Intel and the Slow Culture Reset
+ Kari Kohn
Although startups are a good way to change norms, there are examples of existing organizations successfully morphing and resetting culture. In the corporate world, Intel, is an example. Alexis Madrigal’s latest piece in the Atlantic explores the challenges facing Intel’s leadership (and specifically CEO Paul Otellini) as the company strives to remain successful an industry characterized by constant change. Historically, Intel’s leadership has been able to articulate a vision and then shape firm culture around the vision. Adapting a corporate culture to a new vision is never easy. Intel’s success in doing so may stem from a leadership team that understands the dynamics of company norms and the role of management in shaping them.
The difficulty for Intel relative to a startup is its ability to make changes quickly. In the near term, the challenge will be in mobile. Here is an exchange between Madrigal and Otellini:
It will be interesting to see how Intel fares during the next era as Otellini hands over the reigns to his successor, Brian Krzanich, who has been with Intel since 1982.