This Case is about ENTREPRENEURIAL MANAGEMENT, INNOVATION, KNOWLEDGE MANAGEMENT

PUBLICATION DATE: October 06, 2008 PRODUCT #: 611S12-HCB-SPA

For Intel Corporation, priorities and the procedures that have made it successful are not easy to beat as the firm attempts to diversify away from its center. The case analyzes the history and development of the New Company Initiatives (NBI) group, as the organizer grapples with the question surrounding why so few of the unit’s startups really become major companies within Intel’s present divisional structure. While a smattering have successfully “graduated” and continue to reveal high degrees of assurance, these enterprises did not signify genuinely new and different companies for Intel. Instead they were firmly tied to existing companies, raising the question of whether NBI had just become a way for present sections to offload budgetary threat. The case analyzes what did not, and what worked, by transitioning new enterprises into the mainstream of the business and the challenges presented.

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