Andrew Grove Quotes

The Lesson is, we all need to expose ourselves to the winds of change

Remember too that your time is your one finite resource, and when you say “yes” to one thing you are inevitably saying “no” to another.

Altogether too often, people substitute opinions for facts and emotions for analysis.

Businesses fail either because they leave their customers or because their customer leave them !

The absolute truth is that if you don’t know what you want, you won’t get it.

strategic changes doesn't just start at the top. It starts with your calender

Let chaos reign, then rein in chaos.

The person who is the star of previous era is often the last one to adapt to change, the last one to yield to logic of a strategic inflection point and tends to fall harder than most.

In Technology, whatever can be done will be done

People who have no emotional stake in a decision can see what needs to be done sooner.

People in the trenches are usually in touch with impending changes early

if you're wrong, you will die. But most companies don't die because they are wrong; most die because they don't commit themselves. They fritter away their valuable resources while attempting to make a decision. The greatest danger is in Standing still

But in the end self-confidence mostly comes from a gut-level realization that nobody has ever died from making a wrong business decision, or taking inappropriate action, or being overruled. And everyone in your operation should be made to understand this.

How can you motivate yourself to continue to follow a leader when he appears to be going around in circles?

Business success contains the seeds of its own destruction. The more Successful you are, the more people want a chunk of your business and then another chunk and then another until there is nothing

My day always ends when I’m tired and ready to go home, not when I’m done. I am never done.

As we throw ourselves into raw actions, our senses and instincts will rapidly be honed again

It's harder to be the best of class in several fields than in just one

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

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.

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

You need to plan the way a fire department plans: It cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.

Selectivity - the determination to choose what we will attempt to get done and what we won't - is the only way out of the panic that excessive demands on our time can create.

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.

Reports are more a medium of self-discipline than a way to communicate information. Writing the report is important; reading it often is not.

In short, strategic inflection points are about fundamental change in any business, technological or not

The ability to recognize that the winds have shifted and to take appropriate action before you wreck your boat in crucial to the future of an enterprise

Business success contains the seeds of its own destruction.

[..] in the work of the soft professions, it becomes very difficult to distinguish between output and activity. And as noted, stressing output is the key to improving productivity, while looking to increase activity can result in just the opposite.

a strategic inflection point is a time in the life of business when its fundamentals are about to change. that change can mean an opportunity to rise to new heights. But it may just as likely signal the beginning of the end

The strategic inflection point is the time to wake up an listen

While the story is unique to Intel, the lessons, I believe, are universal

Peter Drucker quotes a definition of an entrepreneur as someone who moves resources from areas of lower productivity and yield to areas of higher productivity and yield.

At Intel, we put ourselves through an annual strategic long-range planning effort in which we examine our future five years off. But what is really being influenced here? It is the next year—and only the next year.

When a person is not doing his job, there can only be two reasons for it. The person either can’t do it or won’t do it; he is either not capable or not motivated. To determine which, we can employ a simple mental test: if the person’s life depended on doing the work, could he do it? If the answer is yes, that person is not motivated; if the answer is no, he is not capable.

We must recognize that no amount of formal planning can anticipate changes such as globalization and the information revolution we’ve referred to above. Does that mean that you shouldn’t plan? Not at all. You need to plan the way a fire department plans. It cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.

The output of a manager is the output of the organizational units under his or her supervision or influence.

we confused the manager’s general competence and maturity with his task-relevant maturity.

delegation without follow-through is abdication.

The implication was that either the people in the room needed to change their areas of knowledge and expertise or people themselves needed to be changed

The most important role of managers is to create an environment in which people are passionately dedicated to winning in the marketplace. Fear plays a major role in creating and maintaining such passion. Fear of competition, fear of bankruptcy, fear of being wrong and fear of losing can all be powerful motivators.

Admitting that you need to learn something new is always difficult. It is even harder if you are a senior manager who is accustomed to the automatic deference which people accord you owing to your position. But if you don’t fight it, that very deference may become a wall that isolates you from learning new things. It all takes self-discipline.

The old saying has it that when we promote our best salesman and make him a manager, we ruin a good salesman and get a bad manager. But if we think about it, we see we have no choice but to promote the good salesman. Should our worst salesman get the job? When we promote our best, we are saying to our subordinates that performance is what counts.

The sad news is, nobody owes you a career. Your career is literally your business. You own it as a sole proprietor. You have one employee: yourself. You are in competition with millions of similar businesses: millions of other employees all over the world. You need to accept ownership of your career, your skills and the timing of your moves. It is your responsibility to protect this personal business of yours from harm and to position it to benefit from the changes in the environment. Nobody else can do that for you.

