重返榮耀之路：英特爾公司策略演化分析

Abstract

英特爾公司（Intel Corp.）成立於西元1968年，首先發明了動態記憶體DRAM，曾經市佔率超過80%。後來在日本傾全國之力，英特爾記憶體公司在1985年退出記憶體轉型成英特爾微處理器公司，目前仍是世界桌上型電腦與筆記型電腦CPU最大市佔率的公司。 英特爾是創意及品質的領先者，半導體製程技術曾是世界第一。自從2013年14奈米製程開始顯首次延遲，以及後續10奈米與7奈米的嚴重延遲，這些造成了英特爾在半導體的技術及製造能力由原先領先台積電4年變成了落後4年。英特爾CEO宣示要重返榮耀：4年內完成5個技術節點的推進、2025年超越台積電拿回技術領先地位、並在2030年成為全球晶圓代工業的第2名。 本研究根據Intel前30年的關鍵事件來分析並找出英特爾定性的組織習慣，套用到主導性邏輯，成為它55年來的『策略方程式』。經由這個方程式本研究嘗試推導以下3個問題： (1) Intel技術由領先變成落後於台積電的原因？ (2) Intel在2016年退出行動業務的原因以及影響？ (3) Intel是否能重返榮耀之路？ 本研究應用組織演化理論配合內部生態學來分析/關聯英特爾的成功與失敗—發現其頑強的組織慣性融入主導性邏輯，並且套牢每一代的CEO進而影響整個公司員工的策略行動。使用這個模型，我們連結行動業務的退出及技術的落後，並且分析英特爾重返榮耀之路的可能性。

Intel Corp. was founded in 1968. It was a DRAM based company until 1985, beaten by Japan companies like NEC and Fujitsu. Right now, Intel still owns the biggest market share of CPU in PC and Servers. As an advocate of innovation and technology leading in semiconductor for decades, for the first time the “Tick-Tock” process-architecture working since 2004 to move technology node forward postponed and revised by “Process-Architecture-Optimization” with 8 months postpone in 14-nm process. The leading character of Intel showed troubles but statement of “...our core strategy has remained unchanged for the last 47 years. Be the number one semiconductor company, lead in process technology, achieve economies of scale. Any questions??”, said by Renée James, President of Intel Corporation, revealed no awareness at all. 2021, Patrick Gelsinger came back Intel as a CEO, the veteran announced the path to restore of Intel’s glory by 3 milestones: 5 nodes manufacturing ready in 4 years (5N4Y MR), surpass TSMC in semiconductor technology leading, and 2nd biggest foundry in the world. The goals are astonishing outcome for a laggard company like Intel. Through the analysis on past critical issues of Intel since 1968, we characterize his “successful factors” to merged and revise “Dominant Logic” to collate with past fails of mobile business retreat and technology lagging from a forerunner position for decades. With the revised dominant logic of Intel, we analyze the 3 goals of his glory path. In the study, we introduce ecology evaluation theory to merged with dominant logic by Intel’s successful factors to come out a new dominant logic model to not include CEO only but also the firm.