Strategy is destiny.

Author: Robert A. Burgelman
Publisher:
Publish Date: 2004-07-01
Features: This book represents the pinnacle of the integration of strategic decision-making and organizational development theory in the past two decades. It reports the results of a longitudinal study on Intel Corporation spanning 20 years. The glorious history of internal corporate strategy at Intel is combined with authoritative analysis from world-renowned strategic experts, creating a synergistic effect of 1+1>2. It will enhance every reader's understanding of how corporate strategy actually works. Professor Robert A. Burgelman, with his unparalleled insights and his extensive research on one of the most renowned companies in modern business history—Intel—offers comprehensive insights into the challenges of organizational adaptability in a dynamic competitive environment. Using extensive documentary material, the author demonstrates for the first time the crucial role played by middle management in Intel's transformation from a memory chip manufacturer to a microprocessor manufacturer. Subsequently, he vividly portrays the historical narrative of how Andy Grove harmoniously integrated complex interdependent strategies, enabling Intel to fully leverage the immense opportunities brought by the rapid growth of the PC industry. The book recreates the compelling scene of the intense competition between Intel's two internal microprocessor architectures, and later connects the strategic leadership challenges faced by Craig Barrett to Intel's glorious past, offering constructive suggestions on how to address these challenges. The book vividly depicts the strategic implementation journey of future corporate senior executives, not only as a historical account of Intel's strategic decision-making but also as a "field manual" for strategic decision-making that all managers need. Anyone interested in strategic change will find it an important benchmark for strategic theory and practice.