Only the Paranoid Survive

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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.

出版者:Crown Business
作者:Andrew S. Grove
出品人:
頁數:240
译者:
出版時間:1999-3-16
價格:USD 16.95
裝幀:Paperback
isbn號碼:9780385483827
叢書系列:
圖書標籤:
  • 商業 
  • 管理 
  • 英文原版 
  • business 
  • paranoid 
  • Intel 
  • 戰略 
  • 傳記 
  •  
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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

點擊鏈接進入中文版:

隻有偏執狂纔能生存:特種經理人的培訓手冊(新版)

具體描述

讀後感

評分

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...  

評分

(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...  

評分

断断续续的读了大概一个月(真不敢相信一本200页的书居然读了一个月),感觉这本书并不像老罗说的那么好,可能是自己的水平层次不够吧. 印象比较深的几个概念"10倍速....""适应变化"..... 总而言之就是企业要适应变化,但是又不能被变化迷惑. 有时间还需要再读~~  

評分

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...

評分

在1990年代中晚期,这本书被当作IT产业中的红宝书之一被很多人广为吹捧,当时我没看,因为单看名字就觉得是在搞噱头,在搞高科技产业的炒作。 去年,一个10块买一本的机会中,我买来一本读了一读,才发现这本书的内容远比书的标题更有力量。 这是一本关于如何在企业中将企业...  

用戶評價

评分

居安思危

评分

作為Intel的CEO,作者無疑是很有經曆和經驗的,文中引用瞭很多例子來分析和講述如何幫助企業度過戰略轉摺點。要做到管理層再讀會更有感觸。

评分

為啥翻譯成“偏執”呢?這幾個耳熟能詳的故事說的都是“識時務者為俊傑”啊。所以這裏paranoid應該翻譯成“多疑的”?

评分

For most people not working in senior management positions, the last chapter is worth its weight in gold.

评分

作為Intel的CEO,作者無疑是很有經曆和經驗的,文中引用瞭很多例子來分析和講述如何幫助企業度過戰略轉摺點。要做到管理層再讀會更有感觸。

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