Intel presents the strategic situation after the 1985 decision to leave the DRAM business. The decision marks a critical transition point for Intel, as the company invented DRAMs and had considered historically “the DRAM business.” Examines the future development of the company and provides students with the framework of a critical strategic issues, which take into account the company in 1990. Focuses on technology strategy and its development during the history of the company, but also develops ke … Read more »

Intel presents the strategic situation after the 1985 decision to leave the DRAM business. The decision marks a critical transition point for Intel, as the company invented DRAMs and had considered historically “the DRAM business.” Examines the future development of the company and provides students with the framework of a critical strategic issues, which take into account the company in 1990. Focuses on technology strategy and its development during the history of the company, but also develops themes of corporate strategic renewal and the relationships between the company and its environment. The main issues concern: 1) the DRAM situation in 1990, 2) the rationalization of technology strategy with changing industry dynamics and paradigms, 3) the continuing impact of the company’s strategy of tension between commodity and equity business: EPROM and Flash 4 ) Changing modes of corporate entrepreneurship and strategic renewal: RISC vs. CISC, Flash, and 5) forward integration and the future of Intel
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from
Robert A. Burgelman,
George W. Cogan
Source: Stanford Graduate School of Business
18 pages.
Release Date: 1 January 1989. Prod #: BP256C-PDF-ENG
Intel Corp. (C): Strategy for the 1990 HBR case solution

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