what is it is good at

doing at that is to make quality chips (King, 2014; Gobble, 2013). At the International Consumer

electronic show, the leader engaged in a newsflash diagnosis exercise. The diagnosis exercise is

primarily used for focusing on the strategy change. The leader “begins with the end in mind”-the

desired outcome of a change that was clarified through the answering of a series of questions at

the International Consumer electronic Show (Dervitsiotis, 2014).

Krzanich has been looking to speed up the entire process of making of new chips and to

focus more its efforts on lower-power products. Intel has invented a new processor, Quark,

which it wants to incorporate into every possible appliance. Wearable convenient mobile devices

are potential candidates for Intel to target at. However, Intel hasn’t been fast enough to deliver

the products to the hand of the customers (King, 2014). Evercore consulting firm for Intel, said

that Intel’s factories might be one of better instruments for moving the business into the new

market. With the factories, Intel is at least one year ahead of the game against its competitors in

the manufacturing of the fundamental components of all semiconductors (King, 2014).

This electronic Show served as a pre-change audit and as assessment for determining

readiness for change at Intel, which has implications for the potential success of change.

Through this dialogue, Krzanich, CEO, actively engaged the public to gain a variety of

perspectives that he could consider to make better decisions in the current change management

efforts. The opinions and comments received from the publics that could potentially influence

the course of actions in the prosed change. The aim of this public communication was to try to

give the change managers an array of assessment of the organization for its readiness for change:

1) scenario analysis, 2) gap analysis; 3) strategic inventory; 4) stakeholder analysis

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Intel needed for a number of assessments of an organization to gain a broad

understanding of its characteristics and readiness for change: the identification of both strengths

and weaknesses is a company is helpful feedback for the manager preparing for change. The

leader’s interaction with the public can be used to measure the amount of perceived “support”

and “against” in an organization for a proposed change, by capturing some of the more tacit

factors that can contribute to success or failure.

Intel Corporation has developed and further improved its own business intelligence

capability. BI has the ability to mine and analyse big data to give analysts and managers better

understanding of business patterns and trends that can help the organization to develop better

operational efficiencies and to put Intel at competitive advantages in major aspects of the

business, such as manufacturing, security, marketing and IT. The business intelligence and

predictive analytics can help Intel to make 1) better and informed decision, 2) accelerate the pace

of innovation, and 3) discover and tap into the new markets (Fania, 2014). Intel applies the

business intelligence and the predicative analytic approaches to make these informed and

strategic changes and decisions.

Discussion and Conclusion

a. Discuss your experience with the topic and managing organizational change

Based on what I read, the Star Model can provide more suitable solutions to the problems

that my organization currently faced. Strategy determines direction of action. A company's

strategy is the game plan management uses to position in a market, conduct its operations, attract

customers, compete successfully, and achieve organizational and business objectives (Palmer,

2014).

Strategy (BMS, 2014)

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1. Develop an innovative portfolio of new products

2. Develop significant clinical advancement

3. Develop integrated business models, which complements internal capabilities with

external innovation.

4. Utilize strategic partnership with supplier and competitors

5. Enhance efficiency and effectiveness and align infrastructure to support growth.

The second part of Star Model is structure. It determines the location of decision. The

power of decision-making should be more decentralized. The employees, who are closer to the

action, should be entitled to have more say in the decision making process. Those, who have

direct exposure to occurrence of the results and application of strategies, can receive more

accurate input and insight. With the accurate input, the better decision outcome can be (Palmer,

2014). Decentralization has the following benefits: 1) It encourages motivation and creativity; 2)

it allows more minds to work simultaneously on the same problem; 3) it accommodates

flexibility and allows individualization (Tampere, 2014).

Decision Making Process (Rados, 2014)

6. Criteria for Decision Making:

d. Increase market share in medicine

e. Increase employee engagement and performance

f. Decrease capital expenses or operating expense if possible

7. Fact. Decision making groups need to gather precise facts that are required to understand

the current situations, develop strategies, alternatives, and to make good choices.

8. Alternatives: When present with a recommendation of any sort the employees at Intel

should ask “What alternative did you consider and reject and why?” This simple

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questions can help people to expand their options and careful examination of all possible

option can improve the quality of decision making and can help to improve the outcome

of the decision in all the decision making process.

9. Commitment. The company should establish responsibility and timelines for

implementation and setup a feedback cycle to monitor performance. (Mankins , 2014)

10. Closure. Paying attention to closure and the results are required to understand the current

situations, develop strategies, alternative, and to make good choices. The decision might

not always arrive at the desired results. People need take alternative actions if necessary

to help the organization to get closer to the goals (Gong, 2013).

