Under Andy Grove's leadership, "Intel" has become the world's largest computer chip maker, the fifth most admired company in America and the seventh most profitable company among the Fortune 500. There are moments in any business when massive change occurs, when the rules of business shift fast. Grove calls such moments strategic inflection points (SIPS). They can be set off by almost anything from mega-competition to a seemingly modest change in technology. Intel's first SIP was when the Japanese started producing better-quality, lower-cost memory chips. It took Grove three years and huge losses to recognize that he had to rethink and reposition the company if it was to become, once again, a leader in its field. Grove extrapolates the lessons he has learned from this and other SIPs to reveal an insight into the management of change. He recounts strategies from other companies and examines his own record of success and failure.
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‘This book is about one super important concept. You must learn about strategic inflection points because sooner or later you are going to live through one’
Steve Jobs, former chairman of Apple
‘A terrific book’
Peter Drucker
The President and CEO of Intel, the world’s largest chipmaker, tells how he has managed to overcome various crises at Intel – and reveals how to identify and exploit the key moments of change in any industry that can lead to either drastic failure or incredible success
Under Andy Grove’s leadership, Intel has become the world’s largest computer chipmaker, the 5th most admired company in America and the 7th most profitable among the Fortune 500.
Grove attributes this success to the philosophy and strategy he has learned from steering Intel through a series of potential disasters he calls strategic inflection points.
Extrapolating the lessons he has learned from e.g. the fiercely competitive Japanese, the drama of the Pentium flaw, and the rise of the Internet, he gives a unique insight into the management of change.
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