Only the Paranoid Survive: How to Exploit the Crisis Points that Challenge Every Company and CareerUnder Andy Grove's leadership, Intel has become the world's largest chipmaker, the fifth-most-admired company in America, and the seventh-most-profitable company among the Fortune 500. You don't achieve rankings like these unless you have mastered a rare understanding of the art of business and an unusual way with its practice. Few CEOs can claim this level of consistent record-breaking success. Grove attributes much of this success to the philosophy and strategy he reveals in "Only the Paranoid Survive--"a book that is unique in leadership annals for offering a bold new business measure, and for taking the reader deep inside the workings of a major corporation. Grove's contribution to business thinking concerns a new way of measuring the nightmare moment every leader dreads--the moment when massive change occurs and all bets are off. The success you had the day before is gone, destroyed by unforeseen changes that hit like a stage-six rapid. Grove calls such moments Strategic Inflection Points, and he has lived through several. When SlPs hit, all rules of business shift fast, furiously, and forever. SlPs can be set off by almost anything--megacompetition, an arcane change in regulations, or a seemingly modest change in technology. Yet in the watchful leader's hand, SlPs can be an ace. Managed right, a company can turn a SIP into a positive force to win in the marketplace and emerge stronger than ever. To achieve that level of mastery over change, you must know its properties inside and out. Grove addresses questions such as these: What are the stages of these tidal waves? What sources do you turn to in order to foresee dangers before trouble announces itself? When threatsabound, how do you deal with your emotions, your calendar, your career--as well as with your most loyal managers and customers, who may cling to tradition? No stranger to risk, Grove examines his own record of success and failure, including the drama of how he navigated the events of the Pentium flaw, which threatened Intel in a major way, and how he is dealing with the SIP brought on by the Internet. The work of a lifetime of reflection, "Only the Paranoid Survive "is a contemporary classic of leadership skills. |
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Page 140
... valley of death . It is an inevitable part of every strategic inflection point . You can't avoid it , nor can you make it less perilous , but you can do a better job of dealing with it . Traversing the Valley of Death To make it through the ...
... valley of death . It is an inevitable part of every strategic inflection point . You can't avoid it , nor can you make it less perilous , but you can do a better job of dealing with it . Traversing the Valley of Death To make it through the ...
Page 151
... valley of death without a clear and simple strategic direction . After all , getting there sapped the energy of your organization ; it demoralized your employees and often set them against one another . Demoralized organizations are ...
... valley of death without a clear and simple strategic direction . After all , getting there sapped the energy of your organization ; it demoralized your employees and often set them against one another . Demoralized organizations are ...
Page 164
... valley of death represents a new industry order that was hard to visualize before the transition . Manage- ment did not have a mental map of the new landscape before they encountered it . Getting through the strategic inflection point ...
... valley of death represents a new industry order that was hard to visualize before the transition . Manage- ment did not have a mental map of the new landscape before they encountered it . Getting through the strategic inflection point ...
Contents
Only the Paranoid Survive | 1 |
Something Changed | 9 |
A 10X Change | 25 |
Copyright | |
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Only the Paranoid Survive: How to Exploit the Crisis Points that Challenge ... Andrew Grove No preview available - 2022 |
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adapt affect airlines Alfred Sloan application software AT&T became become better billion chaos CISC company's Compaq competition competitors complementors computer companies computer industry computer manufacturers consumer corporate created customers deal debates decade decision Deutsche Telekom direction employees environment example face fact factor force graphical user interface happen Hewlett-Packard horizontal industry IBM's impact Intel Internet Internet appliance Japanese long-distance mainframe major memory business memory chips ment micropro microprocessor middle management operating system organization pany Pentium percent personal computer players ports processor puters RISC semiconductor senior management Seymour Cray shift software companies started Steve Jobs strategic actions strategic dissonance strategic inflection point supplier telecommunications telephone things tion point took transformation valley of death vertical computer vigor and competence Wal-Mart Wang