Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every CompanyCrown, 2010 M05 5 - 240 páginas Andy Grove, founder and former CEO of Intel shares his strategy for success as he takes the reader deep inside the workings of a major company in Only the Paranoid Survive. Under Andy Grove's leadership, Intel became the world's largest chip maker and one of the most admired companies in the world. In Only the Paranoid Survive, Grove reveals his strategy for measuring the nightmare moment every leader dreads--when massive change occurs and a company must, virtually overnight, adapt or fall by the wayside--in a new way. Grove calls such a moment a Strategic Inflection Point, which can be set off by almost anything: mega-competition, a change in regulations, or a seemingly modest change in technology. When a Strategic Inflection Point hits, the ordinary rules of business go out the window. Yet, managed right, a Strategic Inflection Point can be an opportunity to win in the marketplace and emerge stronger than ever. Grove underscores his message by examining his own record of success and failure, including how he navigated the events of the Pentium flaw, which threatened Intel's reputation in 1994, and how he has dealt with the explosions in growth of the Internet. The work of a lifetime, Only the Paranoid Survive is a classic of managerial and leadership skills. |
Contenido
1 | |
9 | |
A 10X Change | 25 |
The Morphing of the Computer Industry | 37 |
Theyre Everywhere | 53 |
Why Not Do It Ourselves? | 79 |
Signal or Noise? | 99 |
Let Chaos Reign | 121 |
Rein in Chaos | 137 |
The Internet Signal or Noise? | 165 |
Career Inflection Points | 185 |
Notes | 199 |
9 | 210 |
217 | |
Otras ediciones - Ver todas
Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge ... Andrew S. Grove Vista previa limitada - 1999 |
Only the Paranoid Survive: How to Exploit the Crisis Points that Challenge ... Andrew S. Grove Vista de fragmentos - 1996 |
Only the Paranoid Survive: How to Exploit the Crisis Points that Challenge ... Andrew Grove Sin vista previa disponible - 2022 |
Términos y frases comunes
adapt affect application software AT&T became become better billion career inflection point Cassandras chaos CISC company's Compaq competition competitors complementors computer company computer industry connected consumer corporate created customers deal debate decision direction early employees environment experience factor fear force Gordon Moore graphical user interface happen Hewlett-Packard impact Intel Internet Internet appliance Japanese large numbers learned look major memory business memory chips ment microprocessor middle management movie operating system organization personal computer players ports processor puters questions RISC semiconductor senior management Seymour Cray shift software company started Steve Chen Steve Jobs strategic actions strategic dissonance strategic inflection point supplier telecommunications telephone television things tion point took transformation transistors users valley of death Wal-Mart Wang World Wide Web
Pasajes populares
Página 5 - I'm advocating is, Let chaos reign, then rein in chaos. Does that mean that you shouldn't plan? Not at all. You need to plan the way a fire department plans. It cannot anticipate fires, so it has to shape a flexible organization that is capable of responding to unpredictable events.
Página 3 - ... OUR CURRENT MILITARY DOMINANCE INTO THE FUTURE. MARINES THINK THIS TYPE OF MINDSET IS FUNDAMENTALLY WRONG. WE INSTEAD SUBSCRIBE TO THE VIEW THAT WE FACE WHAT ANDREW S. GROVE. PRESIDENT AND CEO OF INTEL CORPORATION. REFERS TO AS A STRATEGIC •INFLECTION POINT." IN HIS WORDS. A STRATEGIC INFLECTION POINT IS A TIME IN THE LIFE OF A BUSINESS WHEN ITS FUNDAMENTALS ARE ABOUT TO CHANGE. THEY ARE FULL-SCALE CHANGES IN THE WAY BUSINESS IS CONDUCTED. SO THAT SIMPLY ADOPTING NEW TECHNOLOGY OR FIGHTING...
Página 3 - A strategic inflection point is a time in the life of a business when its fundamentals are about to change. That change can mean an opportunity to rise to new heights, but it may just as likely signal the beginning of the end.
Referencias a este libro
Why Good Companies Go Bad and how Great Managers Remake Them Donald Norman Sull Sin vista previa disponible - 2005 |