We need to shift with it and we implement every strategy with result-oriented mindset" (Ambrosini, pp. 123-126). McConnon (pp. 46-51) mentions that Intel recognizes the need for continually analyzing and reviewing its strategies in order to meet the changes and challenges that come from the external environments so as to meet the stakeholders' expectations. Intel strives for business renewal and revitalization as a way of dealing effectively with the impact of the information society on today's dynamic industry. This paper discusses Strategy Implementation in the context of the case study of Intel in a concise and comprehensive way.
Intel is an innovation-driven organization that strongly believes that competitive advantage can be achieved by choosing the right option at the right time so as to create value to Intel's key stakeholders: its customers. To achieve this Intel uses the following key drivers:
According to Edwards (pp. 46-47) due to Intel's successful early days into the semiconductor industry, Intel established itself as one of the leading brands in the hi-tech sector. Intel managed to create and develop such an established and well recognized brand by being able to launch new products as well as being able to reinvent itself (e.g. moving from semiconductor memories to microprocessors).
In other words, management created a dynamic internal environment where people were encouraged to accept 'change' as part of Intel's corporate culture. This was achieved through designing a matrix structure that favored and facilitated the flow of information and knowledge across the organization. Intel managed to create an internal environment that requires employees to deal with challenging corporate goals (i.e. result orientated) and beliefs (i.e. attention to details/quality, professionalism, etc) in a team-based and open-minded workplace. Given the dynamic industry Intel is operating in, innovation can be obtained through investing heavily in Research and Development (R&D).
All the above-mentioned strengths may only feature in an organization that has great managerial vision; in other words, Intel's management was able to analyze the changing patterns of the industry, make choices (see the "buying options") and implement them quickly (i.e. strategic flexibility) in order to achieve competitiveness. Finally, another major strength may be identified: Intel believes that listening to its customers and working close with its business partners is a pivotal factor in the search for competitive advantage and, indeed, corporate success (Einhorn, pp. 52-53).
Culture was of great importance to Intel. The 2-in-a-box management philosophy enabled top management to form a complementary and well-balanced team by combining philosophical and pragmatic skills. The 2-in-a-box philosophy reflects Intel's culture: it requires both strong personalities (egos) and teamwork (a philosophical dichotomy). Intel's culture is focused on being aggressive and direct, as suggested by Bob Noyce (1988) "people get respected or get ahead because of their abilities, not their position. You can always tell the boss he's wrong". Being a knowledge-based