Intel


We live in an age in which the pace of technological change is pulsating ever faster, causing waves that spread outward toward all industries. Tracing the history of Intel from its earliest days as a technology-driven memory company to its emergence as an increasingly market –focused microprocessor company, it is accurate to come to the conclusion that technology is the driver of change at Intel.


Intel has been both a victim and driver of change. It was forced out of the production of memory chips by Japanese memory producers into the microprocessor field and has since revolutionized the field. As Intel’s chief technology officer put it, Intel has been able to do this “by changing the rules and defining a new architecture for integrating communications into smart devices.” Intel is based on a set of rules (which depicts its founder, Gordon Moore’s, believe in technological change) popularly known as Moore’s law. Its revolutionary products like the D1D and Moore’s laws are physical and mental manifestations of what Intel stands for. Simply stated by Moore in one of his laws is this deep-rooted belief in technological change - “a kind of nerdy idealism that includes a pure, simple faith in technological progress and a genuine desire to help revive IT and Telecom. Intel has developed and adapted all sort of technology to continually to make everything better by making everything smaller.


In it’s highly volatile industry, Intel should focus its strategies on R&D base with manufacturing and marketing capabilities that will allow it to continually adapt to changes and renew itself. Intel should develop and adapt its distinctive organizational capability, radical chip manufacturing, in order to continually adapt and renew itself in fast changing strategic environments. In the past by investing in the development of the first microprocessor, Intel acquired the right to invest in the next generation of microprocessors. Investment in a second-generation microprocessor led to a third generation, then a forth generation, and so on. These compound growth options turned out to be extremely profitable for Intel. Intel should continue to embark on its compounded growth options.