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Intel tried very hard to get Apple as a customer for the iPhone. They knew very well of mr. Christensen but they simply could not deliver hinting that Intel's p

Intel tried very hard to get Apple as a customer for the iPhone. They knew very well of mr. Christensen but they simply could not deliver hinting that Intel's problems are not that of strategy but at a lower more fundamental level of competence and ability to organise. (The stuff about RISC/CISC is a red herring - it basically doesn't matter on a modern cpu.) Here is an article about Intel and Christensen with clip of him from 2012 (or earlier) where he mentions his work with Intel. https://www.edgementoring.org/leadership-blog/clayten-christensen-taught-intel-ceo-what-to-think-not-how-to-think-and-why-thats-important https://www.edgementoring.org/leadership-blog/clayten-christ... Christensen Taught Intel CEO How To Think And Why It's Important

aidenn0 4y ago
I think Intel "tried very hard" from the point of view of a small company, but the fraction of Intel's resources put behind it was minuscule and felt very perfunctory. Right or wrong, they had zero interest in betting the future of the company on low-power chips for mobile, or any other market. [edit] I just read the wikipedia summary of the prescription for incumbents in The Innovator's Dillema and the one thing Intel was missing was: > They allow the disruption organization to utilize all of the company's resources when needed but are careful to make sure the processes and values were not those of the company. To a certain extent, it feels like buying a cloud offering from AWS vs. Google. Google might have a lot of resources dedicated in absolute terms to the cloud offering, but it feels like an afterthought that might go away at any moment. The AWS offering feels like a real product that Amazon plans on making money from. In both the cases of Intel and Google, I can't say which is true, but customers can only make their plans based on appearances, not reality.
- throwaway4good 4y ago
  The textbook solution is for the incumbent to spin off companies to deal with the disruptor. And one of the textbook examples is Intel.

aidenn0 4y ago

I think Intel "tried very hard" from the point of view of a small company, but the fraction of Intel's resources put behind it was minuscule and felt very perfunctory. Right or wrong, they had zero interest in betting the future of the company on low-power chips for mobile, or any other market. [edit] I just read the wikipedia summary of the prescription for incumbents in The Innovator's Dillema and the one thing Intel was missing was: > They allow the disruption organization to utilize all of the company's resources when needed but are careful to make sure the processes and values were not those of the company. To a certain extent, it feels like buying a cloud offering from AWS vs. Google. Google might have a lot of resources dedicated in absolute terms to the cloud offering, but it feels like an afterthought that might go away at any moment. The AWS offering feels like a real product that Amazon plans on making money from. In both the cases of Intel and Google, I can't say which is true, but customers can only make their plans based on appearances, not reality.

throwaway4good 4y ago
The textbook solution is for the incumbent to spin off companies to deal with the disruptor. And one of the textbook examples is Intel.