Question

“Intel Centrino in 2007: A New “Platform” Strategy for Growth” discusses an extremely important strategic and organizational change for Intel by the creation of Centrino. The development of Centrino was part of Intel’s right hand turn toward different performance measures. It required the company to alter its strategy away from optimizing only on clock speed as the performance method for discrete processors, toward interrelated features that sought to balance features including reduced power consumption and wireless communications. This strategic shift, together with the introduction of new multi-core architectures, fundamentally changed the company’s definition of success for the future.

Regarding the “Intel Centrino in 2007: A New “Platform” Strategy for Growth”, answer the following

QUESTION:

Describe the roles of the different levels of Intel’s management in determining the “strategic context” for Banias and Centrino. In particular, discuss the roles of operational managers, e.g., Eden, Guchman, senior managers, e.g., Chandrasekher, MacDonald, Maloney, Perlmutter, and top executives, e.g., Barrett and Otellini, in shaping the development of Centrino.

Answer 1

All of these operational managers coordinated their efforts in innovation. EDen was the one who even after facing opposition made efforts to develop chipset codename. He also coordinated across the Centrino platform to ensure delivery of all components.hes had the ability to confront the employees very well. He acted as a responsible platform amanger.guchman contributed in the development of more energy efficient processors.chAndrashekar was a person in charge in the development of the Centrino where his roles involved heading centralized marketing group. He made sure theta centrino would meet the expectations and needs of the market. Thus all these senior managers address technological and marketing issues.

Executive manger such as barret explained the importance of wireless feature which differentiate centrino as a brand. So he focused on prioritizing division’s activities for the overall development of the project. Barrett and otellini showed motivated their employees by believing in them and in the bananas project which lead to innovation and the resulting centrino brand.