“This may sound like too much regimentation for you, but whether it’s that or needed discipline depends on your point of view. If the chairman forces you to show up at a meeting prepared and on time, you might consider… — Andrew S. Grove Copy Share Image
“Admitting that you need to learn something new is always difficult. It is even harder if you are a senior manager who is accustomed to the automatic deference which people accord you owing to your position. But if you don’t… — Andrew S. Grove Copy Share Image
“strategic changes doesn't just start at the top. It starts with your calender” — Andrew S. Grove Copy Share Image
“When people in the company start asking questions like @But how can we say "X" when we do "Y"? more than anything else this… — Andrew S. Grove Copy Share Image
“The implication was that either the people in the room needed to change their areas of knowledge and expertise or people themselves needed to… — Andrew S. Grove Copy Share Image
“People in the trenches are usually in touch with impending changes early” — Andrew S. Grove Copy Share Image
“Businesses fail either because they leave their customers or because their customer leave them !” — Andrew S. Grove Copy Share Image
“Altogether too often, people substitute opinions for facts and emotions for analysis.” — Andrew S. Grove Copy Share Image
“At Intel, we put ourselves through an annual strategic long-range planning effort in which we examine our future five years off. But what is… — Andrew S. Grove Copy Share Image
“Except for one last thing. What if the people who believe in the cheap Internet appliance turn out to be right?” — Andrew S. Grove Copy Share Image
“So even if you’re just an invited participant, you should ask yourself if the meeting—and your attendance—is desirable and justified.” — Andrew S. Grove Copy Share Image
“The person who is the star of previous era is often the last one to adapt to change, the last one to yield to… — Andrew S. Grove Copy Share Image
