Andy Grove Quotes
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E-Commerce is happening the way all the hype said it would. Internet deployment is happening. Broadband is happening. Everything we ever said about the Internet is happening. And it is very, very early. We can't even glimpse it's potential in changing the way people work and live.
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Leaders have to act more quickly today. The pressure comes much faster.
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I wasn't cut out to be an opera singer, but it was a nice fantasy for a teenager growing up in Hungary during the Stalinist era.
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The most important role of managers is to create environment in which people are passionately dedicated to winning in marketplace.
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Most companies don't die because they are wrong; they die because they don't commit themselves. They fritter away their momentum and their valuable resources while attempting to make a decision. The greatest danger is standing still.
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Let chaos reign, then rein in chaos.
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There's a tendency at the senior and middle-manager level to be too big-picturish and too superficial. There is a phrase, "The devil is in the details." One can formulate brilliant global strategies whose executability is zero. It's only through familiarity with details - the capability of the individuals who have to execute, the marketplace, the timing - that a good strategy emerges. I like to work from details to big pictures.
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Growth is kinda built into everyone's genes. It's built into management's genes, the salesman's genes, the investors' desires. People expect companies to grow.
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Accept that no matter where you go to work, you are not an employee you are a business with one employee, you. Nobody owes you a career. You own it, as a sole proprietor.
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Competition, ... the best place in the world to trade electronically by 2002.
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I was glad I liked chemistry.
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If the brutal facts are not faced by leaders, the brutal reality sets in.
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By the late '90s, those who were paying attention perceived the Internet as a 20-foot tidal wave coming, and we are all in kayaks.
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So give me a turbulent world as opposed to a quiet world and I'll take the turbulent one.
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A fundamental rule in technology says that whatever can be done will be done.
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Bad companies are destroyed by crisis, Good companies survive them, Great companies are improved by them.
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You have to pretend you're 100 percent sure. You have to take action; you can't hesitate or hedge your bets. Anything less will condemn your efforts to failure.
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Detect and fix any problem in a production process at the lowest stage possible.
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Pickups, S.U.V.'s, vans and the like represent about 80 million vehicles, with mileage of perhaps 13 to 16 miles per gallon. Converting those should be our first priority.
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How well we communicate is determined not by how well we say things but how well we are understood.
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The new environment dictates two rules: first, everything happens faster; second, anything that can be done will be done, if not by you, then by someone else, somewhere.
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The worse the news, the more effort should go into communicating it.
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I think Amazon is the preeminent pioneer in building a new way of doing commerce: personalized, database-driven commerce, where the big value is not in the purchase fulfillment, but in knowing as much about a customer base of ten or twenty million people as a corner store used to know about a customer base of a few hundred. In today's mass-merchandising world, that's largely gone; Amazon is trying to use computer technology to re-establish it.
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I don't know where Blair got his numbers, but the CBI (Confederation of British Industry) where I talked this morning had a sell-out audience and they turned away as many people as were in the audience who wanted to hear about Internet commerce, ... That doesn't sound like an apathetic audience.