The fourth part of the Star Model is reward. Rewards can encourage desired behaviours

by offering incentives. The fifth part of Star Model is people practice. The recruitment, selection,

and development of the right people – employees who have consistently demonstrated their

abilities in meeting organizational goal- is instrumental to the success of the company.

Talent management software plays a key role in execution. It is the control infrastructure

goal setting, tracking and alignment. 1) Effectively retain top performers; 2) Determine

roles/employee ratio that most critical to your organization; 3) place the right person in the right

roles; 4) Determine the skill critical to the organization; 5) design and develop hiring, retention,

and developing strategies; 6) monitor staff productivity; 7) identify gap in critical skills

(Biriescu, 2014; Bogsnes, 2014).

b. Describe how a practicing manager might make use of what you have found to better manage

change.

4. Businesses must provide their customer what they need, and they should strive to provide

those products or services that their customers want. Business should always keep their core

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values in mind or at heart, and it ensure that the strategic vision is best to serve their customers.

5. Focus on core value, core business and strategy is critical. But too much focus on the

bottom line can ruin the business. Customers will more likely to choose the competitor that can

provide them with more or better values.

6. Constant moderation of the environment is critical to success. To stay at the top of the

condition, businesses need to be constantly surveying the marketplace and communicating with

their stakeholders to make sure they are still in line or on the same page. Be become aware will

help keep the vision “clear, compelling and relevant.”

7. Various organizations can create R&D for service development, organizational

development and strategy formation, marketing research, and other form of research and

investigation. Organizational “ R&D” can be used to find and develop more agile organizational

systems for the business. The market places will more favor those companies that are able to

execute innovations more efficiently, and to propel their organizations forward more nimbly into

the ever changing and unpredictable market. The high performers will be those are more able to

anticipate urgencies so as to grasp the opportunities as to be one of the first to the market (Lees,

2009; Nijssen, 2012; Torres, 2014).

8. To be able more thrive in the market, organizations can use adaptive operating model. In

this model, organizations transform their business models, organizational systems, capital

managements and other units or function within the organization to be more quickly and

positively to ever occurring changes or pressures. Intel organization and other organizations can

leverage analytics and diagnostic tools that can provide detailed analyses and data-driven

insights that can predict the outcome of business strategies and HR strategies and other

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organizational strategies and to forecast and to recommend which strategies are more appropriate

for the organization (Lees, 2014; Nisjssen, 2012).

Reference

1. BIRIESCU, S. (2014) Regionalization, Performance Management and Software Technology. Review of Comparative Management2013, Vol. 14 Issue 4, p596-607. 12p

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2. Bogsnes. B (2013) Can Performance Management Foster Intelligent Behavior? People & Strategy. 2013, Vol. 36 Issue 2, p12-12. 3/4p. 

3. Dervitsiotis, K. N. (2012) An innovation-based approach for coping with increasing complexity in the global economy. Total Quality Management & Business Excellence. Oct 2012, Vol. 23 Issue 9/10, p 997-1011

4. Hicks, D. The Multi-Faceted Path to Leadership. American Agent & Broker. May2012, p8-8. 1p. 

5. Fan, M. (2014). Mining Big Data in the Enterprise for Better Business Intelligence. Intel@Intel white Paper. Retrieved from: http://www.intel.com/content/dam/www/public/us/en/documents/white-papers/mining-big-data-In-the-enterprise-for-better-business-intelligence.pdf

6. FLIGHT, R.L.; PALMER, R. J. ORGANIZATIONAL STRUCTURE AND INTRA-FIRM INNOVATION DIFFUSION. Marketing Management Journal. Fall2013, Vol. 23 Issue 2, p35-57. 23p. 

7. Gobble, MaryAnne M. Innovating the Corporation. Research Technology Management. Nov/Dec2013, Vol. 56 Issue 6, p61-63. 3p

8. Y. GONG; T.Y KIM; A MULTILEVEL MODEL OF TEAM GOAL ORIENTATION, INFORMATION EXCHANGE, AND CREATIVITY. Academy of Management Journal. Jun2013, Vol. 56 Issue 3, p827-851. 25p.

9. Harshak, A. Making Change Happen, and Making it Stick. Retrieved from

http://www.strategy-business.com/article/00057?pg=all k. Strategy +Business.

