THE NEW INTEL STRATEGIES

Do the new Intel strategies align with the new organizational design and strategic controls?

Do the new Intel strategies align with the new organizational design and strategic controls?

Intel is a significant force in the semiconductor industry and electronics from being a manufacturing center to allow some of the most powerful computing solutions. However, Intel has gone through significant changes since the beginning of Paul Tortellini's term as CEO in early 2006, which include reducing the number of employees for the renewal of the future strategies. Intel this report evaluates key corporate strategies through personal contact with Intel staff, ranging from manufacturing to product marketing to the CEO and other information available from Intel. (Anonymous 2007) The new Intel is now focused on communications and consumer electronics. With a new class of low-power microprocessor and processor cores Intel SoC solutions address markets such as set-top boxes ultra mobile devices (UMDs) smartphones for mobile Internet devices (MIDS) and ultra mobile PCs (UMPCs). New devices will focus on the offers from rival suppliers, such as ARM, and less than 0.5 W of average power consumption for the year 2009. Intel however is facing the challenge of entering new markets and overcoming long-standing relationships and fear of his ability to dominate the market. (Anonymous 2007) At the same time, Intel faces the challenge of living up to the expectations of financial markets in both growth and margins that could prove to be the most difficult challenges. (Edwards, 2006)

Intel has developed and implemented a new approach to strategic planning that is aligned to our activities with those of corporate groups. With the participation of business groups in our planning process of the integration process with the timing of business planning and our plans to refresh frequently enough to keep pace with rapid changes in the industry can stay ahead of the curve technology and at the same time achieve the best possible performance in each area of focus and initiative. We can position ourselves to better support our internal customers and concentrate our limited resources on the right investments. (Edwards, 2006)

In the past the need to address more immediate issues in the organization of our planning process limited. Efforts in 2006 to streamline and improve IT efficiency by consolidating data centers and re-platforming key systems ERP dominated our strategic plans as well as our focus on organizational mergers to improve services . (Edwards, 2006)

Efficiency of the efforts made that it was time to revisit our strategic planning efforts and developing a long-range planning that the process of aligning business priority. Intel IT leaders the information necessary to make the best decisions possible for the IT decisions that could achieve the highest possible return for each area of the initiative and have-while staying within a limited budget. (Edwards, 2006)

The accelerating pace of change and diversification in the business sphere is also a catalyst. Intel is pursuing the new directions and opportunities for growth we need to strengthen our ability to develop strategies that help ...