Intel’s microprocessor began as a side project nobody at the top asked for. A later RISC chip was shut down. Stanford’s Robert Burgelman explains autonomous strategic behaviour, why leaders back projects that teach the company something new, and how internal entrepreneurs can carry the burden of proof.
Join Aidan McCullen and Stanford professor Robert Burgelman as they explore the five inescapable dilemmas of organizational adaptation—from Intel’s DRAM exit to Nokia’s mobile disruption. A masterclass on how strategy, structure, and leadership evolve under pressure.
Join Aidan McCullen and Stanford professor Robert Burgelman for an in-depth discussion on strategic dissonance at Intel. Discover how internal ecology, resource flows, and competing logics influence innovation and why strategy is always both political and evolutionary.