Through in-depth interviews with the most senior executives of Intel’s case investigated Intel’s efforts to establish itself in new markets through the development and acquisition of skills in areas beyond PC microprocessors. Intel pioneered the market for computer memory, which eventually became a commodity. Next, the company pioneered the market for microprocessors for PCs. By 2003, this market had slowed. Now Intel has been looking closely at wireless and mobile technologies for future large … Read more »

Through in-depth interviews with the most senior executives of Intel’s case investigated Intel’s efforts to establish itself in new markets through the development and acquisition of skills in areas beyond PC microprocessors. Intel pioneered the market for computer memory, which eventually became a commodity. Next, the company pioneered the market for microprocessors for PCs. By 2003, this market had slowed. Now Intel has been looking closely at wireless and mobile technologies for the future growth. Since it entered this new environment, the company would need to develop new skills and organizational structures of those that made the company successful in PC microprocessors.
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from
Robert A. Burgelman,
Philip Meza
Source: Stanford Graduate School of Business
54 pages.
Release Date: 1 January 2002. Prod #: SM106-PDF-ENG
Intel in 2003: In search of its third act HBR case solution

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