Once someone’s source of motivation is self-actualization, his drive to perform has no limit. Thus, its most important characteristic is that unlike other sources of motivation, which extinguish themselves after the needs are fulfilled, self-actualization continues to motivate people to ever higher levels of performance.

Are you trying new ideas, new techniques, and new technologies, and I mean personally trying them, not just reading about them? Or are you waiting for others to figure out how they can re-engineer your workplace—and you out of that workplace?

To get acceptable quality at the lowest cost, it is vitally important to reject defective material at a stage where its accumulated value is at the lowest possible level. Thus, as noted, we are better off catching a bad raw egg than a cooked one, and screening out our college applicant before he visits Intel. In short, reject before investing further value.

The key to survival is to learn to add more value—and

if you base your business on the volume leader, you will be going after a larger business yourself

The value system at Intel is completely the reverse. The Ph.D. in computer science who knows an answer in the abstract, yet does not apply it to create some tangible output, gets little recognition, but a junior engineer who produces results is highly valued and esteemed. And that is how it should be.

The art of management lies in the capacity to select from the many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them.

The single most important task of a manager is to elicit peak performance from his subordinates. So if two things limit high output, a manager has two ways to tackle the issue: through training and motivation.

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.

Compaqs, Dells and Novells each of which emerged from practically nothing to become major corporations. What's the common among these companies is that they all instinctively followed the rules for success in a horizontal industry.

Complacency often afflicts precisely those who have been the most successful.

So even if you’re just an invited participant, you should ask yourself if the meeting—and your attendance—is desirable and justified.

Don't differentiate without a difference.

Values and behavioral norms are simply not transmitted easily by talk or memo, but are conveyed very effectively by doing and doing visibly.

Electronic banking is still a clumsy way to replace a stamp. And interactive television seems to have vanished even before the ink dried on the mega-announcements.

if your organization uses e-mail, a lot more people know what’s going on in your business than did before, and they know it a lot faster than they used to.

A manager’s output = The output of his organization + The output of the neighboring organizations under his influence

In fact , we might as well say "proprietary", which ,in fact, was the byword of the old computer industry.

It almost doesn’t matter what you know…it’s execution that matters most.

A poor performer has a strong tendency to ignore his problem.

You cannot stay in the self-actualized mode if you’re always worried about failure.

All production flows have a basic characteristic: the material becomes more valuable as it moves through the process.

A common rule we should always try to heed is to detect and fix any problem in a production process at the lowest-value stage possible.

if we want to cultivate achievement-driven motivation, we need to create an environment that values and emphasizes output.

High managerial productivity, I argue, depends largely on choosing to perform tasks that possess high leverage.

So in the end careful interviewing doesn’t guarantee you anything, it merely increases your odds of getting lucky.

Keep in mind that a meeting called to make a specific decision is hard to keep moving if more than six or seven people attend. Eight people should be the absolute cutoff.

When the need to stretch is not spontaneous, management needs to create an environment to foster it.

Sooner or later, something fundamental in your business world will change.

Except for one last thing. What if the people who believe in the cheap Internet appliance turn out to be right?

There is no question that having standards and believing in them and staffing an administrative unit objectively using forecasted workloads will help you to maintain and enhance productivity.

What is the role of the supervisor in a one-on-one? He should facilitate the subordinate’s expression of what’s going on and what’s bothering him. The supervisor is there to learn and to coach.

The replacement of corporate heads is far more motivated by the need to bring in someone who is not invested in the past than to get somebody who is a better manager or a better leader in other ways.

When people in the company start asking questions like @But how can we say "X" when we do "Y"? more than anything else this is a tip-off that a strategic inflection point may very well be in the making

Middle managers are the muscle and bone of every sizable organization, no matter how loose or “flattened” the hierarchy, but they are largely ignored despite their immense importance to our society and economy.

I can’t help but wonder why leaders are so often hesitant to lead. I guess it takes a lot of conviction and trusting your gut to get ahead of your peers, your staff and your employees while they are still squabbling about which path to take, and set an unhesitating, unequivocal course whose rightness or wrongness will not be known for years. Such a decision really tests the mettle of the leader. By contrast, it doesn’t take much self-confidence to downsize a company—after all, how can you go wrong by shuttering factories and laying people off if the benefits of such actions are going to show up in tomorrow’s bottom line and will be applauded by the financial community?

It’s yet another example illustrating that the person who is the star of a previous era is often the last one to adapt to change, the last one to yield to the logic of a strategic inflection point and tends to fall harder than most.

We live in an age in which the pace of technological change is pulsating ever faster, causing waves that spread outward toward all industries. This increased rate of change will have an impact on you, no matter what you do for a living.

