The Innovation Show Robert Burgelman - Strategic Dissonance and Resource Allocation
Jun 27, 2025
In this engaging discussion, Robert Burgelman, a strategy and organizational evolution expert from Stanford, shares insights from his extensive research at Intel. He dives into the concept of strategic dissonance, explaining how day-to-day decisions often clash with long-term goals. Burgelman highlights key moments in Intel's history, explores the risks of strategic inertia leading to missed opportunities, and emphasizes the importance of adaptability in innovation. He also categorizes different organizational strategies, shedding light on how companies can thrive amidst change.
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Intel's Strategic Inflection Point
- Intel transitioned from memory to microprocessors driven by strategic inflection points and changing market dynamics.
- Dominance in one business can obscure emerging opportunities requiring new strategic focus.
Strategy Shapes And Limits Action
- Strategy making is cyclical: processes generate strategy, which then disciplines processes.
- Once set, strategy forms a cognitive 'riverbed' that channels future decisions and limits change.
Intel's Video Conferencing Failure
- Intel's video conferencing initiative failed largely due to external dependencies on ISDN telecom infrastructure.
- Applying core business strategies uncritically to new domains can lead to costly failures.