10. Jiang, J.J.; Achieving IT Program Goals with Integrative Conflict Management.Journal of Management Information Systems. Summer2014, Vol. 31 Issue 1, p79- 106. 28p. 3 Diagrams, 6 Charts.

11. Miranda, S. Beyond BI: Benefiting from Corporate Performance Management Solutions.Financial Executive. Mar/Apr2004, Vol. 20 Issue 2, p58-61. 4p. 

12. Sirkin, H.L.. The Hard Side of Change Management. Harvard Business Review.

13. Staren, E. D.; Eckes, C. A. Optimizing Organizational Change. Physician Executive. May/Jun2013, Vol. 39 Issue 3, p58-63. 5p. 

14. Torres, D. L. AGILity and the Organization: Sense-making for Organizational Leadership. SAM Advanced Management Journal. Summer2013, Vol. 78 Issue 3, p10-20. 11p. 

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15. Y. GONG; T.Y KIM; A MULTILEVEL MODEL OF TEAM GOAL ORIENTATION, INFORMATION EXCHANGE, AND CREATIVITY. Academy of Management Journal. Jun2013, Vol. 56 Issue 3, p827-851. 25p.

16. Harshak, A. Making Change Happen, and Making it Stick. Retrieved from

http://www.strategy-business.com/article/00057?pg=all k. Strategy +Business.

17. Intel Vision and Strategy (2014). Retrieved from

http://www.intel.com/content/www/us/en/corporate-responsibility/corporate-

responsibility-vision-strategy-video.html

18. King, I. Intel CEO Seeking to Change ‘Intel Inside’ to Everywhere. Retrieved from

http://www.strategy-business.com/article/00057?pg=all

19. Latif, L. Intel is facing hardware and software challenge. Retrieved from

http://www.theinquirer.net/inquirer/opinion/2283659/intel-is-facing-hardware-and-

software-challenges.

20. Palmer, I., Dunford, R., Akin G. (2009). Managing Organizational Change: A Multiple

Perspectives Approach. New York, NY: McGraw Hill (2nd Ed).

21. Zeiler, D. Intel (Nasdaq: INTC) Stock Looks to Revive with Wearable Technology.

Retrieved: http://moneymorning.com/2014/01/09/intel-nasdaq-intc-stock-looks-revive-

wearable-technology/

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CASE ANALYSIS: Chipping Away at Intel

Ting Yin

Keller School of Management

HRM 587

July 30, 2014

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Introduction

Many of Craig R. Barrett’s strategies for change at Intel failed and the company was in

worse shape 3 years into his tenure than they were before he took over. Barrett should had

designed an research team to investigate the market segment and to find a future plan for PC

chips making along with the mobile PC devices making and other potential profit-making

technology devices. The team should thoroughly analyze the markets and to come up what are

the more suitable products and the strategies for designing and developing them. The

organizational systems at Intel should be modified in ways that could allow the businesses to be

more responsive at faster pace. In this paper, I would like to recommend the Kotter 8-Step

Change Model to help the organization to develop solutions the problems that it faced at the

time.. With the help of the market research team, the direction of action at this time could have

developed more effective and efficient ways for managing the organization, designing and

developing product, and selling and distributing products.

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Analysis of the Case

Upon his arrival Craig R. Barrett, the fourth CEO at Intel, had a strategy and made some

significant restructure within Intel. His focus was to expand Intel’s manufacturing capability

while raising profit. The pressure for change exerted on Intel was fashion (Palmer, p. 52). Intel

followed the market trend at the time. It followed many other organizations in technology

industry markets and it tried to further expand its product and service lines. As more technology

companies expanding into the market and with more competitors in the market, the pressure

created hyper-competition in the markets in which Intel operates (Palmer, p. 57).

The reason why Intel wanted to expand its market to include the production of

information and communication appliances and services related to the Intern. Under the pressure

for changes exerted from declining market (Palmer, p. 55), Barrett sought to diversify Intel

businesses by expanding into technology arenas outside of chip manufacturing and expanding

and into Internet related services and into production of information and communication.

In order to respond to the business and product expansion, a number of reductions in

duplication of organizational function and improvement in organizational coordination took

place among various sectors within Intel internal systems. Barrett created the Architecture Group

and other new business units. These reorganizations were intended to enable decentralization and

delegation of decision-making within Intel.

