INTEL inside

Discussion Questions
1. What change management strategies has Paul Otellini used to help introduce the various
changes at Intel?
This case study describes the systematic approach employed by Intel Corp to successfully
launch an innovative, non-traditional way of developing and executing change at Intel. The
change management strategy used by Intel was the environmental-adaptive strategy. This
strategys degree of change is rather radical as this strategy seeks to shift the burden of
change from management and the organization to the people. As mentioned in this case study,
Andrew A.Grove accepts the change to blow up Intels brand. He understood that is was no
repudiation of him, rather recognition that time had changed, and that Intel needed to change
with them. In this type of change management strategy, the major consideration here is the
extent of the change. This strategy suits Intel very well as the situation where radical,
transformative change is called for. The iconic Intel would leave the Grove era behind and
head into uncharted territory. Otellini will unveil the new strategy and new product and the
the changes go far deeper than the companys brand. Otellini is totally tossing out the old
model and for him time frames are not the factor. Therefore, this strategy suits Intel because
this strategy work under short time frames or longer ones. However, based on this case study,
Intel also facing an issue of managing what could be explosive growth in the new
organization and, if it is not adequately seeded with new folks, the rapid influx of people
from the old culture can infuse the new organization with the old culture. For example, the
success of the new appointed Chief Marketing Officer Eric B. Kim which formerly worked
for Samsung. Kim portrayed himself with autocratic style of leadership and he comfortable
with it as he manage to build the new product as hot global brand.

2. Discuss evidence that some employees are resisting the changes. What, if anything, can
Otellini do to minimize this resistance.
Resistance to change is a natural reaction when employees are asked, to change. Change is
uncomfortable and requires new ways of thinking and doing. People have trouble developing
a vision of what life will look like on the other side of a change. So, they tend to cling to the
known rather than embrace the unknown. In this case study, the changes have created some
against among employees. It is can be seen that where many high-level engineers working on
PC products feel they've been stripped of their star status since the desktop group used to rule
the company, and they liked it that way. According to the company former chip designer,
some of their engineers feel directionless. Other employees are simply uncomfortable with

the new emphasis on marketing. while, some of the employees are highly sceptical with the
change whereby they think this is all fluff.
In order to minimize the resistance, Otellini's hiring Kim away from Samsung Group. Kim
had led Samsung's marketing since 1999 and helped build the Korean maker of consumer
electronics, cell phones, and computer chips into a hot global brand. But Otellini didn't just
swipe a major talent away from the company that's increasingly seen as Intel's prime
competitor. By hiring an outsider who reports directly to the CEO for the first time in Intel's
history, Otellini also got someone who could play bad cop and push through unpopular
changes when necessary. Rank-and-file employees do grumble about Kim and what they
consider his autocratic style, but he makes no apologies. according to Kim, they are not just
about making silicon but they are also helping people's improving their lives and the world
need to be know about it.
As from our opinion, Otellini can also communicate the change to minimize this resistance.
undoubtedly in any organization, we have reporting staff, departmental colleagues, and
employees to whom we must communicate the change. How we communicate the change to
the people we influence has the single most important impact on how much resistance to
change will occur. If we wholeheartedly communicate the change, we will win the hearts and
minds of the employees. One of the key factors in reducing resistance to change is to
implement change in an environment in which there is wide-spread belief that a change is
needed. So, one of the first tasks in effective communication is to build the case for why the
change was needed. Specifically inform the employees about what their group can and cannot
affect. Spend time discussing how to implement the change and make it work. Answer
questions; honestly share your earlier reservations, but state that you are onboard and going
to make the change work. Ask the employees to join in that endeavour because only the team
can make the change happen. Stress that we have the knowledge, skills, and strengths that
will help move the team forward, and so does each of the team members.