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Only the Paranoid Survive Hardcover – Sep 1 1996

4 out of 5 stars 47 customer reviews

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Product Details

  • Hardcover: 224 pages
  • Publisher: Doubleday Business; 1 edition (Sept. 1 1996)
  • Language: English
  • ISBN-10: 0385482582
  • ISBN-13: 978-0385482585
  • Product Dimensions: 24.3 x 16.4 x 2.4 cm
  • Shipping Weight: 499 g
  • Average Customer Review: 4.0 out of 5 stars 47 customer reviews
  • Amazon Bestsellers Rank: #147,130 in Books (See Top 100 in Books)
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Product Description

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Massive change is hitting corporate America at a furious and escalating pace, writes Andrew Grove in Only the Paranoid Survive, and businesses that strive hard to keep abreast of the transition will be the only ones that prevail. And Grove should know. As chief executive of Intel, he wrestled with one of the business world's great challenges in 1994 when a flaw in his company's new cornerstone product -- the Pentium processor -- grew into a front-page controversy that seriously threatened its future.

From Publishers Weekly

Keep looking over your shoulder, cautions Grove, president and CEO of Intel Corporation, because the technology that keeps changing the way businesses are run and careers are forged is on the verge of making every person or company in the world either a co-worker or a competitor. And be warned that there's a pattern to the havoc that forces us to regroup whenever we think we have a grip on things. The pattern is based on a series of revolutionary milestones, inevitable and unpredictable, that Grove calls strategic inflection points. They change things. Every significant development from railroads to superstores to computers has been a point of strategic inflection. Businesses and individuals are never the same once these points zero in to alter the status quo. For Intel, a manufacturer of computer works, a strategic inflection point was the transition from memory chips to microprocessors, and a great deal of this book details the way Intel handled this change, including furor that erupted when a minor flaw was discovered in its Pentium processor. Perhaps the quality that lifts this above other business books is its applicability to individuals.
Copyright 1996 Reed Business Information, Inc.

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I teach a class in strategic management at Stanford University's business school as a part-time departure from my job as president and CEO of Intel Corporation. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index
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Customer Reviews

Top Customer Reviews

Format: Paperback
Like many popular management books, Andy Grove's "Only the Paranoid Survive" is unlikely to knock your socks off with its insightful business advice. Rather, the book is chock full of common sense, backed up with case studies from the world of successful -- and not so successful -- American businesses. Although Grove wrote this book during the early days of the Internet bubble, he clearly did not get wrapped up in the all of the excitement of that era, much to his credit. His thoughts are measured, sensible and coldly rational, as befits an industry titan and the ex-CEO of the most successful chip company on the planet.
If you haven't read this book, now is as good a time to do so as any. Today's readers have the benefit of knowing how technology and business have evolved since "Only the Paranoid Survive" was published in 1996. The seven years that have since elapsed reveal that Grove really knows what he's talking about. His understanding of how the Internet would affect Intel underscores his management prescience. And his skepticism regarding gee-whiz technological innovations like "Internet appliances" provides an interesting example of how Intel maintained its strategic focus, and emerged from the bubble as strong as ever.
"Only the Paranoid Survive" breaks no new ground in the business-management genre. But the book is well written, well organized, and well worth the read for those who want a glimpse inside the mind of an incomparable American success story.
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Format: Paperback
Only the Paranoid Survive will never be compared with Churchill's memoirs in terms of literary mastery, but Andrew Grove's book does succeed where many other business tell-alls fail: It illustrates the lessons that you can learn from the challenges that its protagonist has overcome. In other words, this book teaches you something. By focusing on the make-or-break turning points that determined Intel's fate, Grove shows how to manage crises in order to seize the opportunities that they so often provide. For this simple lesson, we from getAbstract recommend this book to all business readers.
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By A Customer on Sept. 17 2003
Format: Paperback
Very few people in history have the true gift of foresight; Andy Grove is certaintly one of those people. It also shows people like Nick Carr can be idiots. He proclaimed that "I.T. is dead". Nick Carr thinks he is smart because he is able to see a few years into the future and pat himself on the back for it at the same time. Andy Grove's vision is not linear and thus allows him to anticipate changes in business paradigms and to distinguish between tech fads and tech innovations. Ironically, the chapter that made the most sense to me was regarding inflection points in your career.
This book is a must read even if you don't have any inclination for business. Andy Grove has sound and practical advice for anyone to follow.
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Format: Paperback
In today's business world there just isn't time to sit back and casually look over the scene. Competitors can attack with little or no warning, the product that defines your company can become obsolete overnight. What Grove describes so well in this book is the mindset that companies must develop in order to thrive in this ultracompetitive enviroment. Managers must obsessively examine possible threats from both outside competition and internal complacency, either of which can doom a company.
A company that is content to sit back and rest on its laurels is one that risks destruction. The best companies, like Intel and Microsoft and Gillette, work like crazy to develop great products and then work even harder to develop the products that make their last one obsolete. They always keep looking over their shoulder and worrying about who might be lying in wait for them, and this attitude keeps them hungry and vigilent, and very difficult to compete with.
Probably the one piece of wisdom that people glean from this book is Grove's description of "strategic inflection points", times when the industry a company works within undergoes a fundamental change. This is an important concept, but it's difficult to use it as a managerial guide because, as Grove states in his book, you usually don't know you're IN a strategic inflection point until it's been going on for quite awhile. Companies that quickly understand the meaning of a strategic inflection point and have the energy and intelligence to act quickly and correctly can make huge strides against competitors who pause too long. And that is where the paranoia of the book's title comes into play. A company that is constantly questioning itself and its market is far more likely to identify strategic inflection points and is far more able to deal with them. And that is what managers who read this book should definetly take to heart-- that complacency is a killer. If you snooze, you lose.
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Format: Paperback
Grove's book presents an interesting paradox. For a company to excel, it must move quickly and confidently when it reaches what he calls a "strategic inflection point", or a sea-change in the way the industry in question conducts business. The problem is, it is impossible to predict exactly when these inflection points might appear or what their nature might be.
The solution Grove provides in the title of this book is no doubt framed on the walls of executives around the world. A great company must be paranoid-- always suspicious that competitors are gaining on them, constantly worried that they are missing something important, never growing comfortable with the status quo. Only by making these "flaws" a part of the company's culture can a firm be more prepared for strategic inflection points and more able to quickly respond to them.
This concept is an important one that any senior manager should make part of his or her managerial philosophy. When things are going good-- especially when things are going good-- that is when you should spend the most time wondering what might make your company obsolete overnight. These days a company might find itself in a fight for survival with competitors it never imagined as a threat, and the firm that is constantly reviewing and revising the way it does business is far more likely to adapt and survive than one that sits back and rests on its laurels.
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