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It is also pitting water-intensive businesses such as the Intel Corp.'s China unit and bottling plants of Coca-cola Co. against growing urban use

BLO 10 BLOOMBERG NEWS, available at http://www. bloomberg. com/news/2010-05-25/china-india-water-shortage-means-coca-cola-joins-intel

Two firms, Intel and Microsoft, each invested more than $10 billion in R&d in 2012 and both expect to exceed $10 billion in 2013.

Design/Development Academic Collaborations ICT sector All Industry Respondents 20%40%The U s. leadership in ICT R&d remains strong, with both Intel and Microsoft

and Google's and Intel's R&d investments growing by 40%and 27%,respectively, in each of the last two years.

%and Intel reaching 19%.%Corporate leaders in ICT R&d investment Nokia Ericsson Canon Huawei Alcatel Lucent Microsoft Intel Cisco IBM Google-10%0%10%20

%30%40%5%10%15%20%25%R&d AAGR 2010-2012 2012 Corporate R&d Intensity Top 5 Non-u.

and is sponsored by Cisco, Intel and Microsoft; the companies have a long history of supporting education initiatives

Janota Nzogi EDEL-EP Eduardo Paiva PWC ANGOLA Joaquim Piedade UNICARGAS Luis Filipe Pizarro Gervasio Simao INTEL Beatriz Calcida Soares

Household tech names such as Google, Intel, Microsoft, Nokia and Vodafone all have a presence there,

the Small Business Toolkit, 143 a product of IBM and the World bank's International finance corporation, Hewlett packard's Smart Technology for a Smarter Business Program, 144 Intel Learn, 145 and Build Your Business, a collaboration

www. smetoolkit. org. 144 Hewlett packard's Smart Technology for a Smarter Business Program, Smarttechforsmartbusiness. com. 145 Intel Learn Program,

www. intel. com/content/www/us/en/education/k12/intel-learn. html. 146 World bank, Information and Communications for Development 2012:

An increasing number of companies known for their hard-nosed approach to business such as Google, IBM, Intel, Johnson & johnson, Nestlé, Unilever,

Intel, Johnson & johnson, Nestlé, Unilever, and Wal-mart have embarked already on important efforts to create shared value by reconceiving the intersection between society and corporate performance.

Intel and IBM are both devising ways to help utilities harness digital intelligence in order to economize on power usage.

NL semiconductor 24 14 Intel US semiconductor 27 15 Sabic Innovative Plastics NL chemicals 23 15 Freescale Semiconductor US semiconductor

IT semiconductor 724 2 IBM US computer 645 3 ASML NL semiconductor 568 3 Intel US semiconductor 615 4 Philips NL

automotive 276 6 Du pont US chemicals 234 7 Thales FR defence 223 7 Intel US semiconductors 215 8 Comm. à

-BT Cerner Cisco systems dabl Disease Management Systems DMF Systems ecom Ireland Garivo Technologies GE Healthcare IBM IMS MAXIMS Intel Microsoft

and microprocessors (patents held by Intel, for example). All patent owners are obliged, in return for patent protection,

With the great success of some of the world ICT leaders, such as Apple, Google, Intel,

Apple computer was seeded by Mike Markkula, an ex-marketing manager for Intel, whose own $90, 000 injection and guarantee of a credit line of $250, 000 transformed garage-based Jobs and Wozniak into a business capable of delivering the first order for Apple.‘

Ten years later Intel would be formed by four of the Fairchild engineers from the original traitorous eight who left Shockley

when it substituted a US$25 microprocessor, the 6502 from Mostek, for the conventional choice at the time, the US$179 Intel 8080,

Later in the year, Intel also invested in CDT. Even so these developments were not sufficient to keep CDT independent.

Led by Oak Investment Partners and Tudor Investment, the existing investors Amadeus (seed funding) Intel Capital, Bank of america,

Kimberly Stevenson, Intel; George Westerman, MIT Center for Digital Business. Acknowledgments sloanreview. mit. edu Embracing Digita l Technology MIT SLOAN MANAGEMENT REVIEW 1 Contents RESEARCH REPORT 2013 2/Executive Summary 3/Introduction

Intel Gets Urgent 10/Executing the Change M aking a Case for Digital Transformation Incentives 12/Conclusion Executive Summary Companies routinely invest in technology,

so a critical skill at the top of a company is to have someone who can keep scan-At Intel,

Intel's culture has long been built around maintaining market dominance through intense internal competition, said Kim Stevenson, its chief information officer.

Now, Intel believes it needs a more collaborative culture to help it gain an edge in mobile processors.

Intel's top 25 executives gathered for a strategy discussion led by Stevenson and the head of human resources.

the need for cultural change in order for Intel to compete effectively in the emerging mobile market.

Among steps Intel took to improve communications were adding 220 video conferencing rooms, electronic white boarding,

Intel has also set up teams based on accounts not internal departments. Intel is taking small, concrete steps towards changing its culture, rather than massive, risky leaps.