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.

you have to accept that no matter where you work, you are not an employee—you are in a business with one employee: yourself. You are in competition with millions of similar businesses. There are millions of others all over the world, picking up the pace, capable of doing the same work that you can do and perhaps more eager to do it. Now, you may be tempted to look around your workplace and point to your fellow workers as rivals, but they are not. They are outnumbered—a thousand to one, one hundred thousand to one, a million to one—by people who work for organizations that compete with your firm. So if you want to work and continue to work, you must continually dedicate yourself to retaining your individual competitive advantage.

Ada kecenderungan untuk meninggalkan kegagalan dan membiarkannya tertimbusdek masa.Jumlah pembelajaran yang amat banyak terbazir begitu saja kerana kegagalan tidak di kupas sepenuhnya.Jadi pembelajaran sebenar adalah apa yg dipelajari drpd kegagalan.

As a rule of thumb, a manager whose work is largely supervisory should have six to eight subordinates; three or four are too few and ten are too many. This range comes from a guideline that a manager should allocate about a half day per week to each of his subordinates.

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.

The first rule is that a measurement—any measurement—is better than none. But a genuinely effective indicator will cover the output of the work unit and not simply the activity involved. Obviously, you measure a salesman by the orders he gets (output), not by the calls he makes (activity).

To implement the actual simplification, you must question why each step is performed. Typically, you will find that many steps exist in your work flow for no good reason. Often they are there by tradition or because formal procedure ordains it, and nothing practical requires their inclusion.

your task is to find the most cost-effective way to deploy your resources—the key to optimizing all types of productive work. Bear in mind that in this and in other such situations there is a right answer, the one that can give you the best delivery time and product quality at the lowest possible cost.

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

"This compound should be available from most good drugstores." I got increasingly annoyed with this phrase because in the world I lived in, even ordinary soap was available only intermittently............In an economy that operated by central planning, shortages of just about everything were commonplace." the author dexcribing life in Hungary in the 1950s under Communist Russian rule.

In general, meddling stems from a supervisor exploiting too much superior work knowledge (real or imagined). The negative leverage produced comes from the fact that after being exposed to many such instances, the subordinate will begin to take a much more restricted view of what is expected of him, showing less initiative in solving his own problems and referring them instead to his supervisor.

Monitoring the results of delegation resembles the monitoring used in quality assurance. We should apply quality assurance principles and monitor at the lowest-added-value stage of the process. For example, review rough drafts of reports that you have delegated; don’t wait until your subordinates have spent time polishing them into final form before you find out that you have a basic problem with the contents.

Eliciting peak performance means going up against something or somebody. Let me give you a simple example. For years the performance of the Intel facilities maintenance group, which is responsible for keeping our buildings clean and neat, was mediocre, and no amount of pressure or inducement seemed to do any good. We then initiated a program in which each building’s upkeep was periodically scored by a resident senior manager, dubbed a “building czar.” The score was then compared with those given the other buildings. The condition of all of them dramatically improved almost immediately. Nothing else was done; people did not get more money or other rewards. What they did get was a racetrack, an arena of competition. If your work is facilities maintenance, having your building receive the top score is a powerful source of motivation. This is key to the manager’s approach and involvement: he has to see the work as it is seen by the people who do that work every day and then create indicators so that his subordinates can watch their “racetrack” take shape.

a big part of a middle manager’s work is to supply information and know-how, and to impart a sense of the preferred method of handling things to the groups under his control and influence. A manager also makes and helps to make decisions. Both kinds of basic managerial tasks can only occur during face-to-face encounters, and therefore only during meetings. Thus I will assert again that a meeting is nothing less than the medium through which managerial work is performed. That means we should not be fighting their very existence, but rather using the time spent in them as efficiently as possible. The

If you are in middle management, don’t be a wimp. Don’t sit on the sidelines waiting for the senior people to make a decision so that later on you can criticize them over a beer—”My God, how could they be so dumb?” Your time for participating is now. You owe it to the company and you owe it to yourself. Don’t justify holding back by saying that you don’t know the answers; at times like this, nobody does. Give your most considered opinion and give it clearly and forcefully; your criterion for involvement should be that you’re heard and understood. Clearly, all sides cannot prevail in the debate but all opinions have value in shaping the right answer.

His home was a part of him, an externalized expression of his will, for upon his inherited Dutch Manor house he had superimposed the Gothic magnificence which he desired. He had been attracted by the formulations of Andrew Downing, the young landscape architect who lived on the river at Newburgh and whose directions for building "romantic and picturesque villas" were changing the countryside; but it was not in Nicholas to accept another's ideas, and when five years ago he had remodeled the old Van Ryn homestead, he had used Downing simply as a guide. To the original ten rooms he had added twenty more, the gables and turrets, and the one high tower. The result, though reminiscent of a German Schloss on the Rhine, crossed with Tudor English and interwoven with pure fantasy, was nevertheless Hudson River American and not unsuited to its setting. The Dragonwyck gardens were as much as an expression of Nicholas' personality as was the mansion, for here, he had subdued Nature to a stylized ornateness. Between the untouched grove of hemlocks to the south and the slope of a rocky hill half a mile to the north he had created along the river an artificial and exotic beauty. To Miranda it was overpowering, and she felt dazed as they mounted marble steps from the landing. She was but vaguely conscious of the rose gardens and their pervasive scent, of small Greek temples set beneath weeping willows, of rock pavilions, violet-bordered fountains, and waterfalls.

