How did a pioneering company in the semiconductor industry not only survive but thrive in the face of the explosive change and upheavals that forced it to transform itself twice in the course of its thirty-year history?
The answer lies in the quality of its strategy-making process, contends leading strategic management scholar Robert A. Burgelman in this extraordinary book based on an exhaustive twelve-year study he conducted inside Intel Corporation.
At once a history of strategy-making at Intel as well as a strategy-making field manual that any high-technology manager will need to consult frequently, Strategy Is Destiny truly describes strategy-in-action as the way of life of senior executives in the corporation of the future.
About The Author
Photo Credit: Linda A. Cicero, Stanford News Service
Robert A. Burgelman is the Edmund W. Littlefield Professor of Management and the Executive Director of the Stanford Executive Program. He joined the Stanford Business School as an Assistant Professor in 1981. He obtained a Licentiate degree in Applied Economics from Antwerp University, an MA in Sociology, and a PhD in Management of Organizations from Columbia University. He has published articles in leading academic and professional journals, and his books include Inside Corporate Innovation: Strategy, Structure, and Managerial Skills, Research of Technological Innovation, Management and Policy, Strategy Is Destiny: How Strategy-Making Shapes a Company’s Future, Strategic Dynamics: Concepts and Cases, and Strategic Management of Technology and Innovation.
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