Chipping Away at Intel
Chipping Away at Intel
HRM 560 Managing Organizational Change
October 20, 2010
Changes over the first three years at Intel with CEO Barrett
1. Discuss the different changes at Intel over the first 3 years of CEO Barrett’s tenure.
During Barrett’s first three years of tenure changes were made. According to Palmaer, I., Dunford, R., & Akin, G., 2009, “Barrett thought Intel needed reorganizing along with making it a livelier workplace. Customers were often sold the same products from two different departments in Intel which caused complaints from frustrated customers. He also thought that reorganization was the key to make Intel responsive and delegation of decision making from upper management.”
Several reorganizations occurred during Barrett’s stay at Intel. He formed a new wireless unit in December, 1999, combining Intel 's flash-memory business and new acquisitions, such as “DSP Communications Inc., a leading supplier of chipsets and software for digital cellular communications. In the second year, Barrett combined the manufacturing and development groups and formed the core processors from the two units into what is known as the Architecture Group. In Barrett’s third year he restructured Intel’s networking and communications businesses were merged into a new unit, and the architecture group was revamped for a second time in two years” (Palmaer, I., Dunford, R., & Akin, G., 2009, para 4, pg. 72).
Pressures for change faced by Intel under CEO Barrett’s leadership
2. Identify three significant environmental pressures for change faced by Intel under CEO Barrett’s leadership. (fashion, mandates, geopolitical, declining markets, hyper-competition and corporate reputation).
The three significant environmental pressures for change faced by Intel under CEO Barrett’s leadership were fashion, market decline and reputation and credibility pressures. (Fashion Pressure) “ Barrett was responsible for the irritating logo and
HRM 560 Managing Organizational Change
October 20, 2010
Changes over the first three years at Intel with CEO Barrett
1. Discuss the different changes at Intel over the first 3 years of CEO Barrett’s tenure.
During Barrett’s first three years of tenure changes were made. According to Palmaer, I., Dunford, R., & Akin, G., 2009, “Barrett thought Intel needed reorganizing along with making it a livelier workplace. Customers were often sold the same products from two different departments in Intel which caused complaints from frustrated customers. He also thought that reorganization was the key to make Intel responsive and delegation of decision making from upper management.”
Several reorganizations occurred during Barrett’s stay at Intel. He formed a new wireless unit in December, 1999, combining Intel 's flash-memory business and new acquisitions, such as “DSP Communications Inc., a leading supplier of chipsets and software for digital cellular communications. In the second year, Barrett combined the manufacturing and development groups and formed the core processors from the two units into what is known as the Architecture Group. In Barrett’s third year he restructured Intel’s networking and communications businesses were merged into a new unit, and the architecture group was revamped for a second time in two years” (Palmaer, I., Dunford, R., & Akin, G., 2009, para 4, pg. 72).
Pressures for change faced by Intel under CEO Barrett’s leadership
2. Identify three significant environmental pressures for change faced by Intel under CEO Barrett’s leadership. (fashion, mandates, geopolitical, declining markets, hyper-competition and corporate reputation).
The three significant environmental pressures for change faced by Intel under CEO Barrett’s leadership were fashion, market decline and reputation and credibility pressures. (Fashion Pressure) “ Barrett was responsible for the irritating logo and
References: BloombergBusiness. 2001. Can CEO Craig Barrett reverse the slide? Retrieved October 21, 2010 from http://www.businessweek.com/magazine/content/01_42/b3753001.htm The Independent Media. 2003. He 's got the power to put Intel ahead. Retrieved October 20, 2010 from http://www.independent.co.uk/news/media/hes-got-the-power-to-put-intel-ahead-539001.html Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York: McGraw-Hill. Schlender, B., Barrett, C. 2004. How the Chips were Won Intel CEO Craig Barrett has a stern warning for his industry and his country: Those who don 't invest will perish. Retrieved October 21, 2010 from http://money.cnn.com/magazines/business2/business2_archive/2004/01/01/359640/index.htm