The small-step strategy is one many companies could adopt when trying to transform. As one survey respondent said,

Intel gets urgent 10 MIT SLOAN MANAGEMENT REVIEW Capgemini Consulting sloanreview. mit. edu R e s e a r c H r e p

said Stevenson, Intel's CIO. They've gone through ERP, they've gone through BYO,

Report to Microsoft Corporation and Intel Corporation, 2009, p. i, available at: http://download. intel. com/pressroom/pdf/cdsvsdownloadsrelease. pdf 312 Marcelo Velásquez, A comparative study of the environmental impact of the online and offline movie rental business

, 2009, available at: http://dalspace. library. dal. ca: 8080/bitstream/handle/10222/12737/MEC%20thesis%20marcelo%20v ELASQUEZ. pdf?

@tue. nl Cakir Yilmaz Basaksehir Living Lab y. cakir@superonline. com Curley Martin Intel. Labs Europe & National University of Ireland, Maynooth, Innovation Value Institute martin. g. curley@intel. com den Ouden Elke Eindhoven University of Technology

, Intelligent Lighting Institute E d. Ouden@tue. nl Erkinheimo Pia DIGILE Finnish Centre for Science and Innovation in the Internet Economy pia. erkinheimo@digile. fi

Martin Curley, Vice president & Director, Intel Labs Europe, Intel. Corp. Foreword 5 Uptake Open Innovation 2. 0 in your projects The Open Innovation 2. 0 concept was endorsed at the Open Innovation 2. 0 conference in May

of Finance and Public Administration, Spain myriam. corral@minhap. es Curley Martin Intel Labs Europe & National University of Ireland, Maynooth, Innovation Value Institute

martin. g. curley@intel. com den Ouden Elke Eindhoven University of Technology, Intelligent Lighting Institute e d. ouden@tue. nl Golebiowska-Tataj

such as the Intel. Labs Joint Pathfinding process create mechanisms that are able to span the socalled valley of death that lies between research

Vice president & Director, Intel Labs Europe, Intel. Corporation Chair, Open Innovation Strategy and Policy Group martin. g. curley@intel. com Bror Salmelin, MSC Eng.

Adviser, Innovation Systems, EC Directorate General CONNECT Board member, Open Innovation Strategy and Policy Group bror. salmelin@ec. europa. eu 19 Open Innovation 2. 0 Fundamental Change in Innovation Processes*Abstract

Most of these technologies are using Intel's brand-spanking-new‘Edison'microchip, the company's smallest computer.

It boasts Intel's extremely low-power Quark processor Bluetooth, and Wi-fi connectivity to communicate with other devices.

The CLC Iberia office is located within the UPC campus in Barcelona in the same building as the creativity departments of Intel and Gallina Blanca.

In the IT hardware category, just four companies, from Finland (Nokia), Sweden (Ericcson), France (Alcatel) and Germany (Infineon Technologies) are recorded against six in the USA (Intel, HP, Cisco, Motorola, Texas instruments

and run on standard Intel Pentium 4 CPU 1. 70 GHZ Machines with 512 MB RAM, WINDOWS XP professional OS.

Microsoft (€7. 9bn), Intel (€7. 7bn), Merck US (€6. 0bn), Johnson & johnson (€5. 8bn) and Pfizer (€5. 7bn.

'S DEVELOPMENT CSR PLC 04/10/2012 Acq. 100%VOLKSWAGEN 139.5 MAN SE 05/06/2012 Acq. from 73.76%to 75.03%INTEL 105 8 CRAY

PFIZER, USA 9. JOHNSON & JOHNSON, USA 8. MERCK US, USA 7. NOVARTIS, Switzerland 6. ROCHE, Switzerland 5. TOYOTA MOTOR, Japan 4. INTEL

2 SAMSUNG ELECTRONICS up 31 3 MICROSOFT up 10 4 INTEL up 10 5 TOYOTA MOTOR dow n 1 6 ROCHE up 11 7 NOVARTIS

and Marco Pistore7 1 Intel, Ireland, {joe. m. butler, michael. nolan}@ intel. com 2 Telefónica Investigación y Desarrollo, Spain, juanlr@tid. com 3 SAP AG, Germany

, wolfgang. theilmann@sap. com 4 ENG, Italy, francesco. torelli@eng. com 5 Technische Universität Dortmund, Germany, ramin-yahyapour@udo. edu

High density, low cost chips IBM, Intel, AMD chips 50 3 Mobile Services As pointed out by Bagozzi 20, TAM is characterized by a‘‘parsimony''in the number of basic

Another example is provided by Intel IT center in a form of white paper 14 in which another five steps have been suggested as ways for companies to take the control of the this growing trend

Support Employee Owned Devices In its report about IT consumerization 14, Intel has provided a set of best practices (see Fig. 5. 2) for supporting employee-owned devices in the enterprise.

Intel (2012) Five steps to consumerization of IT in the Enterprise. White Pap from Intel 15.

Harteveld A (2012) How the consumerization of IT affects your business microsoft recommendations for a consumerization of IT strategy.

And in the past, companies like Microsoft, Apple or Intel have reshaped profoundly whole industries and their ecosystems even shortly after their founding.

Companies such as Bose and Intel have taken advantage of this. Institutional, supply-chain and other efficiencies have cut factory build-times to 10 months from the roughly 24 months it took in the early 2000s.

White paper, sponsored by Oracle and Intel. London, New york, Hong kong, and Geneva: The Economist Intelligence Unit.