Description
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 generate either drastic failure or incredible success
Under Andy 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 has 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 for ever. 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.
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 generate either drastic failure or incredible success
Under Andy 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 has 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 for ever. 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.
