steve jobs

On Steve Jobs

I recently finished reading Steve Jobs by Walter Isaacson.

Below are key excerpts from the book that I found particularly insightful:

1- “I always thought of myself as a humanities person as a kid, but I liked electronics,” he said. “Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences, and I decided that’s what I wanted to do.” It was as if he were suggesting themes for his biography (and in this instance, at least, the theme turned out to be valid). The creativity that can occur where both the humanities and the sciences combine in one strong personality was the topic that most interested me in my biographies of Franklin and Einstein, and I believe that it will be a key to creating innovative economies in the twenty-first century.”

2- “His wife also did not request restrictions or control, nor did she ask to see in advance what I would publish. In fact she strongly encouraged me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy. and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field.”

3- “Jobs said that his appreciation for Eichler homes instilled in him a passion for making nicely designed products for the mass market. I Jove it when you can bring really great design and simple capability to something that doesn’t cost much,” he said as he pointed out the clean elegance of the houses. “It was the original vision for Apple. That’s what we tried to do with the first Mac. That’s what we did with the iPod.””

4- “The Blue Box adventure established a template for a partnership that would soon be born. Wozniak would be the gentle wizard coming up with a neat invention that he would have been happy just to give away. and Jobs would figure out how to make it user-friendly, put it together in a package, market it, and make a few bucks.”

5- “Coming back to America was, for me, much more of a cultural shock than going to India. The people in the Indian countryside don’t use their intellect like we do, they use their intuition instead, and their intuition is far more developed than in the rest of the world. Intuition is a very powerful thing, more powerful than intellect, in my opinion. That’s had a big impact on my work.”

6- “Jobs is a complex person, he said, and being manipulative is just the darker facet of the traits that make him successful. Wozniak would never have been that way, but as he points out, he also could never have built Apple. “I would rather let it pass,” he said when I pressed the point. “It’s not something I want to judge Steve by.””

7- “Apple. It was a smart choice. The word instantly signaled friendliness and simplicity. It managed to be both slightly off-beat and as normal as a slice of pie. There was a whiff of counterculture, back-to-nature earthiness to it, yet nothing could be more American. And the two words together—Apple Computer—provided an amusing disjuncture. ”

8- “Jobs’s father had once taught him that a drive for perfection meant caring about the craftsmanship even of the parts unseen. Jobs applied that to the layout of the circuit board inside the Apple II. He rejected the initial design because the lines were not straight enough. This passion for perfection led him to indulge his instinct to control. Most hackers and hobbyists liked to customize, modify, and jack various things into their computers. To Jobs, this was a threat to a seamless end-to-end user experience.”

9- “Markkula would become a father figure to Jobs. Like Jobs’s adoptive father, he would indulge Jobs’s strong will, and like his biological father, he would end up abandoning him. “Markkula was as much a father-son relationship as Steve ever had,” said the venture capitalist Arthur Rock. He began to teach Jobs about marketing and sales. “Mike really took me under his wing,” Jobs recalled. “His values were much aligned with mine. He emphasized that you should never start a company with the goal of getting rich. Your goal should be making something you believe in and making a company that will last.””

10- “Was Jobs’s unfiltered behavior caused by a lack of emotional sensitivity? No. Almost the opposite. He was very emotionally attuned. able to read people and know their psychological strengths and vulnerabilities. He could stun an unsuspecting: victim with an emotional towel-snap, perfectly aimed. He intuitively knew when someone was faking it or truly knew something. This made him masterful at cajoling, stroking, persuading, flattering, and intimidating people.”

11- “But even though Jobs’s style could be demoralizing, it could also be oddly inspiring. It infused Apple employees with an abiding passion to create groundbreaking products and a belief that they could accomplish what seemed impossible.”

12- “The best products, he believed, were “whole widgets” that were designed end-to-end, with the software closely tailored to the hardware and vice versa. This is what would distinguish the Macintosh, which had an operating system that worked only on its own hardware, from the environment that Microsoft was creating, in which its operating system could be used on hardware made by many different companies.”

