Intel Corporation has been developing steadily since its establishment. In the final analysis, it is because after years of development, it has consciously formed a value concept that can be widely accepted by enterprise members, as well as a code of conduct and behavior model determined by this value concept. Employees' behaviors and ways are constrained by company culture and core values, which can be summarized as doing the right thing and doing the right thing. The former requires employees to have certain professional skills to guide them to complete their work correctly and efficiently, while the latter emphasizes the quality cultivation and value orientation of employees themselves.

Most of Intel's entrepreneurs come from Stanford University and Berkeley University at the northern end of Silicon Valley. They adhere to the pragmatic spirit in scientific research and the principle of academic equality, and often maintain exchanges from top to bottom in the company. Decision-making involving major issues and democratic centralism can urge employees to do things correctly and do the right thing. At the same time, it also strengthened the information exchange within the company and fully mobilized the enthusiasm and creativity of employees.

Corporate culture and corporate innovation—

Corporate culture reflects the memory of corporate organizations. In the process of enterprise management, its culture is gradually accumulated through the passage of time. Using culture to influence employees is actually using past experience to guide employees' actions today. But not all past experiences are applicable to today, so the company is required to make some cultural changes. In the transformation of the old culture, Intel Company emphasizes the strategy of breaking old habits, turning inefficient into efficient, and promoting economic growth through culture. After years of steady growth, Intel has formed a creative tension within the organization, and also bred some bad habits, which made the organization's performance low. Therefore, Intel began to break the old system and seek a long-term development path for the company, so cultural innovation is very important for a company.

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