Unfortunately, many of Barrett efforts were not doing what it was intended and Intel was

in worse shape 3 years into his tenure than they were before he took over. The company wasn’t

able to reach its enough profit to sustain the enlarged business. Some of the problems were

worsen by the slow economy experienced during of the period of 9/11. Nonetheless, Barrett

insisted in restructuring Intel and attempted to stay more competitive in the information

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technology market. The events of 9/11, geopolitical pressure, affected the economic conditions

of the market as whole, which triggered the need for organizational changes (Palmer, p. 55).

The environment pressures that Barrett and Intel faced came from fashion, geopolitical,

and corporate reputation, and declining market and threat of war. Intel also faced with hyper

competition as many of their rivals did at the time. Intel’s reputation was also floundering due to

product delays, recalls, and shortages and worse of all, error in their software products (Palmer,

p. 57). These multiple re-organization could result in multiple organizational identities for Intel

(Palmer, p.66).

With the re-organizing of the business and acquisition of other companies, integration

and collaboration pressures became more prominent changes, which were difficult experience for

Intel to go through. While Barrett felt that streamlining of the business was important, he made

Intel to invest more into new markets necessary, which was needed Intel’ further growth and

development and serve as the pressure for organizational change in the company. Their

expansion into new markets did create growth in some areas of the organization (Palmer, P. 66).

The number of acquisition and re-structuring changes could have resulted in multiple

identities of Intel as a company. The identity crisis should have resulted which could results

people at Intel feeling confused or worried. The decisions for making the M&A and the “re-

shuffling” arose from these inconsistencies of business process and organizational workflow.

Barrett, the new broom at Intel, had made many of these changes. The new broom could have

brought the extra pressure the organization and caused confusion or misunderstanding in the

organization (Palmer, p. 68).

One of Barrett’s aims for Intel is to change the culture of the organization. This type of

cultural change is multi-faceted and is driven by the leader in order to create united consistency

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of business process and efficiency of coordination within the organization (Palmer, p. 68) As

results of significant staff cuts and job changes within Intel arose from the loss of profit, staff

showed signs of rebelliousness and to show the sign of resistance to change (Palmer, p. 12).

People outside the company like shareholders and industry speculators began to sign of concerns

about the future of the organization.

The competing pressure for change triggered both from inside or outside the organization

present as issues in here. In the international market that Intel catered more to these issues

happened worldwide. The fast-paced, global economy formed the context of Intel operation.

Intel needed to focus its attention on change to keep up with the external pressures. The

escalation of external pressures, the internal pressures of the organization had to become

increasingly more responsive to those pressures.

Alternative Actions to Make the Change Process more Effective

Alternative Action 1

Market decline in technology caused by September 11 caused numerous technology

companies to look for ways to still stay competitive in the market. To counteract the effects of

market decline, Barett should establish a strong internal committee that can help the company to

gain more competitive advantages. The very first thing that any business should do before it

embarks upon any business venture is to make a very through-all investigation and analysis of

the market needs for technology devices. With the market information, the experts can be able to

recommend what course of actions and what products for Intel to make in order to continuously

stay as a leading provider of technology products and services. Market research and analysis can

take long time to do, and their results contain errors and their directives can mislead people.

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Intel will be the only sole legal owner of anything that is generated by Intel employee in

Intel sponsored projects. No other affiliated organization can have the ownership under ordinary

circumstances. As stated in the following a clause that pertained to proprietary property “All

trade secrets, copyrights, mask works, trademarks, inventions (including service inventions),

discoveries, designs, formulae, processes, methods, manufacturing techniques, improvements,

ideas, copyright table works, and other intellectual property which create, invent or discover

alone or with others during … Intel employment.” (Intel, 2014)

Alternative Action 2

Intel can form strategic alliances with its competitors in which each commits resources to

achieve a common set of goals. Through strategic alliances, companies can access to

supplementary services, to new technology, and to enter new markets. Through the collaboration,

both organization can reduce cycle time, improve R&D, supplement critical skills, inhibit

competitors, and share the risk or cost of major development projects and improve quality. The

partnerships can potentially expose the participant company to each other, the partners could

utilize what they learn in the alliances and they later transfer the know-how back to its parent

companies. In addition, strategic partners may lead the alliance in directions that better serve one

side of the partnership, where one win and the other lose. The types of collaboration can result in

tension and frustration (Cojohari, 2014).

