For Intel Corporation, priorities and the measures that have made it triumphant are not easy to beat as the business attempts to diversify away from its center. The case analyze the history and development of the New Business Initiatives (NBI) group, as the pioneer grapples with the questions nearby why so few of the unit's start-ups really become major businesses within Intel's present divisional formation.
Meanwhile a handful have fruitfully "graduated" and continue to reveal high amounts of promise, these ventures didn't signify genuinely new and distinct businesses for Intel. Rather they were firmly tied to existing businesses, raising the question of whether NBI had simply become a way for present sections to off load budgetary threat. The case analyzes what did not, and what worked, and the challenges introduced by transitioning new ventures into the mainstream of the company.
PUBLICATION DATE: October 06, 2008 PRODUCT #: 611S12-HCB-SPA
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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