Only The Paranoid Survive How to Exploit the Crisis Points that Challenge Every Company and Career

The president and CEO of Intel, the world's largest chipmaker, reveals how to identify and capitalize on key moments of change in any industry that lead to either drastic failure or incredible success. Under Andrew Grove's leadership, Intel became the largest computer chip maker in the world, the 5th most admired company in America, and the 7th most profitable company in the Fortune 500. Few CEOs can claim that level of success. Grove attributes much of it to the philosophy and strategy he learned the hard way as he steered Intel through a series of potential major disasters. In every business, there are moments when massive change occurs, when all the rules of business change fast, furiously and forever. Grove calls such moments strategic inflection points (SIPs), and he has witnessed several of them. They can be triggered by almost anything - a mega-competition, an obscure regulatory change, or a seemingly modest change in technology. They are not always easy to spot - but there's no hiding from them. Intel's first SIP was when the Japanese started making better quality, lower cost memory French fries. It took Grove three years and huge losses to realize he needed to rethink and reposition the company to become a leader in its field again. Grove extrapolates the lessons he learned from this and other SIPs - for example, the drama of the Pentium failure and the SIP, triggered by the Internet - to provide unique insight into managing change. He reports on strategies used by other companies and examines his own record of success and failure. Only the Paranoid Survive is a classic leadership lesson that will benefit any manager in any industry. Every manager must assume that something is going to change - and very soon.