BALANCE SCORECARD

– Intel Corporation

Name :- Harsh Vardhan Yadav

ST Code :- 21047
MAKAUT Roll :- 13600921077
ABOUT INTEL

Intel Corporation, commonly known as Intel, is an American multinational corporation and technology company. It is the
world's largest semiconductor chip manufacturer by revenue. Incorporated in Delaware, Intel ranked No. 45 in the
2020 Fortune 500 list of the largest United States corporations by total revenue for nearly a decade, from 2007 to 2016 fiscal
years.
Intel supplies microprocessors for computer system manufacturers such as Acer, Lenovo, HP, and Dell. Intel also manufactures
motherboard chipsets, network interface controllers and integrated circuits, flash memory, graphics chips, embedded
processors and other devices related to communications and computing.
Intel was founded on July 18, 1968, by semiconductor pioneers Gordon Moore and Robert Noyce. Intel was a key component
of the rise of Silicon Valley as a high-tech center. Noyce was a key inventor of the integrated circuit. Intel was an early
developer of SRAM and DRAM memory chips, which represented the majority of its business until 1981. Although Intel
created the world's first commercial microprocessor chip in 1971.
INTEL PURPOSE
Intel create world-changing technology that improves the life of every person on the planet.

Intel are inspired to:

Drive innovation that makes the world safer, builds healthy and vibrant communities, and increases productivity.
Harness our reach around the globe to better society, business, and the planet.
Push ourselves and our industry peers to be more responsible, inclusive, and sustainable.
Intel have big ambitions, and a growing sense of urgency to work with others and address world challenges no one can
tackle alone.
I N T E L VA L U E S
Intel values—Customer First, Fearless Innovation, Results Driven, One Intel, Inclusion, Quality and Integrity—guide how we
make decisions, treat each other, serve our customers to achieve their goals and shape technology as a force for good. We
are united by our purpose and driven by our values to achieve our ambitions and help our customers succeed.
BALANCE SCORECARD
The balanced scorecard is a strategy planning and performance management tool created by Kaplan and Norton. In short it
allows managers to see how well their businesses are being run based on whether the objectives of the company are being
met, by the monitoring of staff and the execution of planned activities.

In order for a business to succeed it must set objectives in line with the overall mission and vision of the organization. The
balanced scorecard suggests that it is not only financial performance that equates to a successful business. Therefore it
takes the perspectives of four different areas of the organization and monitors their performance based on their individual
objectives.
• FINANCIAL PERSPECTIVE
such as sales, expenditures, and income are used to understand financial performance. These financial metrics may include
dollar amounts, financial ratios, budget variances, or income targets.

Strategic
Objectives Measures Targets Initiatives
Priorities

• Influencing • Making and • Cross-functional • Maximizing and • Finance Business

decisions which supporting the business growing profits to Partner Model of
maximize business decisions partnerships the extent of $4 working
shareholder value. • Provide business • Business billion in 2013
• Keep Intel on solid analyses Directional • Ensuring legal
financial ground. • Recommendations Changes compliance
and solutions to • Cash Savings & • Effective risk
operating groups Maximization control
• Developing world-
class financial
professionals
• C U S TO M E R P E R S P E C T I V E
are collected to gauge customer satisfaction with the quality, price, and availability of products or services. Customers
provide feedback about their satisfaction with current products.

Strategic
Objectives Measures Targets Initiatives
Priorities

• Expanding • Identifying and • Expand smartphone • Working with • Restructuring of

capabilities to a creating new SoC and customers to share a Business
computing markets communications vision of future Objectives and
solutions provider • Compete in each product roadmaps for technologies focus
• Establish new relevant market the performance and • Developing new
technologies for segment value smartphone customer focused
effective and • Use expertise & market segments technologies
efficient societal core competencies • Expansion into Services • Giving people new
functioning in the design and - Intel AppUp, Wind products that are easy
manufacture of River to understand and use
new product sets • Expansion into • Communicating clear
Software - Intel Soft messages about these
Network, MeeGo, Clik new products
• Expansion into • Concentrate on
Platforms - vPro emerging markets
Technology
• INTERNAL BUSINESS PERSPECTIVE
are evaluated by investigating how well products are manufactured. Operational management is analyzed to track any gaps,
delays, bottlenecks, shortages, or waste.

Strategic
Objectives Measures Targets Initiatives
Priorities

• create value for • Cultivate a safe, • Uniform global • Improve -

Intel and for respectful, and Code of Conduct computing energy
society ethical work efficiency by 50%
environment • Collectively save
• Development of $5.5 billion in
energy-efficient energy costs
computing • Leverage
technologies Computing to
• Inspiring the next Drive Energy
generation fueling Savings through
innovation and - Automation
sustainable - Substitution
economic - De-materialization
development
• L E A R N I N G & G ROW T H P E R S P E C T I V E
are analyzed through the investigation of training and knowledge resources. This first leg handles how well information is
captured and how effectively employees use that information to convert it to a competitive advantage within the industry.

Strategic
Objectives Measures Targets Initiatives
Priorities

- • Build a workforce • Identifying • Implementing • Women's

on the values of underperforming review based Leadership Council
discipline, quality divisions and changes
and risk-taking pinpointing cost • Arming women
• Equal employment inefficiencies employees with
opportunities for • Linking annual the skills they need
all applicants and employee bonus to • Giving women a
employees sustainability voice
• Empowering factors • Helping women
female workforce achieve a
& ease the effects successful
of working in a work/life balance
male dominated
environment
 REFERENCES
http://www.intel.com/jobs/careers/finance/
http://www.imanet.org/PDFs/Public/SF/2005_10/10_05_boedeker.pdf
http://www.eweek.com/c/a/Desktops-and-Notebooks/Intel-Strategy-to-Grow-Beyond-PC-Server-Chips-Paying-Off-Analyst-
117012/
http://www.treasuryandrisk.com/2012/03/19/positioning-for-the-future
http://www.intel.com/content/dam/doc/report/corporate-responsibility-2010-report.pdf
http://businesscasestudies.co.uk/intel/identifying-and-creating-new-markets-a-new-strategy-for-a-global-
leader/introduction.html
http://www.simply-communicate.com/case-studies/company-profile/how-intel-empowers-their-female-work-force