13- “Their differences in personality and character would lead them to opposite sides of what would become the fundamental divide in the digital age. Jobs was a perfectionist who craved control and indulged in the uncompromising temperament of an artist; he and Apple became the exemplars of a digital strategy that tightly integrated hardware. software, and content into a seamless package. Gates was a smart, calculating, and pragmatic analyst of business and technology; he was )pen to licensing Microsoft’s operating system and software to a variety of manufacturers.”

14- “I’ll always stay connected with Apple. I hope that throughout my life I’ll sort of have the thread of my life and the thread of Apple weave in and out of each other, like a tapestry. There may be a few years when I’m not there, but I’U always come back. If you want to live your life in a creative way, as an artist, you have to not look back too much. You have to be willing to take whatever you’ve done and whoever you were and throw them away. The more the outside world tries to reinforce an image of you, the harder it is to continue to be an artist, which is why a lot of times. artists have to say. “Bye. I have to go now. I’m going crazy and I’m getting out of here.” And they go and hibernate somewhere. Maybe later they re-emerge a little differently.”

15- “Jobs sometimes avoided the truth. Helmut Sonnenfeldt once said of Henry Kissinger, “He lies not because it’s in his interest. he lies because it’s in his nature.” It was in Jobs’s nature to mislead or be secretive when he felt it was warranted. But he also indulged in being brutally honest at times, telling the truths that most of us sugarcoat or suppress. Both the dissembling and the truth-telling were simply different aspects of his Nietzschean attitude that ordinary rules didn’t apply to him.”

16- “For all of his willfulness and insatiable desire to control things. Jobs was indecisive and reticent when he felt unsure about something. He craved perfection, and he was not always good at figuring out how to settle for something less. He did not like to wrestle with complexity or make accommodations. This was true in products, design, and furnishings for the house. It was also true when it came to personal for the house. It was also true when it came to personal commitments. If he knew for sure a course of action was right. he was unstoppable. But if he had doubts, he sometimes withdrew, preferring not to think about things that did not perfectly suit him.”

17- “Ever since he left the apple commune, Jobs had defined himself and by extension Apple, as a child of the counterculture. In ads such as “Think Different” and “1984,” he positioned the Apple brand so that it reaffirmed his own rebel streak, even after he became a billionaire, and it allowed other baby boomers and their kids to do the same. “From when I first met him as a young guy, he’s had the greatest of the impact he wants his brand to have on people,” said Clow. Very few other companies or corporate leaders—perhaps none— could have gotten away with the brilliant audacity of associating their brand with Gandhi, Einstein, Picasso, and the Dalai Lama. Jobs was able to encourage people to define themselves as anti-corporate, creative. innovative rebels simply by the computer they used. “Steve created the only lifestyle brand in the tech industry,” Larry Ellison said. “There are cars people are proud to have—Porsche, Ferrari, Prius—because what I drive says something about me. People feel the same way about an Apple product.”

18- “One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. “I discovered that the best innovation is sometimes the company, the way you organize a company,” he recalled. “The whole notion of how you build a company is fascinating. When I got the chance to come back to Apple, I realized that I would be useless without the company, and that’s why I decided to stay and rebuild it.”

19- “Why do we assume that simple is good? Because with physical products. we have to feel we can dominate them. As you bring order to complexity, you find a way to make the product defer to you. Simplicity isn’t just a -visual style. It’s not just minimalism or the absence of clutter. X involves digging through the depth of the complexity. To be truly simple, you have to go really deep. For example, to have no screws on something, you can end up having a product that is so convoluted and so complex. The better way is to go deeper with the simplicity, to understand everything about it and how it’s manufactured. You have to deeply understand the essence of a product in order to be able to get rid of the parts that are not essential.”

20- “Despite his autocratic nature—he never worshiped at the altar of consensus—Jobs worked hard to foster a culture of collaboration at Apple. Many companies pride themselves on having few meetings. Jobs had many.”

21- “”From the earliest days at Apple, I realized that we thrived when we created intellectual property. If people copied or stole our software, we’d be out of business. If it weren’t protected, there’d be no incentive for us to make new software or product designs. If protection of intellectual property begins to disappear, creative companies will disappear or never get Started. But there’s a simpler reason: It’s wrong to steal. It hurts other people. And it hurts your own character.” He knew, however, that the best way to stop piracy—in fact the only way—was to offer an alternative that was more attractive than the brain-dead services that music companies were concocting.”

