Here be Monsters
Intel's R&D organizations (in my neck of the woods, at least) offer little or no reward to the individual for innovation or risk taking. In fact, innovators tend to be perceived as threats to others' job security by peers and managers alike. Further, an innovative design or product based upon a novel concept will get its developer(s) terminated (or sold) if the first specimens/prototypes don't immediately show blindingly bright promise or if there is no immediately identifiable high volume market. Anyone remember "OnCue"? Also known as "Intel TV"? Over time, this practice of selling or abandoning imperfect market niches helps Intel to shed innovators, pioneers and visionaries at all levels of employment. It also reinforces the inclination of survivors to avoid any product or technology that lacks an existing, large and well defined market. Intel pursues smart phones, networking software, drones, IoT widgets, and other "pop" technology because it needs to move, and its collective nature will not allow it to enter uncharted territories where unoccupied niches exist. Intel avoids those areas of the map marked as, "Here be Monsters".