Adaptable to the current intel situation

Reference no: EM13331944

Consider the following: Intel CEO, Paul Otellini, wants to do more than review internal processes and benchmarks – he wants to change corporate biology, culture and view of itself. His agenda includes a flatter, wider organizational structure where ideas flow generally from the bottom up and from the outside in, rather than the top down. Connecting people seems a key requirement to affect this vision. It isn’t clear that the extraordinary undertaking will be successful. Crucial, bold decisions must be made. What ideas in the Allee article seem adaptable to the current Intel situation?

Reference no: EM13331944

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