22- “But Sony couldn’t. It had pioneered portable music with the Walkman, it had a great record company, and it had a long history of making beautiful consumer devices. It had all of the assets to compete with Jobs’s Strategy of integration of hardware, software, devices, and content sales. Why did it fail? Partly because it was a company, like AOL Time Warner that was organized into divisions (that word itself was ominous) with their own bottom lines; the goal of achieving synergy in such companies by prodding the divisions to work together was usually elusive. Jobs did not organize Apple into semi-autonomous divisions; he closely controlled all of his teams and pushed them to work as one cohesive and flexible company, with one profit-and-loss bottom fine. “We don’t have ‘divisions’ with their own P&L,” said Tim Cook. “We run one P&L for the company.””

23- “Despite being- a denizen of the digital world, or maybe because he knew all too well its isolating potential, Jobs was a strong believer in face-to-face meetings. “There’s a temptation in our networked age to think that ideas can be developed by email and iChat,” he said. “That’s crazy. Creativity comes from spontaneous meetings, from random discussions. You run into someone, you ask what they’re doing, you say ‘Wow,’ and soon you’re cooking up all sorts of ideas.” So he had the Pixar building- designed to promote encounters and unplanned collaborations. “If a building doesn’t encourage that, you’ll lose a lot of innovation and the magic that’s sparked by serendipity,” he said. “So we designed the building to make people get out of their offices and mingle in the central atrium with people they might not otherwise see.””

24- “Jobs insisted that Apple focus on just two or three priorities at a time. “There is no one better at turning off the noise that is going on around him,” Cook said. “That allows him to focus on a few things and say no to many things. Few people are really good at that.” In order to institutionalize the lessons that he and his team were learning. Jobs started an in-house center called Apple University. He hired Joel Podolny, who was dean of the Yale School of Management, to compile a series of case studies analyzing important decisions the company had made, including the switch to the Intel microprocessor and the decision to open the Apple Stores. Top executives spent time teaching the cases to new employees, so that the Apple style of decision making would be embedded in the culture.”

25- “”Steve has a particular way that he wants to run Apple, and it’s the same as it was twenty years ago, which is that Apple is a brilliant innovator of closed systems.” Schmidt later told me. “They don’t want people to be on their platform without permission. The benefits of a closed platform is control. But Google has a specific belief that open is the better approach, because it leads to more options and competition and consumer choice.””

26- “The nasty edge to his personality was not necessary. It hindered him more than it helped him. But it did, at times, serve a purpose. Polite and velvety leaders, who take care to avoid bruising others, are generally not as effective at forcing change. Dozens of the colleagues whom Jobs most abused ended their litany of horror stories by saying that he got them to do things they never dreamed possible. And he created a corporation crammed with A players.”

27- “The saga of Steve Jobs is the Silicon Valley creation myth writ large: launching a start-up in his parents’ garage and building it into the world’s most valuable company. He didn’t invent many things outright. but he was a master at putting together ideas, art, and technology in ways that invented the feature. He designed the Mac after appreciating the power of graphical interfaces in a way that Xerox was unable to do. and he created the iPod after grasping the joy of having a thousand in your pocket in a way that Sony, which had all the assets and heritage, never could accomplish. Some leaders push innovations by being good at the big picture. Others do so by mastering details. Jobs did both, relentlessly. As a result he launched a series of products over three decades that transformed whole industries…”

28- “Was he smart? No, not exceptionally. Instead, he was a genius. His imaginative leaps were instinctive, unexpected, and at times magical. He was, indeed, an example of what the mathematician Mark Kac called a magician genius, someone whose insights come out of the blue and require intuition more than mere mental processing power. Like a pathfinder, he could absorb information, sniff the winds, and sense what lay ahead. Steve Jobs thus became the greatest business executive of our era, the one most certain to be remembered a century from now. History will place him in the pantheon right next to Edison and Ford. More than anyone else of his time, he made products that were completely innovative, combining the power of poetry and processors. With a ferocity that could make working with him as unsettling as it was inspiring, he also built the world’s most creative company. And he was able to infuse into its DNA the design sensibilities, perfectionism, and imagination that make it likely to be, even decades from now. the company that thrives best at the intersection of artistry and technology.”

