Published by:
Harvard Business Publishing
Length: 5 pages
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Abstract
Although today Intel is a titan, the company''s history has been a roller-coaster ride. And no one is more qualified to reflect on Intel''s close calls and spectacular successes than its CEO, Andrew Grove. Adam Brandenburger and Barry Nalebuff say that Grove''s book, Only the Paranoid Survive, offers advice to managers in every business on how to bridge the narrow line between catastrophe and opportunity, and seize the opportunities. Grove''s leadership of Intel has led him to conclude that some fear is healthy, especially in organizations with a track record of success. His prescription for ending complacency is a dose of paranoia--a suspicion that the world is changing against you. How can managers catch this mental condition? By stepping outside their organization and adopting the perspective of someone without a vested interest in the status quo.
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Abstract
Although today Intel is a titan, the company''s history has been a roller-coaster ride. And no one is more qualified to reflect on Intel''s close calls and spectacular successes than its CEO, Andrew Grove. Adam Brandenburger and Barry Nalebuff say that Grove''s book, Only the Paranoid Survive, offers advice to managers in every business on how to bridge the narrow line between catastrophe and opportunity, and seize the opportunities. Grove''s leadership of Intel has led him to conclude that some fear is healthy, especially in organizations with a track record of success. His prescription for ending complacency is a dose of paranoia--a suspicion that the world is changing against you. How can managers catch this mental condition? By stepping outside their organization and adopting the perspective of someone without a vested interest in the status quo.