Recommended

One of the major reasons for Intel’s lost in its market value is due its imbalance in

regards to internal organizational structure and business process. Without effective internal

processes and systems, the organization would be less likely to successfully implement changes

started by environmental pressures. Barrett should focus more on internal changes before

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implementing any new changes in responding to the environmental changes. Many theories

about change management originate with leadership and change management expert, John

Kotter. The following are Kotter’s general 8 step of change: establishing a sense of urgency;

forming a powerful coalition; creating a vision for change; communicating the vision; removing

obstacles; create short term wins; build on changes. According to Kotter, the methods used for

successful transformations of companies require several major serious steps. Barrett would have

done well by using the Eight Stage Process of Creating Major Change (Palmer, P. 224)

Kotter’s 8 Step of Change

1. Establishing a sense of urgency – With the position as CEO of Intel, Barrett could be

considered as director for the change management. It was up to the director to lead the

organization in ways that was described to generate the changes (Palmer, P.28). As a director of

change, Barrett should had designed an research team to investigate the market segment and to

find a future plan for PC chips making along with other technology products. The team could

have identified potential risks or pitfalls by thoroughly analyze the market segment. It should do

comparison analysis of alternatives and select which alternatives can serve Intel better. It could

have developed improved business solutions for a new processor chip. With the help of the

market research team, the direction of action at this time could have developed more effective

and efficient ways of managing the organization, product design and development, and product

sales and distribution.

2. Creating the guiding coalition – Barrett could serve as a navigator of change. With

Barrett as CEO, he could more or less form his dream strategic committee. While he may

achieve some intended change outcomes, other outcomes would occur over which he and his

teams had little control over (Palmer, P. 234).

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3. Developing a Vision and Strategy -

In the coach image, change managers should to intentionally shape the organizational members

in particular ways to ensure that their performance will be improved and be aligned with the

organization goals and mission. The coach should install the appropriate set of values, skills, and

“drills” into organizational members, who will be applying these skills in their jobs. Together the

employees can move Intel more toward desired organizational outcomes (Palmer, P. 32).

Intel Vision: “This decade we will create and extend computing technology to connect and

enrich the lives of every person on person.” (Intel, 2014)

Strategy:

1. Grow PC & Datacenter business with new users

2. Extend Intel solution to win in adjacent market segment

3. Create continuum of secure, personal computing

4. Care for our people, the planet, and inspire the next generation.

Barrett had the right vision of having mobile device. He failed to describe the strategy of the

vision for Intel in ways that will work in the real world.

3. Communicating the Change Vision –As role of an interpreter, Barrett or other leaders

should be in the position of creating meaning for other employees and assisting them to make

sense of various organizational events and actions (Palmer, P. 32). The change managers should

serve interpreters of what those changes supposed to mean to the employees and what are overall

purpose –vision of change- is really about. Barett should develop effective set of communication

to explain what those organizational changes mean and what impact would those changes bring

about in order make the transition for the organizational members more successfully by making

senses of rational behind the changes. He or other leaders at Intel should explain the current

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situation and the reasoning for the change. He should describe clearly what will be changing,

how will be changed, and when they will be changed. He should also explain how this would

impact the employees.

4. Minimize the Barrier – As a director of change image, Barrett reorganized the entire

company to minimize duplication of work and to create better working coordination within the

organization. Barrett should create a structure and build momentum for change. The strategic

committee should: 1) identify leaders, who will be able to lead the change and direct people to be

more aligned with the changes; 2) review and evaluate structure, process, performance

management to ensure that people are in-line with the organizational vision and strategies; 3)

develop plans to systematically minimize the magnitude of obstacles over time.

6. Generating Short-Term Victories – Barrett could have begun the reorganization and the

restructuring at smaller steps at with small units and given them a shorter time frame of

completion. Employee recognition and reward system can play important role in providing

incentive for employees at Intel to drive performance. Intel can develop employee recognition

and reward plans that pay the right employees the right amounts for doing the right things in

ways that can create real business value.

7. Create more positive changes – Barrett should have hired and developed employees for the

new divisions he was creating. He could have a screening interview team that can help the

company to identify and hiring the right new chip managers for the wireless unit and

Architecture Group that was established. With the use of Human Resource Department and their

Human Resource Information Systems, he could have devised a talent management plan and

submitted it to implement the right talent acquisition, management, training and development for

the employees at Intel. Human Resource department could be in assistance for recommending in

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hiring, promoting, and developing employees who could implement the change management

(HRIS, 2014).

The image that Barrett would be holding is navigator. With Barrett as CEO, he could more or

less form hire or develop employees for the unit he created. Baretts ability to get the team to

work effectively may be limited where there are uncontrollable or unpredictable factors that

influence the situation.

