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2024-09-28
Only the Paranoid Survive 2024 pdf epub mobi 電子書 下載
很早以前看的,現在新版不知道加瞭什麼。這本書是我從業IT的第一本入門讀物,對我的職場生涯有重要影響。 Intel成就瞭半導體行業的帝國,但在格羅夫眼裏,他所做的一切都隻為瞭生存下去,創立一傢公司其實就是為瞭活下去,也符閤馬斯洛需求層次理論。作為最基本的生存原則,格...
評分本書的第五章提到瞭20世紀八十年代初期,英特爾做存儲器風生水起的時候,日本的存儲器廠傢登颱瞭。日本廠傢的優勢不僅在質量上,更在資金上有著無法相比的優勢。 英特爾公司努力改進質量,降低成本,但是後來發現這根本是徒勞無功的。日本企業的原則可以這麼理解:“用定價永遠...
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...
評分隻有偏執狂纔能生存很久前就聽說過這本書,帶著疑惑與不解去閱讀安迪.格羅夫談他與英特爾的故事。今天的如日中天英特爾,在二十世紀70年代還是一個非常小的公司依靠做存儲器來支撐公司的發展。在80年代遇到瞭日本企業前所未有的挑戰,英特爾搖搖欲墜在摩爾與安迪.格羅夫的帶...
評分中信齣版社的書,老樣子,快餐一本,唯一的區彆是,這是一本高級快餐,不過還是擺脫不瞭快餐的境界. 推薦讀者們去找另外的4個事例瞭解一下,福特和他的T型車,洛剋非勒的石油帝國,西南航空公司,暴雪.每個的經曆都比這本書的內容強. 本書主要思想兩點: 1.想要生存,...
圖書標籤: 商業 business 隻有偏執狂纔他媽能生存 management book 馬鞍山 香港中央圖書館 英語學習
僅僅是為瞭Andrew而讀
評分僅僅是為瞭Andrew而讀
評分僅僅是為瞭Andrew而讀
評分僅僅是為瞭Andrew而讀
評分僅僅是為瞭Andrew而讀
Only the Paranoid Survive 2024 pdf epub mobi 電子書 下載