an insighful discussion on a case that was written back in the 90s
Intel Corp.: Leveraging Capabilities for Strategic Renewal
The case captured Intel's journey in 3 phases
a) from being an R & D shop employing the best brains from MITs and Caltech till 1980
b) to combining R&D and efficient manufacturing till 1990
c) forward integration subsequently with a B2C connect and trying to push OEMs into a better deal through a pull driven from the consumer's end with the 'Intel Inside' campaign.
How the organisation moved form homogeneity to heterogeneity
Also the overdependence on Andy Grove as a leader
