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.
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Under Andy Grove’s leadership,Intel has become the worlds largest chip maker and one of the most admired companies in the world.In only the Paranoid Survive, Grove reveals his strategy of focusing on a new way of measuring the nightmare moment every leader dreads——when massive change occurs and a company must,yirtually overnight adapt or fall by the wayside.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 man-aged right, a Strategic Inflection Point can be and 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.
"This book is about one super-important concept. You must learn about Strategic Inflection Points, because sooner or later you are going to live through one."_STEVE JOBS, CEO, PIXAR ANIMATION STUDIOS
"Andy explains...with modesty that cannot conceal his brilliance, how he has led Intel through changes and challenges that many companies could not cope with...The country will benefit from his vision."_REED HUNDT, CHAIRMAN, FEDERAL COMMUNICATIONS COMMISSION
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只有偏执狂才能生存:特种经理人的培训手册(新版)
初看这本书的时候被这个题目忽悠了,读来的感觉和预想的完全不同,但是读罢后依然收获不少,遂对于中信这次“标题党”的行为姑且忘记吧...... “只有偏执狂才能生存”在我看来是对企业管理在面对重大变化如何将人的主观能动性发挥出来,以迅速感知和把握战略转折...
评分在我读过的许多书中,都会出现Andy GROVE的名字,而写这些书的人都是知名的企业家. 直到我亲自读完这本出版很久的书之后,才明白了为什么. Andy是一个科学家,更是一个思路极端清楚的战略家和管理者.这本书没有废话,没有更多的铺垫,但却在第一时间,用最短的篇幅讲一个最深刻的变...
评分(此段介绍标题含义)由于饱受了中国当代的优秀的、科学的、系统的、漫长的教育的熏染,对读后感和观后感这些东西存在意识上的不统一,但又找不到和其相反的称谓,所以暂且叫做预测感,本来觉得期望感比较好,但推敲后觉得与我的处世的原则不相符合-"不要对任何的事情抱有期...
评分 评分在商界尤其是IT业界,『偏执狂』是一个从20世纪90年代就开始流行的概念——作为Intel的创始人,安迪·格鲁夫以他的亲身经历为教材,总结出若干在当时算是颇具颠覆性的商业智慧。然而,大众本着人云亦云、囫囵吞枣的一贯传统,往往容易对这个『只有偏执狂才能生存』的概念进行曲...
居安思危
评分作为Intel的CEO,作者无疑是很有经历和经验的,文中引用了很多例子来分析和讲述如何帮助企业度过战略转折点。要做到管理层再读会更有感触。
评分为啥翻译成“偏执”呢?这几个耳熟能详的故事说的都是“识时务者为俊杰”啊。所以这里paranoid应该翻译成“多疑的”?
评分居安思危
评分书名翻译有误:paranoid因译为居安思危者而非偏执者
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