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Title: High Output Management by Andrew S. Grove ISBN: 0-679-76288-4 Publisher: Vintage Pub. Date: 29 August, 1995 Format: Paperback Volumes: 1 List Price(USD): $13.00 |
Average Customer Rating: 4.18 (11 reviews)
Rating: 5
Summary: Great for middle-managers, but it is not the whole story...
Comment: Grove describes his management techniques in a controlled, predictable environment. After reading Tim Jackson's book ("Inside Intel"), I saw the other side of the coin (less rational...). Grove is always coerent and clear. This is a must read, specially for middle-managers, but read Jackson's book for the full story...
Rating: 5
Summary: Management - Straight from the horses mouth!
Comment: This book made its way onto the short list of books that I have picked up and read cover to cover in one sitting. Andrew Grove helped create a small memory chip manufacturer, and in the face of increased foreign competition, turned his company around to create the largest producer of computer processor chips to date. This book is a concise explanation of the methods and tactics he used to make Intel what it is.
Rating: 4
Summary: Sound advice, if they really use it
Comment: I worked at Intel for over 5 years, and although this book is chock full of excellent strategies and advice for managers, I saw very little evidence that these principles were being put into use in the company during the entire time I was there, at least in my division, which was one of the bigger ones at the company.
I will say, however, that Intel is a very odd place to work with its own unique corporate culture, some of which I would say is quite functional, but a lot of it isn't; or at least, the principles they say do work really don't, because nobody has the nerve to apply them.
A good example of this is their principle of "risk-taking." This gets talked about more than most of the Intel cultural values. The reason is simple, although they say that it's okay to take risks, and that you won't be penalized if you fail, the reality is that no-one in their right mind ever does it if they don't have to. And it's not because your manager will give you a [rear-end]-reaming like you've never had before if your calculated risk fails and becomes a total disaster. That won't happen, because, as I said, they really do take this risk-taking principle seriously. Your boss may even commend you for having the cojones to take the risk even if your little project becomes a spectacular failure.
The problem is in a much more serious area, unfortunately. If you fail, you'll get penalized through your performance review. (And if you're an exempt employee, all it takes is two below average performance reviews and you can be fired. They don't even have to be really poor reviews). Suppose you spend 6 months working on a risky project that fails. Now it's review time. Because you wasted so much time on this other project, you won't have very many other successful projects to brag about, compared to all the other employees who didn't have the cojones like you did to take a chance, but who now have lesser but at least successful projects they can ballyhoo during "ranking and rating," (or "ranting and raving," as it's called). Hence, you won't be able to compete in Intel's intensive and truly byzantine performance-review process, which insures that people pick safer but less potentially beneficial projects that they know they can pull off and bring in under the wire by review time.
Another very odd thing about working there is that teamwork is valued almost over and above technical competence and originality. In fact, I would have to say Intel employees are about the most docile, uncomplaining, non-individualistic, and basically whipped employees I've ever seen. Someone should tell these guys it's okay to have a spine or a ... once in a while, instead of going through their work-life as a totally whipped, spineless eclair. Quite frankly, I'm not the most studly, macho guy in the world, myself, but these guys make me look like Brad Pitt, George Clooney, and Arnold Schwarzenegger all rolled into one.
Anyway, whether the principles and strategies in this book are actually being put into practice or not, Andy Grove is certainly a brilliant manager, and Intel is a more than unusually interesting place to work.
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Title: Only the Paranoid Survive : How to Exploit the Crisis Points That Challenge Every Company by Andrew S. Grove ISBN: 0385483821 Publisher: Doubleday Pub. Date: 16 March, 1999 List Price(USD): $16.95 |
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Title: Managing in Turbulent Times by Peter F. Drucker ISBN: 0887306160 Publisher: HarperBusiness Pub. Date: 14 April, 1993 List Price(USD): $16.95 |
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Title: Inside the Tornado : Marketing Strategies from Silicon Valley's Cutting Edge by Geoffrey A. Moore ISBN: 0887308244 Publisher: HarperBusiness Pub. Date: 01 July, 1999 List Price(USD): $17.00 |
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Title: Swimming Across: A Memoir by Andrew S. Grove ISBN: 0446679704 Publisher: Warner Books Pub. Date: November, 2002 List Price(USD): $14.95 |
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Title: How to Master the Art of Selling by Tom Hopkins ISBN: 0446386367 Publisher: Warner Books Pub. Date: 20 October, 1988 List Price(USD): $14.99 |
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