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CASE FACTS GROVE/BARRET

STRATEGY Target Market Product PC Developers and PC Microprocessor Users Fastest PC Microprocessors "Intel Inside" - focused on computers Microsoft - Dell, Compaq, IBM, HP Functional Product Development is centered on technical teams, other functional units are considered mere support groups; Engineers' develop products, Marketing sells them 98,000; technical in nature Chips/Software/Platform Developers and Users All kinds of chips + sofware = Platforms "Leap Ahead" - moving beyond computers Everyone/Everything - Apple, Cisco, Motorola Divisional (Product Teams) Empowered Marketing, Collaborative Product Development; Engineers, together with marketers and other new hires of various fields, work together to develop products; More aggressive marketing additional 20,000; various fields/non-technical background Direct (with encyclopedic knowledge), soft-spoken Output-driven (Blackberry & Email as means of communication); cafeteria offers more appetizing selections

OTELLINI

Branding Partners STRUCTURE Structure Type

Roles in Product Development

Employees LEADERSHIP Style

Direct and Confrontational

Work Environment

Traditional (Strict attendance); cafeteria offered bland food

How will Otellini address the engineers dissatisfaction to improve collaboration within product teams?

PROBLEM

CRITERIA & SWOT ANALYSIS


1. Identify the motivation gap
2. Identify processes that can fill in the gap 3. Identify which among the processes best fits Intels need 4. Provide

SWOT
> adapt to changing market demands STRENGTHS > expand product lines > expand and diversify workforce > establish new branding (new Marketing) > create strategic partnerships with different organizations

ANALYSIS
> motivate engineers with current strategy/structure > communicate effectively need for strategic and structural changes

WEAKNESSES

T I E SO P P O R T U N I

> growing technological industry (tools & devices) > new partnerships

> growing competitors THREATS

> possible conflicts of interest with partners > engineers moving to competitors

ALTERNATIVE COURSES OF ACTION


I. Improving goal-setting management and formal reinforcement systems 1. Strategic Planning - Identify goals to be set per product team and encourage participation for planning (discussion of processes to undergo to achieve companys overall strategy) 2. Role Differentiation & Integration - As a product of planning session, roles of each member will be identified; they will be reporting to other team members regularly to discuss updates to create emphasis on team task integration, to know how they play their part in the achievement of the teams goal and to discuss the gaps that may hinder them from completing their tasks 3. Leadership Strategies - Product Team Leader will focus on motivating: Individual Performance - Trainings - Create avenues for showcasing individual product concepts Group Performance - Initiate brainstorming sessions - Recognize participation/support initiatives 4. Results Assessment Assess performance effectiveness and efficiency of product teams Improving hygiene factors through formal reinforcement systems 1. Development of Reinforcement Systems Identify behavioral objectives and assign HR department to create reinforcement systems to achieve objectives
OBJECTIVE COLLABORAT ION INDIVIDUAL BEHAVIOR FOR AGAINST REINFORCEMENT STRATEGY Rewards & Recognition Withhold bonus Suspension

II.

Positive R. Negative R. Extinction Punishment

III.

2. Assigning roles for implementation Cascade reinforcement systems and identify roles of managers (per level) in achieving behavioral objectives 3. Leading to Reinforce Inspire team leaders by communicating that shaping behaviors of their employees will result to a good working environment, needed to attain team/companys overall goals 4. Results Assess Assess whether collaboration among team members has been achieved through reinforcement systems Improving job design Job enlargement