Regards,

Omar Halabieh

Steve Jobs

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On Presentation Zen

I just finished reading Presentation Zen – Simple Ideas on Presentation Design and Delivery – by Garr Reynolds.

Below are key excerpts from the book that I found particularly insightful:

1- “If we desire to communicate with more clarity, integrity, beauty, and intelligence, then we must move beyond what is considered to be  “normal” to something different and far more effective. The principles I am most mindful of through every step of the presentation process are restraint, simplicity, and naturalness: Restraint in preparation. Simplicity in design. Naturalness in delivery. All of which, in the end, lead to greater clarity for us and for our audience.”

2- “Not all presentation situations are appropriate for using multimedia. For example, if you have a small audience and data-intensive materials to discuss, a handout of the materials with a give-and-take discussion is usually more appropriate. There are many situations when a whiteboard or flipcharts or a paper with detailed figures make for better support. Each case is different. The discussions in this book, however, center among those presentations when multimedia is a good fit with your unique situation.”

3- “Design. Story. Symphony. Empathy. Play. Meaning. Dan Pink’s A Whole New Mind gives us the context of the new world we’re living in and why “high touch” talents—and that includes exceptional presentation skills—are so important today. Professionals today around the globe need to understand how and why the so-called right-brain aptitudes of design, story, symphony, empathy, play. and meaning are more important than ever. The best presentations of our generation will be created by professionals—engineers as well as CEOs and “creatives”—who have strong “whole mind” aptitudes and talents. These are not the only aptitudes needed by the modern presenter, but mastering these talents along with other important abilities such as strong analytical skills will take you far as a communicator in the “conceptual age.””

4- “You can wreck a communication process with lousy logic or unsupported facts, but you can’t complete it without emotion. Logic is not enough. Communication is the transfer of emotion.”

5- “Once you realize that the preparation of a presentation is an act requiring creativity, not merely the assembling of facts and data in a linear fashion, you’ll see that preparing a presentation is a “whole-minded” activity that requires as much right-brain thinking as it does left-brain thinking. In fact, while your research and background work may have required much logical analysis, calculation, and careful evidence gathering or so-called left-brain thinking, the transformation of your content into presentation form will require that you exercise much more of your so-called right brain.”

6- “Life is about living with limitations and constraints of one type or another but constraints are not necessarily bad, in fact they are helpful, even inspiring as they challenge us to think differently and more creatively about a particular problem. While problems such as a sudden request to give a 20-minute sales pitch or a 45-minute overview of our research findings have built-in limitations—such as time, tools, and budget—we can increase our effectiveness by stepping back, thinking long and hard, and determining ways we can set our own parameters and constraints as we set out to prepare and design our next presentation with greater clarity, focus, balance, and purpose.”

7- “One of the most important things you can do in the initial stage of preparing for your presentation is to get away from your computer. A fundamental mistake people make is spending almost the entire time thinking about their talk and preparing their content while sitting in front of a computer screen. Before you design vour presentation, you need to see the big picture and Identify your core messages-or the single core message. This can be difficult unless you create a stillness of  mind for yourself, something which is hard to do while puttering around in slideware.”

8- “Questions We Should Be Asking…• How much time do I have? • What’s the venue like? • ^hat time of the day? • Who is the audience? • What’s their background? What do they expect of me (us) Why was I asked to speak? What do I want them to do? What visual medium is most appropriate for this particular situation and audience? What is the fundamental purpose of my talk? What’s the story here? • And this is the most fundamental question of all. Stripped down to its essential core: What is my absolutely central point? Or put it this way: If the audience could remember only one thing (and you’ll be lucky if they do), what do you want it to be?”

9- “Two Questions: What’s Your Point? Why Does It Matter?”

10- “If you remember that there are three components to your presentation—the slides, your notes, and the handout—then you will not feel the need to place so much information (text, data, etc.) in your slides. Instead, you can place that information in your notes (for the purpose of rehearsing or as a backup “just in case”) or in the handout.”

11- “Here’s a quick summary of the six principles from Made to Stick that you should keep in mind when crystallizing your ideas and crafting your messages for speeches, presentations, or any other form of communication.