8. Creating new approaches in the company culture - Barrett decided to hire external

workers to assist him and the company with the culture change of Intel. Barrett could have

worked with Human Resource department to devise a way for HR strategies that would improve

employee performance. With the guidance of the Human Resource department, better employee

performance management system would have lead to better organizational performance at Intel

(HRIS, 2014).

Con of Using Kotter’s 8 Step Change Model

The downside of Kotter’s 8 Step of Change is that strategists or whoever involve cannot

skip or ignore the steps or change process whenever steps fail. Kotter’s 8 Step Change Model

goes in linear fashion. It proceeds from step 1 to step 8. The linearity of the model could lead to

wrong direction if it is begun with wrong assumption. There is no guarantee every step would

work. Once process begins, it is difficult to change the course of action. When the process fails,

employee would become frustrated or disengaged, if individual needs are not taken into

consideration (Gough, 2009).

Generalization

What are the lessons learned from this case study? To survive or even thrive in the

competitive market, organizations need to periodically evaluate its overall performance and how

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to align organization system with performance goals. The organizations should be designed and

developed in ways that can be more or less readily reorganized, to be more nimble in responding

to less predictable pressure and changes. All organizations should install mindset of placing

customers first into its employees. Organization, institution and their stakeholders should put on

images of caregiver or care provider. In case of Intel, the organization should have images of

caregiver or provider in technology by communicating of using technology in caring for others.

To develop better customer relationship as ways to increase sales is to through creating

innovative “caring” images to help customers and employees to make senses of why

organization way of doing things. (Martin, 2005)

Corporation should use and see R&D as for product research and development. Various

businesses can create R&D for service development, organizational development and strategy

formation, marketing research, and other form of research and investigation. Organizational “

R&D” can be used to find and develop more agile organizational systems for the business. The

market places will more favor those companies that are able to execute innovations more

efficiently, and to propel their organizations forward more nimbly into the ever changing and

unpredictable market. The high performers will be those are more able to anticipate urgencies so

as to grasp the opportunities as to be one of the first to the market (Chess, 2009).

To be able more thrive in the market, organizations can use adaptive operating model. In

this model, organizations transform their business models, organizational systems, capital

managements and other units or function within the organization to be more quickly and

positively to ever occurring changes or pressures. Intel organization and other organizations can

leverage analytics and diagnostic tools that can provide detailed analyses and data-driven

insights that can predict the outcome of business strategies and HR strategies and other

42 of 12

organizational strategies and to forecast and to recommend which strategies are more appropriate

for the organization (Chess, 2009).

Intel needs to focus attention to its R&D to find methodologies for making more a

diverse range of cost effective chip and other technology products that can continuously meet the

needs of the market. In any organization, talent management needs to rapidly and continuously

re-skill or up-skill workers to align to new needs and opportunities.

References:

1. Cheese, P., Silverstone, Y, Smith, D. (2009). Creating an Agile Organization. Retrieved from 2009, from http://www.accenture.com/SiteCollectionDocuments/PDF/OutlookPDF_AgileOrganization_02.pdf

2. Cojohari, N. The competitive advantage of strategic alliances. Retrieved from: http://www.upm.ro/proiecte/EEE/Conferences/papers/S421.pdf

3. HRIS. (2014). Human Resource Information Systems. Retrieved from http://www.shrm.org/hrdisciplines/technology/pages/hris(humanresourceinformationsystems).aspx

3. Intel. (2014). Retrieved from http://www.intel.com/content/dam/jobs/documents/employment-forms.pdf

4. Intel Vision and Strategy. Retrieved from http://www.intel.com/content/www/us/en/corporate-responsibility/corporate-responsibility-vision-strategy-video.html

5. Martin, B. (2005). Building a Market-Oriented Organizational Environment: An Implementation Framework for Small Organizations. Retrieved from Fall, 2009, from http://www.bsu.edu/mcobwin/ajb/?p=69

6. M. Cassidy. (2012, March 12). Former Intel CEO Craig Barrett says pinning for manufacturing jobs is the wrong way to go. Retrieved from 2012, from http://www.spring.org.uk/the1sttransport.

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7. Palmer, I., Dunford, R., Akin G. (2009). Managing Organizational Change: A Multiple Perspectives Approach. New York, NY: McGraw Hill (2nd Ed).

8. Verity Gough. Organizational Change: Which Model to Use? Retrieved from 2009, fromhttp://www.trainingzone.co.uk/topic/strategy/organisational-change-which-model-should-i-use

Cojohari, N. http://www.upm.ro/proiecte/EEE/Conferences/papers/S421.pdf

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