What was the role of IDC as a geographically peripheral center of competence at Intel?
Heat problems were expected, especially generated heat that was assumed could bring forth challenges with the general operation of the processor. Intel produced the Intel processor having little in mind about the effect of heat during data processing or if in the case if higher clock speed. Engineers at the IDC bore in mind the aspect of health in the resulting scenario in the case the clock speed performs above the recommended cycle ( Burgelman, Meza & Berret, 2009) . Thus the primary purpose of the IDC was to focus on the performance. Since Intel mainly focused on boosting the clock speed, the engineers at IDC concentrated on the overall performance.
The engineers focused on the micro-processors efficiency and especially the instruction per cycle, creating a stable equilibrium with the right frequency objective. Such became the critical focus of IDC, streamlining the basis of the microprocessor architecture ( Burgelman et al., 2009) . Thus, the primary purpose of IDC was to monitor and pay closer attention to the clock speed. The clock speed represented the performance of the microprocessor ( Golcher, Stachowski & Zahrt, “n.d’) . IDC viewed the best functioning efficiency of the microprocessors as the frequency of the instructions; that were executed per megahertz. The strategy helped in balancing the frequency objective as it evolved as the microprocessor's framework.
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2. What were the external and internal forces that gave rise to the Banias process project in Israel?
Banias was aimed at achieving increased performance while working with low power. The rise of Banias is linked to the need to design power that could be operated exponentially while using the operating voltage. Thus, the need for die capacitance led to the rise of Banias in addition to the targeted design that was put in place by IDC. At the same time, the need to have circuits that would be on led to the rise of Banias since performance would be measured by the attributes of power consumption ( Burgelman et al., 2009) . It would arise from the need for the lessons learned from Timna and Chopaka while working with PIII's architecture. The urgent need to build an architecture that would accommodate the power optimization of a chip that would fit with the previous projects (Timna and Chopaka) played a crucial role in the rise of Banias.
Engineers at IDC understood the significance and role of Banias as a worthy project to pursue and especially to the value of the established vector of the mobile. At the same time, the team realized that the Banias project would help address the safe bet and chance put on designing a center of value while working with Timna and Chopaka. Such became very critical for the IDC engineers, a prospect that led them to engage with the United States on business terms about Banias ( Burgelman et al., 2009) . Another minor significance that led to the rise of the Banias project was the uncertainty of the precise location where the Intel chip could be fitted ( Golcher et al., “n.d”) . Due to the assumption that Banias would be a unique power usage option, the IDC team opted for the project, thus its ultimate rise.
3. Describe the roles of the different levels of Intel's management in determining the strategic context for Banias and Centrino.
Operational managers such as Eden, Guchman had the primary responsibilities of overseeing the production of potential technologies such as the Chopaka and Timna projects. The managers were also mandated with ensuring that the projects and ongoing programs were in line with the company's key objectives that entailed producing products that were mandated by the top management. At the same time, Edna had the mandate of ensuring that all operations that covered the underlined projects flowed seamlessly to achieve their desired outcomes ( Burgelman et al., 2009) . For example, Edna had the role of ensuring that the projects could be combined to produce a low power framework that went along with the power optimization set.
The senior managers, who included MacDonald, Maloney, Perlmutter, and Chandrasekher, had the responsibility of ensuring that all the operational managers and teams worked along well with established frameworks of each project under study. Perlmutter was mandated to provide that the reorganization of the ongoing projects was in line with the outlined objectives of the company ( Jadoon, 2013) . They coordinated the works of the various project teams. For example, MacDonald had the responsibility of ensuring that the development of Centrino did not conflict with other projects primarily on the technological advantages that were under-utilization ( Burgelman et al., 2009) . During the development of the Centrino, the company allocated significant funds for the entire project.
It was the responsibility of the senior managers to ensure that the allocated funds were utilized per the outlined budgets to work within established frameworks of the company's financial policies. One of Chandrasekher's primary duties was to oversee the placement of funds within their rightful places per the budget. Perlmutter had the responsibility of managing and providing guidance to all the operational managers in line with the development of the projects. He ensured that there was clarity in all the priority areas (Usnavyresearch, 2011). For example, he sought clarification from Frank Spindler on the significance of the battery life and form factor to get a clear picture of the advantages of the potential technologies under the development of the Centrino ( Jadoon, 2013) . Other mundane duties of the senior managers include interacting with other managers to ensure the smooth operation in all the ongoing developments. The senior managers also engaged in close collaboration in ensuring that all goals and priorities are achieved as per the outlined project objects.
4. How did Banias change Intel’s core processor road map?
Firstly, Banias was developed, having in mind the architecture of the mobile PC. At the time, the mobile segment was more appealing to the senior management, a stance that help reinforces the adoption of Banias with the view that the notebook personal computer seemed more exciting as compared to the PC ( Burgelman et al., 2009) . At the same time, the perception persisted that a quick replacement cycle would be most appropriate for the mobile unit ( Jadoon, 2013) . The arising scenario saw a greater focus on the mobile product that would apply Pentium III and IV architecture. The consistent thought of Banias working out better and well as compared to the desktop PC gradually led to an increasing change in Intel’s roadmap. Intel’s underestimation of Banias also worked in Bania's favor, a situation that led to the market increasing its stock of notebook PC’s in the place of desktop microprocessors.
5. What are the implications to Intel of pursuing a “platform strategy”? What significant changes will the company have to make, if any, to be successful with a platform strategy?
Pursuing the platform strategy would no doubt require the senior management to create significant value for Intel in addition to capturing value from the clients. At the same time, the platform strategy will require more notable works in developing the necessary frameworks to persuading the market to accept its new product ( Burgelman et al., 2009) . It would raise pertinent questions such as tapping into the market and centering the product on the core part of the computing framework, especially in the market (Usnavyresearch, 2011). The platform strategy, though strategic, would entail a lot of work in building and mostly in adding value. Various strategies will have to be taken to ensure that the entire strategy works. They include strategic market penetration, retraining the clients, and centering the new technology on the client’s needs. It will consist of building trust, loyalty, and confidence in the entire approach, especially in winning over the customers.
References
Burgelman, R. A., Meza, P. E., & Berret, E. (2009). Intel Centrino in 2007: A new platform strategy for growth. Robert A. Burgelman, Clayton M. Christensen and Steven C. Wheelwright, Strategic Management of Technology and Innovation, fifth edition, McGraw Hill International Publishers , 1140-1159.
Carlsfinefilms (2009, February 11). Intel "Powers of Smaller" (Links to an Entrepreneurship Mentors (Links to an external site.) [Video File 01:28:50 mins]. external site.)[Video File 01:56 mins]. Retrieved from https://youtu.be/RawfQrgb0FI
Golcher, G., Stachowski, M., & Zahrt, A. Intel Centrino: A Revolution in the Mobile PC Arena.
Jadoon, J. K. (2013). Evaluation of power management strategies on actual multiprocessor platforms (Doctoral dissertation, Université Nice Sophia Antipolis). Retrieved from https://youtu.be/ri375Kc7Y00
The Obama White House (2012, March 7) Champions of Change: Usnavyresearch (2011, April 15). Small Business Innovation Research (SBIR) (Links to an external site.)[Video File 06:02 mins]. Retrieved from https://youtu.be/yWLvqWvfbrI
