Andy Grove Quotes
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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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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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Leaders have to act more quickly today. The pressure comes much faster.
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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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A fundamental rule in technology says that whatever can be done will be done.
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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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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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Let chaos reign, then rein in chaos.
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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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Competition, ... the best place in the world to trade electronically by 2002.
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If the brutal facts are not faced by leaders, the brutal reality sets in.
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The worse the news, the more effort should go into communicating it.
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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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How well we communicate is determined not by how well we say things but how well we are understood.
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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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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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The Internet doesn't change everything. It doesn't change supply and demand.
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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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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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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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Whatever success we have had in maintaining our culture has been instrumental in Intel's success in surviving strategic inflection points.
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Detect and fix any problem in a production process at the lowest stage possible.
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A question that often comes up at times of strategic transformation is, should you pursue a highly focused approach, betting everything on one strategic goal, or should you hedge? ... Mark Twain hit it on the head when he said, Put all of your eggs in one basket and WATCH THAT BASKET.