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From his perspective, knowledgeable vendors recognize this and use opportunities like industry conferences, trade shows and earnings calls to state and discuss elemental changes in focus and direction. Intel, he said, has successfully clarified its strategy.
“How successful it will be remains to be seen. As many have and continue to point out, the company’s challenges -- particularly in mobile -- are significant technologically and competitively,” King said. “Additionally, some of Intel’s core efforts will require fundamental changes in its corporate culture. That can be a tough prospect for any company but tends to grow in scope and complexity according to an organization’s size and history.”
While that is the case for many IT vendors, King said Intel has often used its leadership successions to institute broader changes. Intel is clearly successful and influential, he said. The company is a manufacturing firm at heart and CEO Brian Krzanich’s previous roles in the company’s fab organization mean that he understands its strengths and weaknesses on a level that would be beyond most other C-level executives, King added.
“That understanding is likely to ensure the success of new and future strategic shifts, bolster the company’s adaptations to technology and market evolution, and help place Intel Inside virtually everything,” he concluded.