The Intel Incubation Program:Disruption Inside

By Charles O’Reilly, Sheila Melvin
2020 | Case No. OB105 | Length 26 pgs.
Intel established the Emerging Growth and Incubation (EGI) Group in 2018 with a charter to build a disruptive innovation engine. The EGI Group was seen as essential—even existential—for Intel to expand beyond its core business, find new ways to add significant value to the company, and once again be perceived as an engine of growth. Given Intel’s size and the perceived urgency of the need for growth, it was decided that EGI would incubate only businesses with perceived billion-dollar plus potential. By early 2021, the EGI portfolio included 14 ventures in various growth stages with a total valuation greater than $2 billion; revenue had tripled over two years, and one venture was already valued at more than $1 billion. EGI had provided a sandbox for exploration and experimentation, acted as a force multiplier, and had a tremendous impact on Intel’s culture. This case documents the process, purpose, and progress of establishing and running the EGI Group.

Learning Objective

This case allows students to learn how corporations establish and manage internal incubation programs.
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