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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
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只有偏执狂才能生存:特种经理人的培训手册(新版)
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.
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~~
评分在我个人看来,这本书对我有价值的部分不是“偏执”相关的内容,而是intel的发展史。 “偏执”这个翻译感觉不太达意,其核心包括对"10倍法则","死亡峡谷","老板都是被蒙蔽的"等等内容的敏感。这些都是普适法则 -- 适用于大多数行业和大多数公司。 我最感兴趣的,是intel对...
评分在商界尤其是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...
评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~~
格鲁夫的书都是讲究方法论的实用书。这本书从各个方面去分析当出现一个新生的事物时,如何判断它会是一个颠覆性的变革。最后还联系到个人的职业生涯,因为每个人的职业就像是一个公司的业务,每个人都是自己的CEO。现在的新生事物太多,每个新的东西出来都号称要改变世界。格鲁夫告诉我们,作为一个公司的CEO,如何判断哪些是真正的变革,哪些只是一些“噪音”,在无法确定的情况下,如何去备战。
评分在看的书都会相互联系到,这本就是intel ceo写的,和之前的硅谷之谜相映成辉。看这个ceo如何解决业务里的困难,其实这些现在还在发生着
评分Andy Grove的确是一个Strategic Thinking的leader,只是现在变化多端的市场,要找到让企业生存或个人职业发展的Strategic tips, 已经到了前所未有的难度。 以前的生存之道是:科技改变生活。 现在的灵丹妙眼是: 科技引导用户体验。 而我们,我们正在做着被用户体验来引导科技的business,在Strategy上就已经落后了一步。要做到多好,才能弥补这样的失误? 又或者,任何事物都是有cycle life的,Paranoid也不能保证没有没有占尽市场先机的科技公司永远survive。 God bless us.
评分读这本书,一方面是因为乔布斯的推荐,另一方面是因为书名,了解一下为什么「只有偏执狂才能生存」,但是其实全书和这个书名没有多少关系,作者把书名起成这样,完全是出于任性
评分读这本书,一方面是因为乔布斯的推荐,另一方面是因为书名,了解一下为什么「只有偏执狂才能生存」,但是其实全书和这个书名没有多少关系,作者把书名起成这样,完全是出于任性
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