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Essay / Research Paper Abstract
A 3 page paper discussing an Intel Corporation case in two pages, a review of technology's "fault line" on the product life cycle in the third. Two PowerPoint® presentations are available. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgmtIntelTech.rtf
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Unformatted sample text from the term paper:
Beyond 2003 Intel was born of frustration with a semiconductor manufacturer; leaders left that manufacturer to form Intel and AMD in the 1980s
and to become competitors in the emerging computer technology industry. Intels first fortune originated with the rapid advance of technology throughout the 1990s, then was furthered by the Y2K
date scare as businesses and individuals purchased Y2K-ready machines. By 2003, "Intel Inside" was no longer a necessary industry standard, because the tag line was specific to PCs and
many other types of devices had Internet capabilities. Intel had interest in most. Intel had entered several "industries outside its traditional areas
of expertise" (Burgelman and Meza, 2004; p. 1137), buying into "communications, information appliances, and Internet services" (Burgelman and Meza, 2004; p. 1137). Management envisioned convergence in the future and
strove to place Intel at its center, but faced many questions and uncertainties: * Would Intel realize a return on the "enormous investments in manufacturing and technology it was making"
(Burgelman and Meza, 2004; p. 1137)? * Was Intels management strong enough to deal with the "widened corporate strategic scope" (Burgelman and Meza, 2004; p. 1137)? * Was existing organizational
structure optimally designed to implement the new corporate strategy? By 2002, Intel had five business units, with only three focusing on microprocessors.
The other two concentrated on handheld devices and networking capabilities. The company was convinced of the coming convergence of communications and computing architectures and needed to sell that idea
to visionaries who would carry the transition until pragmatists adopted the emerging technologies. Remaining convinced of future "bet the store" on its predictions.
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