Chipping Away at Intel
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- Category: Politics: Economics
- Date Submitted: 12/27/2015 08:44 PM
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Chipping Away At Intel
Amber McCool
CSU Global Campus
MGT351
Abstract
This paper addressed the questions that were asked concerning the case of CEO Barret and his work at Intel. What Barret had accomplished and what he wanted to accomplish were explored. The main concern or focus of this paper was CEO Barrett’s work and the legacy he would leave behind once he retires. The type of changes made to the company were looked into as well.
Chipping Away at Intel
This paper looks into the case study titled, “Chipping Away at Intel”. CEO Barret was given the job for a total span of six years. He was nearing the end of year three when he stopped to evaluate his progress and asked himself what his legacy would be. There are specific points to this case study that will be focused on and discussed. The following provides answers to the questions asked at the end of this case study.
Changes Made
Barrett was CEO of Intel for three years and he made many changes in a somewhat short period of time. He did however keep one aspect of Intel’s former CEO intact, continuing the principle of doubling microprocessor performance every 18 months. But each year Barret was in charge he made a new change to the company.
Barret was to take Intel beyond chip making into production of information and communication appliances as well as services related to the Internet (Palmer, Dunford, & Akin, 2009). In Barrett’s mind he felt that the company had to be reorganized to make it more nimble and avoid duplication and create better coordination (Palmer et al., 2009). In his first year as CEO, Barret created a new wireless unit that combined new acquisitions.
In his second year, Barret created an Architecture Group. This group was a combination of development and manufacturing of core processors. In his third year, Barret restructured the Architecture Group and created a new unit. This new unit consisted of a merger of communications and networking operations...
Amber McCool
CSU Global Campus
MGT351
Abstract
This paper addressed the questions that were asked concerning the case of CEO Barret and his work at Intel. What Barret had accomplished and what he wanted to accomplish were explored. The main concern or focus of this paper was CEO Barrett’s work and the legacy he would leave behind once he retires. The type of changes made to the company were looked into as well.
Chipping Away at Intel
This paper looks into the case study titled, “Chipping Away at Intel”. CEO Barret was given the job for a total span of six years. He was nearing the end of year three when he stopped to evaluate his progress and asked himself what his legacy would be. There are specific points to this case study that will be focused on and discussed. The following provides answers to the questions asked at the end of this case study.
Changes Made
Barrett was CEO of Intel for three years and he made many changes in a somewhat short period of time. He did however keep one aspect of Intel’s former CEO intact, continuing the principle of doubling microprocessor performance every 18 months. But each year Barret was in charge he made a new change to the company.
Barret was to take Intel beyond chip making into production of information and communication appliances as well as services related to the Internet (Palmer, Dunford, & Akin, 2009). In Barrett’s mind he felt that the company had to be reorganized to make it more nimble and avoid duplication and create better coordination (Palmer et al., 2009). In his first year as CEO, Barret created a new wireless unit that combined new acquisitions.
In his second year, Barret created an Architecture Group. This group was a combination of development and manufacturing of core processors. In his third year, Barret restructured the Architecture Group and created a new unit. This new unit consisted of a merger of communications and networking operations...