Tag Archive 'Prepare the Organization for Drastic Change'

  • Let Chaos Reign: Experiment Early-And Often

  • Once you have identified a strategic inflection point, the key to dealing with it effectively is to "let chaos reign," says Grove. It is important for organizations to experiment in multiple directions so that they have the power to respond to a strategic inflection point. To put it in more dire terms, if you’re not [...]

  • Preparing Your Organization for a Strategic Inflection Point

  • Obviously, the advent of a strategic inflection point is not under one’s control. So what sort of actions does Grove recommend in order to ready the organization for such a massive change? First, says Grove, the CEO has to adopt and promote a "guardian" attitude: The prime responsibility of a manager is to guard constantly [...]

  • Dealing with a Strategic Inflection Point: A Manager’s Primer

  • According to Grove, there are three warning signs that companies must heed in order to recognize a possible 10x force. Monitoring these signs may be an organization’s best weapon against the sneak attack of a strategic inflection point. YOUR KEY COMPETITOR IS ABOUT TO CHANGE. The organization that you have long viewed as your primary [...]

  • Strategic Inflections Points Can Strengthen Organizations

  • Not all strategic inflection points spell disaster for an organization and its managers. Says Grove: Strategic inflection points offer promises as well as threats. It is at such times of fundamental change that the cliché "adapt or die" takes on its true meaning. How can this be? Because companies that adapt in response to profound [...]

  • Strategic Inflection Points Defined: A 10X Change

  • When Andy Grove arrived at his office one December morning in 1994, he had no idea that his world was about to be turned upside down once again. Intel was then in the midst of launching its latest-generation microprocessor, the Pentium processor. Some weeks earlier, a "minor design error" had been discovered in the chip, [...]

  • The First Crisis: Intel Gets Beaten at its Own Game

  • In the early 1980s, Intel’s three-legged stool almost came crashing down. When the company first started, it had nearly a 100 percent share of the memory market. New competitors appeared in the 1970s, but it was not until the 1980s that the Japanese broke Intel’s rock-solid hold on this market. They did so by producing [...]

  • The Dual Levers of Success: Execution and Strategy

  • It all started in 1968, when Grove teamed up with two other people who shared his vision for a new business. Andy Grove, Bob Noyce, and Gordon Moore thought they could own the world. They had discovered that they could store ever-increasing numbers of transistors on a single chip without noticeably increasing the costs. More [...]

  • What Would Andy Grove Do?

  • Most companies don’t die because they are wrong; most die because they don’t commit themselves. They fritter away their momentum and their valuable resources while attempting to make a decision. The greater danger is in standing still. —ANDY GROVE, cofounder and former CEO, Intel I submit that all businesses, whether they are bricks origin or [...]