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:Currency/Doubleday
作者:Andrew S. GROVE
出品人:
页数:210
译者:
出版时间:1996
价格:0
装帧:Hardcover
isbn号码:9780002558105
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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.

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书名的翻译是“只有偏执狂才能生存”,全书通读下来,却觉得和“偏执”两字的理解有偏差。特别查阅了一下paranoid的词根,其实这个词,更多偏向于“多疑”的意思,而非“强迫症”的偏执。而另一个翻译《惶者生存》,个人觉得倒是更准确些。 所谓的偏执狂,就是在面对战略转折点...  

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这本书可以结合《创新者的窘境》,企业如何在破坏性创新下保持竞争力。 1,风向变了:老板永远是最后一个知道真相的,对于外在的信息及内部的变化所知甚少。而一些时候,风向决定了你的努力有没有意义。必须亲自接触变化。 2,10倍速变化:10倍速变化时,会失去对企业的控制,...  

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这本书可以结合《创新者的窘境》,企业如何在破坏性创新下保持竞争力。 1,风向变了:老板永远是最后一个知道真相的,对于外在的信息及内部的变化所知甚少。而一些时候,风向决定了你的努力有没有意义。必须亲自接触变化。 2,10倍速变化:10倍速变化时,会失去对企业的控制,...  

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读《只有偏执狂才能生存》(《Only the Paranoid Survive》)(2003年4月1日第一次读)的体会: 1、关于只有偏执狂才能生存(Only the Paranoid Survive):该经营理念的核心在于“专注”与“独特”。英特尔与诺基亚是集中战略(focus strategy)的成功案例;通用电气则是多元...  

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