Only The Paranoid Survive

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Competition : How many competitors do you have? What are their strengths and weaknesses? The more competitors you have, the more likely they’ll force changes in the marketplace.

Puffer, Sheila M. "Global executive: Intel's Andrew Grove on competitiveness." Academy of Management Perspectives 13.1 (1999): 15–24. Grove had a strong competitive mindset, viewing competition as the key driver of innovation and progress. He encouraged companies to aim for industry leadership and constantly seek ways to improve their offerings, processes and operations. He likened himself to a coach and viewed the manager's role as one of fueling employee motivation to excel. [28] [30] He believed "good fear" could play a productive role. [31] [23] Grove would consider the global pandemic and the race riots 10X changes because they’re having such a massive impact everywhere. It's not business as usual, companies have to pivot and so do individuals. Distinguishing Between Signal and Noise It doesn’t matter what industry you’re operating in, you’ll always have competitors ready to gain an advantage over you. You have to ‘stay paranoid’ in healthy ways. As a leader, you have to be agile and responsive to events shaping the industry. You have to be in-tuned to what’s going on around you.Intel stood at a crossroads. They could either double down on memory chips to catch up with their competitors or abandon the memory market entirely, instead pivoting toward their latest side project: microprocessors. This second choice would provide them with a new niche, but it was a gamble: Still relatively new, microprocessors were not yet fully integrated into the supply chains of computer makers.

Customers boycotting Intel CPUs. Intel never thought of end-customers as their customers, because they didn't sell direct to the end customers. However, they started branding their CPUs and asked manufacturers to put an "Intel Inside" logo on computers that used Intel CPUs. When they ran into small manufacturing problems and didn't take massive steps to correct those problems, their end consumers felt that Intel was taking advantage of them, and therefore started boycotting their chips. Intel took massive losses, but eventually recognized they needed to service both end-consumers and their normal manufacturer customers. Batista, Ed (April 10, 2022). "Andy Grove on the Right Kind of Fear". EdBatista.com. Ed Batista . Retrieved February 5, 2023. Andy Grove believed that a particular kind of fear can actually play a productive role in organizational life--the fear of losing. Change is inevitable. Grove embraced this fact and accepted the many positives that change provided him in the workplace. Change requires us to step out of our usual habits and attempt new ways of working and thinking. As a manager, you should want your team to innovate and face new challenges head-on with ease. Keeping ideas fresh and moving forward can transform company cultures, improve how we engage with one another, and make the workplace more equitable for everyone. Remember, when you stop learning, you stop growing. If you’re changing due to hard work and dedication, you’re simply reaping the fruits of your labour! 2“Bad companies are destroyed by crisis, Good companies survive them, Great companies are improved by them.”He felt that employment growth depended on those companies' ability or willingness to scale up within the U.S. According to Grove, Silicon Valley's "innovation machine" over the last few decades has not been adding many jobs, although American tech companies have instead been adding jobs in Asia "like mad." [40] He noted that while American investments in startups have increased dramatically, those investments have in fact resulted in fewer jobs: "Simply put," he wrote, "the U.S. has become wildly inefficient at creating American tech jobs." [40] He therefore worked to keep Intel's manufacturing in the U.S., with the company having 90,000 employees in 2010. [41] He explained the causes and effects of many business's growth plans: