Intel's enormous cash cow didn't result from a top-down strategic plan. Rather, the company gave its employees room to pursue projects they were passionate about. Most came to nothing, but one -- the microprocessor -- made Intel the giant it is today. Still, says corporate strategy expert Freek Vermeulen, executives have to steer a definite course. "If you have bottom-up experimentation without a clear strategic direction in your organisation, soon you will be all over the place," he writes.
Published in Brief: