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Evaluation of Frohman’s Decision Before and After Missile Attacks

In 1991, Dov Frohman, the general manager of Intel Israel, faced a challenging decision during Operation Desert Storm. The situation was tense, with the pending threat of missile attacks. This created a situation where Frohman had to balance employee safety, smooth business operations, and broader implications for Intel’s operations in Israel. This paper explores Frohman’s decisions during Operation Desert Storm, examining the effectiveness of his choices in preserving employee safety and ensuring business continuity. It also analyzes whether Frohman or the executives should have made the decision to remain open or close, offering insights into the criteria that would have been considered.

Dov Frohman’s choice to maintain Intel Israel’s operations before the actual missile attacks showcased a strategic approach to business continuity and a commitment to the company’s global standing. Staying operational aimed to ensure Intel Israel could meet obligations to clients and partners despite potential geopolitical instability. However, drawbacks emerged, particularly regarding the heightened risk to employee safety during daily commutes.

As the missile attacks commenced, Frohman’s decision to allow employees to come to work or stay home demonstrated flexibility and consideration for their well-being. Avoiding coercion and emphasizing individual choice acknowledged the increased risk posed by the missile attacks. Despite the danger, maintaining operations highlighted Intel Israel’s resilience and commitment to its workforce and customers, showcasing a delicate balance between business continuity and employee safety.

Frohman’s swift response to the ongoing missile attacks revealed a commitment to adaptability and maintaining the workforce’s well-being. A significant portion of the workforce showing up underscored Intel Israel’s organizational strength and employee dedication. The success of Frohman’s decision is evident in subsequent investments and growth, with Intel’s decision to build a second semiconductor plant reflecting continued confidence in the stability and productivity of its operations in the country. The growth in exports and Intel Israel’s position as the largest foreign-owned employer in the country further validate the long-term positive impact of Frohman’s decisions during the crisis.

Frohman’s Decision

Dov Frohman’s decision to make the call on whether to remain open or close during the missile threat to Intel Israel took into account the immediate realities on the ground. As the general manager in Israel, Frohman possessed a unique understanding of the local context, including the potential risks to employees and the specific challenges posed by the geopolitical situation. His ability to make swift decisions based on this localized knowledge was a crucial advantage in responding to the rapidly evolving crisis. On the other hand, waiting for decisions to be communicated to the executives could result in missed opportunities or ineffective responses. The success often relies on the ability to adapt quickly to changing circumstances (Hitt et al., 2012). Therefore, involving the executives in the decision-making process might be an obstacle.

Criteria and Weighting in Decision-Making

In the decision-making process, the safety and well-being of employees would be paramount. Considering the imminent threat of missile attacks, I would assign a high weight to this criterion (Hitt et al., 2012). This includes not only the safety within the workplace but also the potential risks during employees’ daily commutes. The decision would be anchored in a deep commitment to ensuring that employees are not unduly exposed to harm, recognizing the moral and ethical responsibility to prioritize their safety above all else. Maintaining business operations and continuity is also critical for Intel’s success and stability. Therefore, the urgency of preserving business continuity would be primary in the decision-making process.

In addition, balancing short-term risks with potential long-term benefits or consequences would be essential. This criterion involves assessing the immediate impact of the decision on employee safety and business operations against the potential future ramifications for Intel’s presence in Israel. The weight assigned to this factor acknowledges the need for strategic decision-making that considers both the urgency of the crisis and the organization’s long-term interests. Moreover, given the uncertain nature of the crisis, the ability to adapt quickly would be a critical criterion with a high weight (Hitt et al., 2012). This involves incorporating flexibility into decision-making, allowing adjustments based on the evolving situation. The decision would aim to strike a balance between a decisive response to the immediate threat and the agility required to navigate changing circumstances effectively.


In conclusion, Dov Frohman’s decisions during Operation Desert Storm reflected a strategic commitment to keep Intel Israel operational while navigating the challenges of potential risks to employee safety. The decentralized decision-making approach, though advantageous for swift responses, illuminated the complexities leaders face during crises. Prioritizing employee safety, maintaining business continuity, and balancing short-term risks with long-term benefits emerged as key considerations. Frohman’s resilience fostered sustained organizational culture and employee dedication, which is evident in Intel’s subsequent investments and growth in Israel. This underscores the enduring positive impact of his decisions on Intel’s trajectory in the region.


Hitt, M. A., Black, J. S., & Porter, L. W. (2012). Management (3rd ed.). Pearson Education.


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