Intel Corporation's Internal Ecology of Strategy Making

By Robert Burgelman, Clayton Christensen
2002 | Case No. SM95

This case amalgamates several cases concerning strategic decision making at Intel Corporation. The case discusses the company’s decisions surrounding its entry and exit from several lines of businesses, most involving varieties of semiconductors that cost billions of dollars to develop and produce, and profoundly influence the company and the marketplace. The case illustrates Intel’s culture and style of decision making at several key moments in the company’s history.

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