The case of a problem trying to get a very successful company to embrace entrepreneurship and innovation. Peter Heck was recently appointed vice president in charge of developing a new side of the company. Heck has support staff of five managers reporting to him, and their collective responsibility to promote entrepreneurship in Intel. Heck saw its central mission as a robust portfolio of new initiatives within the organization. After taking the job, hake and his team tried valiantly to promote young talent in Intel, engineers and managers, to take some risks and to seek new advanced technology and business. After years of such activity, their efforts have not shown good results. The case challenges students to think about the conditions needed to create a vibrant entrepreneurial culture and climate in a large firm. Ideal for use in courses. Innovation, entrepreneurship, corporate venturing, the strategy of "Hide
by Nick Dew, S. Venkataraman Source: University of Virginia Darden School Foundation 8 pages. Publication Date: October 10, 2000. Prod. #: UV1983-PDF-ENG
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