INTEL CORP. ANALYSIS NEW CEO Intel writes that the corporate mission is to meet and exceed expectations of all stakeholders, which includes consumers, shareholders and employees (Intel, 2008). The company is always looking for the next break-through in technology that will make people's lives better (Intel, 2008). They want to build chips that are smaller and more powerful that can be used in all industries (Goodwins, 2008). It does not continue to be one of the most innovative companies in the world accidentally. They work on it. In a 2006 speech, the newly appointed Chief Marketing Officer, Eric B. Kim stated that it was time for the company to blow out the cobwebs, the company needed to change from its old ways to new ways (Edwards, January, 2006). This was said as former CEO, Andrew S. Grove, and new CEO Paul Otellini looked on and listened (Edwards, 2006). The plan for change was devised by Otellini and Kim and it called for changing the logo and dumping the motto 'Intel inside' (Edwards, January, 2006). When Grove took the microphone, he surprised most people by agreeing completely with the new plan for change (Edwards, January, 2006). In fact, Grove, instead of being upset as many expected, acclaimed the plan for reflecting the core values of Intel Corp., "risk-taking, discipline, and results orientation" (Edwards, January, 2006, p. 46). While the Intel under Grove and his successor, Craig Barrett, focused on microprocessors for personal computers, the new Intel under Otellini would expand their focus and build microprocessors for all sorts of products in different industries, like wireless communications and health care (Edwards, January, 2006). Under Otellini, the company would also develop software, which could be merged with the microchips to product