1) Simplicity. If everything is important, then nothing is important. If everything is a priority, then nothing is a priority. You must be ruthless in your efforts to simplify—not dumb down—your message to its absolute core…

2) Unexpectedness. You can get people’s interest by violating their expectations. Surprise people. Surprise will get their interest. But to sustain their interest, you have to stimulate their curiosity. The best way to do that is to pose questions or open holes in people’s knowledge and then fill those holes…

3) Concreteness. Use natural speech and give real examples with real tilings, not abstractions. Speak of concrete images, not of vague notions. Proverbs are good, say the Heath brothers, at reducing abstract concepts to concrete, simple, but powerful (and memorable) language…

4) Credibility. If you are famous in your field, you may have built-in credibility (but even that does not go as far as it used to). Most of us, however, do not have that kind of credibility, so we reach for numbers and cold hard data to support our claims as market leaders and so on…

5) Emotions. People are emotional beings. It is not enough to take people a laundry list of talking points and information on your slides—you must make them feel something…

6) Stories. We tell stories ail day long. It’s how humans have always communicated. We tell stories with our words and even with our art and music. We express ourselves through the stories we share. We teach, we learn, and we grow through stories…”

12- “What made this CEO’s presentation so compelling and memorable was that it was, above all, authentic. His stories were from his heart and from his gut. not from a memorized script. We do not tell a story from memory alone; we do not need to memorize a story that has meaning to us. If it is real, then it is in us. Based on our I research, knowledge, and experience, we can’ tell it from our gut. Internalize your story, but do I not memorize it line by line. You can’t fake it. I you do not, no amount of hyped-up, superficial enthusiasm or conviction will ever make your time with an audience meaningful. If you do not believe it, do not know it to be true, how can you J connect and convince others with your words in story form? Your words will be just hollow words.”

13- “Below is the four-step approach I usually take…Step 1 Brainstorming. Step back, go analog, get away from the computer, tap into the right brain and brainstorm ideas. do not edit ideas much here: the aim is to just let it flow. I explore. It may be messy. That’s OK. What I’m tying to do—whether I am working alone or leading a group—is to see the issue from all sides. But to do that, you have to take a step back and see the big picture…Step 2 Grouping & identifying the core. In this step, I look to identify the one key idea that is central (and memorable) from the point of view of the audience. What is the “it” that I want them to get? I use “chunking” to group similar ideas while looking for a unifying theme. The presentation may be organized into three parts, so first I look for the central theme that will be the thread running through the presentation. There is no rule that says your presentation should have three sections or three “acts” from the world of drama. However, three is a good number to aim for because it is a manageable constraint and generally provides a memorable structure…Step 3 Storyboarding off the computer. 1 take the ideas sketched out on paper in Step 2 and lay them out with Post-it notes. The advantage of this method (compared to the Slide Sorter view in PowerPoint or the Light Table view in Keynote) is that i can easily add content by writing on an additional Post-it and sticking  it under the appropriate section without ever losing sight of the structure and flow…Step 4 storyboarding in Slide Sorter/Light Table view. If you have a clear sense of your structure, you can skip Step 3 and start building the flow of your presentation directly in slideware.”

14- “When I use the word simple (or simplicity), 1 am referring to the term as being essentially synonymous with clarity, directness, subtlety, essentialness and minimalism. Designers, such as interaction designers, for example, are constantly looking for the simplest solution to complex problems. The simple solutions are not necessarily easiest for them, but the results may end up being the “easiest” to use for the end user. The best visuals are often ones designed with an eye toward simplicity. Yet, this says nothing about the specifics of a visual presentation. That will depend on the content and context.”

15- “General Design Principles:

1) The Signal-to-Noise Ratio (SNR) is a principle borrowed from more technical fields such as radio communications and electronic communication in general, but the principle itself is applicable to design and communication problems in virtually any field. For our purposes, the SNR is the ratio of relevant to irrelevant elements or information in a slide or other display. The goal is to have the highest signal-to-noise ratio possible in your slides…

2) The picture superiority effect says that pictures are remembered better than words, especially when people are casually exposed to the information and the exposure is for a very limited time…

