Only The Paranoid Survive

Product Information

Having been a manager at Intel for many years, I've made myself a student of strategic inflection points.Thinking about them has helped our business survive in an increasingly competitive environment.I'm an engineer and a manager, but I have always had an urge to teach, to share with others what I've figured out for myself.It is that same urge that makes me want to share the lessons I've learned.

One, don’t differentiate without a difference. Don’t introduce improvements whose only purpose is to give you an advantage over your competitor without giving your customer a substantial advantage.

As director of operations, manufacturing became Grove's primary focus and his management style relied heavily on his management concepts. As the company expanded and he was appointed chairman, he became more involved in strategic decision-making, including establishing markets for new products, coordinating manufacturing processes and developing new partnerships with smaller companies.

Grove’s first suggestion is to stay alert to potential market disruptions before they hit with full force. Drawing on the work of Harvard business professor Michael Porter, Grove identifies six forces that shape your business environment: existing competitors, potential competitors, regulations, customers, suppliers, and complementors. The quality guru W. Edwards Deming advocated stamping out fear in corporations. I have trouble with the simplemindedness of this dictum. The most important role of managers is to create an environment where people are passionately dedicated to winning in the marketplace. Fear plays a major role in creating and maintaining such passion. Fear of competition, fear of bankruptcy, fear of being wrong and fear of losing can all be powerful motivators." [32] Constructive Confrontation [ edit ]

Only the Paranoid Survive: How to Exploit the Crisis Points that Challenge Every Company and Career People (even competent, highly intelligent, serious-minded people) can come to different set of conclusions about a given set of facts. For ex: IBM and Intel went two different ways on using X-Ray to define feature of a chip. So nothing is Right or Wrong. Iterate and Iterate as fast as you can. Fast iteration is better than slower qualitative iteration. New entrants : How easy is it for new competitors to enter the market? What if a very large, well funded company like Google decided to enter your market, would you survive? What strategies can you use to ensure the survival of your company? PDF / EPUB File Name: Only_the_Paranoid_Survive__How_to_Exploit_-_Andrew_S_Grove.pdf, Only_the_Paranoid_Survive__How_to_Exploit_-_Andrew_S_Grove.epub

Kiechel, Walter. "Andy Grove on the confident leader." Harvard Business School Working Knowledge. (2003) Online. This book discusses some really important ideas, primarily the "10x forces" that fundamentally change businesses and the "strategic inflection points" during which an industry is transformed by these "10x forces" (yes, he quotes that term everywhere it appears in the book). Grove explores these ideas using his experience as CEO during Intel's switch from making memories to making microprocessors in the late 80's as the primary example, but he emphasizes that these ideas are not unique to the tech industry and also explores SIPs in other industries ranging from sound in the movie industry to Wal-Mart in retail. After explaining these concepts and pointing to that range of examples, the author spends most of the book discussing how to manage companies during these crises: how to know that you're in the middle of a SIP, how to separate signal from noise during that confusing period, and the importance of fostering healthy debate but subsequently projecting decisive leadership. I was stunned when I heard this. Listening to Sculley gave me the impression that he understood the implications of the horizontal industry structure. It appeared that he just wasn’t strong enough to overpower Apple’s inertia of success that existed because of its fifteen-year hiFew 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. Intel's Long Awaited Return to the Memory Business". www.realworldtech.com. Archived from the original on March 22, 2016 . Retrieved April 8, 2018. It doesn't matter where you live.Long distances used to be a moat that both insulated and isolated people from workers on the other side of the world.But every day, technology narrows that moat inch by inch.Every person in the world is on the verge of becoming both a coworker and a competitor to every one of us, much the same as our colleagues down the hall of the same office building are.Technological change is going to reach out sooner or later change something fundamental in your business world.