Publications
Publications
- October 2005
- HBS Case Collection
Intel Corporation 2005
By: David B. Yoffie and Michael Slind
Abstract
Buoyed by strong recent sales growth but humbled by failed strategic bets and other missteps, Intel in 2005 initiated a major reorganization. Under its new CEO, Paul Otellini, the company shifted toward a "platform" model, inspired by the success of its Centrino mobile-computing product. That model led Intel toward development of not just faster computer chips--the historic source of its dominance of the microprocessor industry--but also of products that bundled ingredients in ways that served specific usability needs. To support such products, Intel continued to invest heavily both in manufacturing capacity and new chip technologies. Meanwhile, the company faced strong challenges from competing chip makers, particularly Advanced Micro Devices. Outlines Intel's strategic reorientation, its competitive environment, and several of its key new initiatives. Covers Intel's Itanium server product, its new Viiv platform, its investment in WiMax, and its recent deal with Apple Computer.
Keywords
Restructuring; Alignment; Business Strategy; Competitive Strategy; Corporate Strategy; Semiconductor Industry
Citation
Yoffie, David B., and Michael Slind. "Intel Corporation 2005." Harvard Business School Case 706-437, October 2005.