This shift towards manufacturing microprocessors saw its success as a market leader because with the success of personal computers, Intel also emerged as the forerunner for supplying high speed and more sophisticated microprocessors to enable PC users to expand their choices of using PC for different purposes such as gaming etc.
This however, been successful mainly due to the way Intel was managed as well as the mission and objectives it set for itself. Intel, as a company has intensively relied on setting strategic directions for itself which is based on delivering technology advancements which help improve the way we live and work.
This paper will attempt to study the vision, mission and objectives of the organizations and would then examine the existing organizational design and strategic controls to determine whether the strategic fit between the two exist or not.
Setting up the mission statement help firms to identify the unique and fundamental objective for which distinguish the firm from others in the industry. (Pearce and David). Intel has set following mission for itself:
The above mission statement suggests that the focus of Intel has been on focusing on three distinct stakeholders i.e. customers, employees and shareholders by providing them technologies which are considered as vital to the way we work and live. Based on this mission statement, the organization has also set values of "customer orientation, Result Orientation, Risk Taking, Great place to work, Quality and Discipline" (Intel) however, these values are going to help Intel to achieve the objectives of extending its technology leadership by delivering best microprocessors and platforms so that it can become profitable worldwide by excelling in customer orientation. (Intel).
The above goals and objectives suggest that the focus of Intel has been on becoming a market leader in microprocessor market by focusing on being customer oriented. However, in order to attain such mission and objectives, Intel has set up organizational design and strategic controls in such a way that they support its mission, vision, values and objective.
The following section will discuss the organizational design and strategic controls within Intel which help it to achieve its mission and strategic objectives.
Organization Design and Strategic Controls & Strategic Fit
Organizational Design and Strategic controls involve the setting up of the roles and processes which outline the reporting relationships within the organization. The definition of roles and processes help organizations to accomplish the operational and tactical objectives so that the strategic objectives of the organization shall be achieved and strategic controls help organizational designs to follow a pre-defined strategic framework.
Similarly, Strategic fit defines how well the strategies and mission of the organization are supporting its internal capabilities and external environment. It also requires that the organizations must match their organization design according to its internal as well as external environm