Intel Corp.: Leveraging Capabilities for Strategic Renewal

Christopher A. Bartlett; Ashish   Nanda

Case | HBS Case Collection | March 1994

Intel Corp.: Leveraging Capabilities for Strategic Renewal

by Christopher A. Bartlett and Ashish Nanda

Abstract

Traces the history of Intel from its earliest days as a technology-driven memory company to its emergence as an increasingly market-focused microprocessor company with emerging systems capabilities. The focus is on the strategic, organizational, and management adaptation that was required to ensure the company's survival in a highly volatile industry. Under the leadership of Andy Grove and Gordon Moore, Intel is able to overlay its R&D base with manufacturing and marketing capabilities that allow it to continually adapt to changes and renew itself.

Keywords: Organizational Change and Adaptation; Adaptation; Management Skills; Management Practices and Processes; Strategy; Organizations; Information Technology Industry;

Format: Print

31 pages

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Citation:

Bartlett, Christopher A., and Ashish Nanda. "Intel Corp.: Leveraging Capabilities for Strategic Renewal." Harvard Business School Case 394-141, March 1994.

This note offers an overview of the Strategy course offered in HBS’s Required Curriculum. The RC Strategy course aims to help students become effective strategists. The note introduces the six modules of the course: What is Strategy, Market Attractiveness, Competitive Advantage, Strategic Interactions, Corporate Strategy, and Crafting Strategy.

This note introduces the first module of the RC Strategy course, What is Strategy? It helps students develop their perspective on what is a strategy, what is a good strategy, and how strategy development differs across contexts.

Case | HBS Case Collection | May 1992 (Revised September 2019)

Richardson Sheffield

Christopher A. Bartlett, Ashish Nanda, Christopher A. Bartlett and Ashish Nanda

The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to raise sales and earnings at more than 25% annually, even as the local industry was in steep decline.
After outlining how the U.K. cutlery industry has evolved, the case describes the major changes introduced by Upton and his mentor Jerry Hahn in Richardson Sheffield to upgrade production technology, innovate the product line, and instill customer orientation. The case focuses on the impact of Upton’s controversial approach to human resource management in general and to management selection and development in particular on the organizational climate at the firm.
The case closes by identifying some major changes that threaten Richardson Sheffield. In 1986, Hahn’s ownership position is sold to an Australian industrial company with a different operating style and different strategic objectives for Richardson Sheffield. Top management is also undergoing a transition, with Upton gradually moving aside and outsiders being introduced. Finally, the approaching 1992 EC market harmonization presents new competitive challenges and market opportunities.

Keywords: human resource management; Human Resource Practices; general management; Human Resources; Management; Leadership; Strategy; United Kingdom;

Citation:

Bartlett, Christopher A., and Ashish Nanda. "Richardson Sheffield." Harvard Business School Case 392-089, May 1992. (Revised September 2019.) View Details

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Intel Corp.: Leveraging Capabilities for Strategic Renewal

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