For years, Intel thrived on a business model that co-founder Andy Grove perfected and reinforced under his leadership and the leadership of his successor, Craig Barrett. But Intel’s latest CEO, Paul Otellini has different plans. Rather than continuing to build faster chips just for PC computers, Otellini sees bigger opportunities in new “platforms.” Otellini also wants to raise the profile of marketing, rather than let engineers determine what products are developed. Even the famous Intel logo (with a lowered “e”) is being ditched for a more contemporary design.
This Business Week case study reviews the changes that Paul Otellini is introducing at Intel and explains how he is building momentum toward these changes. The article also describes how employees are responding to these changes. Read through this Business Week article at and prepare for the discussion questions below.
1. What change management strategies has Paul Otellini used to help introduce the various changes at Intel?
2. Discuss evidence that some employees are resisting these changes? What, if anything, can Otellini do to minimize this resistance?
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