In Riverview, we stopped at Larkin’s Drugstore for a cold drink. Leaving the rest of us to scramble out unaided, John offered Hannah his hand. Although I’d just seen her leap out of a tree as fearless as a cat, she let him help her. At the soda fountain, Hannah took a seat beside John. In her white dress, she was as prim and proper as any lady you ever saw. Quite frankly, I liked her better the other way. I grabbed the stool on the other side of Hannah and spun around on it a couple of times, hoping to get her to spin with me, but the only person who noticed was Mama. She told me to sit still and behave myself. “You act like you have ants in your pants,” she said, embarrassing me and making Theo laugh. While I was sitting there scowling at Theo in the mirror, John leaned around Hannah and grinned at me. “To celebrate your recovery, Andrew, I’m treating everyone to a lemon phosphate--everyone, that is, except you.” He paused dramatically, and Hannah gave him a smile so radiant it gave me heartburn. She was going to marry John someday, I knew that. But while I was here, I wanted her all to myself, just Hannah and me playing marbles in the grove, talking, sharing secrets, climbing trees. She had the rest of her life to spend with stupid John Larkin. “As the guest of honor,” John went on, “you may pick anything your heart desires.” Slightly placated by his generosity, I stared at the menu. It was amazing what you could buy for a nickel or a dime in 1910. “Choose a sundae,” Theo whispered. “It costs the most.” “How about a root beer float?” Hannah suggested. “Egg milk chocolate,” Mama said. “It would be good for you, Andrew.” “Tonic water would be even better,” John said, “or, best of all, a delicious dose of cod-liver oil.” When Hannah gave him a sharp poke in the ribs, John laughed. “Andrew knows I’m teasing. Come on, what will it be, sir?” Taking Theo’s advice, I asked for a chocolate sundae. “Good choice,” John said. “You’d have to go all the way to St. Louis to find better ice cream.

I told you before--you mustn’t let Edward scare you. He’s a bully and a coward. What would Frank Merriwell do if he were you?” Frank Merriwell--I was thoroughly sick of hearing that name. “I don’t care what some dumb guy in a story would do. I’m not going to fight Edward.” “Fight me then.” Hannah raised her fists and danced around on her bare feet, bouncing, ducking, and swinging at the air around my head. “Pretend I’m Edward!” I ducked a punch, and she swung again. “Put up your dukes,” she ordered, “defend yourself, sir.” This time Hannah clipped my chin hard enough to knock me down. Her shirtwaist was completely untucked, her face was smudged, her hair was tumbling down her back and hanging in her eyes. “On your feet, sir,” she shouted. “Let’s see your fighting spirit!” Hannah was making so much noise she didn’t hear John Larkin push aside the branches and enter the grove. When he saw her take another swing at me, he started laughing. Hannah whirled around, her face scarlet, and stared at John. “What do you mean by sneaking up on us like a common Peeping Tom?” “With the noise you’ve been making, you wouldn’t have noticed a herd of rampaging elephants.” John was still laughing, but Hannah was furious. Putting her fists on her hips, she scowled at him. “Well, now you know the truth about me. I’m no lady and I never claimed to be one. I suppose you’ll start taking Amelia Carter for rides in your precious tin lizzie and treating her to sodas at your father’s drugstore. I’m sure she’d never brawl with her brothers.” Theo and I looked at each other. We were both hoping Hannah would make John leave. Before he came along and ruined everything, we’d been having fun. To my disappointment, John didn’t seem to realize he was unwanted. Leaning against a tree, he watched Hannah run her hands through her hair. “I don’t know what you’re so fired up about,” he said. “Why should I want to take Amelia anywhere? I’ve never met a more boring girl. As for her brothers--a little brawling wouldn’t hurt them. Or Amelia either.” Hannah turned away, her face flushed, and John winked at me. “Your sister’s first rate,” he said, “but I wager I know a sight more about boxing than she does. Why not let me show you a thing or two?” Happy again, Hannah smiled at John. “What a grand idea! But go slow, Andrew’s still weak.” When John took off his jacket, I edged closer to Hannah. “I like your lessons,” I said to her, scowling at John. He was rolling up his sleeves, probably to show off his muscles. Next to him, I was nothing but a skinny little baby. He’d knock me flat and everyone would laugh at me.