Andrew S. Grove emigrated to the United States from Hungary in 1956. He participated in the founding of Intel, and became its president in 1979 and chief executive officer in 1987. He was chosen as Time magazine's Man of the Year in 1997. In 1998, he stepped down as CEO of Intel, but continues as chairman of the board. Grove also teaches a course in strategy at the Stanford University Graduate School of Business, and is the author of three previous books, including the bestselling High Output Management. He lives in the San Francisco Bay Area.
The President and CEO of Intel, the world's largest chipmaker, reveals how to identify and exploit the key moments of change in any industry that generates either drastic failure or incredible success. Under Andrew Grove's leadership, Intel has become the world's largest computer chipmaker, the 5th most admired company in America, and the 7th most profitable company among the Fortune 500. Few CEOs can claim this level of success. Grove attributes much of it to the philosophy and strategy he has learned the hard way as he steered Intel through a series of potential major disasters. There are moments in any business when massive change occurs, when all the rules of business shift fast, furiously and forever. Grove calls such moments strategic inflection points (SIPs), and he has lived through several. They can be set off by almost anything - by mega competition, an arcane change in regulations, or by a seemingly modest change in technology. They are not always easy to spot - but you can't hide from them. Intel's first SIP was when the Japanese started producing better-quality, lower-cost memory chips. It took Grove three years and huge losses to recognize that he had to rethink and reposition the company to become, once again, leader in its field.Grove extrapolates the lessons he has learned from this and other SIPs - for instance the drama of the Pentium flaw, and the SIP brought on by the Internet - to reveal a unique insight into the management of change. He recounts strategies from other companies and examines his own record of success and failure. Only the Paranoid Survive is a classic lesson in leadership skills that every manager in every industry will benefit from. Every manager must assume that something will change - very soon.
發表於2024-06-29
Only the Paranoid Survive 2024 pdf epub mobi 電子書 下載
《隻有偏執狂纔能生存》(一下以“偏執”來替代)一書聽起來就像是某個大牛的布道式自傳,要告訴你需要怎麼偏執纔能生存,自己又是怎麼通過偏執成功的,其實,真正講的是與戰略轉摺點到來時,企業的應對之道。就像書上封麵上寫的那樣:“戰略轉摺點來的時候,如果你不想被摧毀...
評分在1990年代中晚期,這本書被當作IT産業中的紅寶書之一被很多人廣為吹捧,當時我沒看,因為單看名字就覺得是在搞噱頭,在搞高科技産業的炒作。 去年,一個10塊買一本的機會中,我買來一本讀瞭一讀,纔發現這本書的內容遠比書的標題更有力量。 這是一本關於如何在企業中將企業...
評分在我個人看來,這本書對我有價值的部分不是“偏執”相關的內容,而是intel的發展史。 “偏執”這個翻譯感覺不太達意,其核心包括對"10倍法則","死亡峽榖","老闆都是被濛蔽的"等等內容的敏感。這些都是普適法則 -- 適用於大多數行業和大多數公司。 我最感興趣的,是intel對...
評分 評分《隻有偏執狂纔能生存》這本書的英文名字是《Only the paranoid survive》,大概跟中文名字是同一個意思,但是看完全看書,我覺得本書應該改名為《戰略轉摺點——Intel如何走過生死轉摺》。 本書的主要內容是intel的創始人格魯夫講解intel在麵臨存儲器市場的萎縮和強勁的競爭...
圖書標籤: 傳記
開讀。20190306 讀完20190329
評分開讀。20190306 讀完20190329
評分開讀。20190306 讀完20190329
評分開讀。20190306 讀完20190329
評分開讀。20190306 讀完20190329
Only the Paranoid Survive 2024 pdf epub mobi 電子書 下載