Only The Paranoid Survive

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The case study of Intel was fascinating, especially hearing it told from the man in charge at the time. The Currency Paperback edition of Only the Paranoid Survive includes a new chapter about the impact of strategic inflection points on individual careers–how to predict them and how to benefit from them. Groves thinks Sculley knew this shift was happening , but wasn't able to overcome Apple's "inertia of success". Since then Grove remained at Intel as a senior advisor, and has also been a lecturer at Stanford University.

As CEO, he wanted his managers to always encourage experimentation and prepare for changes, making a case for the value of paranoia in business. Great leadership during change starts by letting chaos reign (debate), then, when the time is right, reign in the chaos (determined march)] This dynamic dialectic is a must. 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. This means that leaders have to change the conversation and many are adopting a no-tolerance to racism in the workplace.

So, you've created a flexible company that's well-positioned to respond to a severe market disruption at any time. Whats lovely is that it was written in 1996, and he lays out the principles of how to prepare for, deal with and manage change - especially when it comes to a change in how the business works. The greatest leaders embrace change, adapt their team’s processes based on new standards, and are constantly learning from other industry leaders.

The success you had the day before is gone, destroyed by unforeseen changes that hit like a stage-six rapid.As a result of his work at Intel, along with his books and professional articles, Grove had a considerable influence on electronics manufacturing industries worldwide.