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Just because you can’t measure an action doesn’t mean it’s not creating strategic value, says Suzanne Fallender, director of CSR Strategy and Communications for Intel. Her job, though, is to measure wherever she can and make the best case possible for incorporating sustainability efforts into every facet of the company.
Products and markets with nothing in common “taxonomically” can have “thematic similarity,” which may open up important business opportunities.
What's the prognosis for America's innovation future?
That was the topic of an NBC Nightly News report this week that included interviews with MIT Sloan School Professor Edward Roberts and Paul Otellini, Intel's president and CEO.
You would think that a company like Intel, which in 2001 provided nearly 85% of the microprocessors for personal computers, would feel relatively secure. But companies holding the keys to popular technology don’t live in a vacuum.
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