Case | HBS Case Collection | August 2009

Intel NBI: Vivonic

by Willy C. Shih and Thomas Thurston


Vivonic was a start-up that was part of Intel's New Business Initiatives that sought to develop and sell personal health monitoring hardware and software. When it was first funded, Intel was in the midst of record growth and was seeking diversification. But the company lacked domain expertise, and the unit faced many challenges working with existing Intel processes while it strove to establish its own. This case complements 609-043, "Intel NBI: Intel Corporation's New Business Initiatives," and 609-102, "Intel NBI: Intel Corporation's New Business Initiatives (B)." It is one of the failed ventures cited in those cases.

Keywords: Business Startups; Experience and Expertise; Corporate Entrepreneurship; Product Development; Failure; Diversification; Semiconductor Industry;


Shih, Willy C., and Thomas Thurston. "Intel NBI: Vivonic." Harvard Business School Case 610-025, August 2009.