For a corporation Intel, processes and priorities that have made it such a success is hard to overcome, as the company is trying to diversify its core. The case deals with the history and evolution of new business initiatives (NBI) group as a leader is faced with issues surrounding why so few devices startups actually become significant business within the existing organizational structure of Intel. While a handful of successfully "graduated" and continue to show high levels of commitment, these companies do not represent truly new and separate companies for Intel. Rather, they were strongly attached to the existing enterprises, raising the question of whether, NBI was just be a way for existing units to discharge fiscal risks. The case looks at what works and what does not, and the problems associated with the transition of new businesses in the parent company. "Hide
by Willy Shih, Thomas Thurston Source: Harvard Business School 12 pages. Publication Date: 06 Oct 2008. Prod. #: 609043-PDF-ENG
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