Sadly staying in everything is death by a thousand cuts. It is hard to have all the strategies at once.
Magic is finding out what of those can fly and it is not a manager but a leader quality to do well with new fields. Although sometimes managers feel the obvious moves for the short term sometimes better.
It is also a lesson for the cost-cutting that is popular right now. Sure, trim fat and waste - but R&D and and test projects in new areas are important for future potential markets. Keep some of that alive even it currently isn't profitable so that you have paths to future markets.
I mean, Blackberry was huge and the market was still rapidly growing with no signs of slowing down. The addressable market was even bigger since even back then lots of people didn’t have cell phones and the majority were still feature phones (but more and more people were ditching landlines instead).
Sure, it can be hard to know when to stay in, but the “death by a thousand cuts” is not a financial problem. These are often rounding errors to continue. It’s a question of focus. And Intel clearly made the mistake of thinking they didn’t need to focus on mobile.
Magic is finding out what of those can fly and it is not a manager but a leader quality to do well with new fields. Although sometimes managers feel the obvious moves for the short term sometimes better.