45 Quotes by Andrew S. Grove

You can be the subject of a strategic inflection point but you can also be the cause of one.

Adapt or die. Some.

Just as you would not permit a fellow employee to steal a piece of office equipment worth $2,000, you shouldn’t let anyone walk away with the time of his fellow managers.

If existing management want to keep their jobs when the basics of the business are undergoing profound change, they must adopt an outsider’s intellectual objectivity. They must do what they need to do to get through the strategic inflection point unfettered by any emotional attachment to the past. That’s what Gordon and I had to do when we figuratively went out the door, stomped out our cigarettes and returned to do the job.

Few of the top ten participants in the new horizontal computer industry rose from the ranks of the old vertical computer industry, bearing testimony to the observation that it is truly difficult for a successful industry participant to adapt to a completely different industry structure.

This device became a big hit. Our new challenge became how to satisfy demand for it. To put this in perspective, we were a company composed of a handful of people with a new type of design and a fragile technology, housed in a little rented building, and we were trying to supply the seemingly insatiable appetite of large computer companies for memory chips. The.

Remember that by saying “yes” – to projects, a course of action, or whatever – you are implicitly saying “no” to something else.

On the other hand, when there’s a fundamental change in the industry and you don’t change your skills, you will lose at both winning companies and losing companies. That is a situation that can truly be classified as a career inflection point.

Here I’d like to introduce the concept of leverage, which is the output generated by a specific type of work activity. An activity with high leverage will generate a high level of output; an activity with low leverage, a low level of output.