3) Empty space (also called negative space or white space) is a concept that is supremely simple, yet the most difficult for people to apply. Whether people are designing a document or a slide, the urge to fill empty areas with more elements is just too great. One of the biggest mistakes that typical business people make with presentation slides (and documents as well) is going out of their way to seemingly use every centimeter of space on a page, filling it up nth text, boxes, clip art, charts, footers, and the ubiquitous company logo. Empty space implies elegance and clarity. This is true with graphic design. but you can see the importance of space (both visual and physical) in the context of, say, interior design as well. High-end brand shops are always designed to create as much open space as possible. Empty space can convey a feeling of high quality, sophistication, and importance…

4) Contrast simply means difference. And for whatever reason—perhaps our brains think they are still back in the savannah scanning for wild predators—we are all wired to notice differences. We are not conscious of it, but we are scanning and looking for similarities and differences all the time. Contrast is what we notice, and it’s what gives a design its energy. So you should make elements that are not the same clearly different, not just slightly different…

5) The principle of repetition simply means the reusing of the same or similar elements throughout your design. Repetition of certain design elements in a slide or among a deck of slides will bring a clear sense of unity, consistency, and cohesiveness. Where contrast is about showing differences, repetition is about subtly using elements to make sure the design is viewed as being part of a larger whole.

6) The whole point of the alignment principle is that nothing in your slide design should look as if it were placed there randomly. Every element is connected visually via an invisible line. Where repetition is more concerned with elements cross a deck of slides, alignment is about obtaining unity among elements of a single slide.

7) The principle of proximity is about moving things closer or farther apart to achieve a more organized look. The principle says that related items should be grouped together so that they will be viewed as a group, rather than as several unrelated elements. Audiences will assume that items that are not near each other in a design are not closely related. Audiences will naturally tend to group similar items that are near to each other into a single unit.”

16) “Technical training is important, but technical training is something acquired and will always have the feel of artificiality unless one has the proper state of mind. “Unless the mind which avails itself of the technical skill somehow attunes itself to a state of the utmost fluidity or mobility,” says Suzuki, “anything acquired or superimposed lacks spontaneity of natural growth.” In this sense, I think instructors and books can help us become better at presenting well, but ultimately, like many other performance arts, it must grow within us.”

17) “These precepts offer good advice for delivering effective presentations: (1) Carefully observe oneself and one’s situation, carefully observe others, and carefully observe one’s environment. (2) Seize the initiative in whatever you undertake. (3) Consider fully, act decisively. (4) Know when to stop. (5) Keep to the middle. These are wise words indeed, but these are not “effective presentation principles” at all, they are Jigoro Kano’s Five Principles of Judo as outlined by John Stevens in Budo Secrets (Shambhala; New Ed edition).”

18) “Professional entertainers know that you want to end on a high note and leave the audience yearning for just a bit more from you. We want to leave our audiences satisfied (motivated, inspired, more knowledgeable, etc.), but not feeling that they could have done with just a little less. We can apply this spirit to the length and amount of material we put into a presentation as well. Give them high quality—the highest you can—but do not give them so much quantity that you leave them with their heads spinning and guts aching.”

19) “The first step down the road to becoming a great presenter is simply seeing—really seeing- that that which passes for normal and ordinary and good enough is off-kilter with how we learn, understand, remember, and engage. No matter what your starting point is today, you can become much better. In fact, you can become extraordinary. I know this is true because I have seen it many times before. I have worked with professionals—young and old—who believed that they were not particularly creative, charismatic, or dynamic, and yet with a little help they were able to transform themselves into extremely creative, highly articulate, engaging presenters once they realized that that person—that remarkable presenter—was in them already. Once they opened their eyes and made the commitment to learn and leave the past behind, it was just a matter of time before great progress was visible. Interestingly, as their confidence grew and they became more effective presenters, their newly found confidence and perspective had a remarkable impact on other aspects of their personal and professional lives.”

Regards,

Omar Halabieh

Presentation Zen

On Only The Paranoid Survive

I recently finished reading Only The Paranoid Survive by Andrew S. Grove.

Below are excerpts from the book that summarize the key points presented by the author:

1- “Business success contains the seeds of its own destruction. The more successful you are, the more people want a chunk of your business and then another chunk and then another until there is nothing left. I believe that the prime responsibility of a manager is to guard constantly against other people’s attacks and to inculcate this guardian attitude in the people under his or her management.”

2- “We all need to expose ourselves to the winds of change. We need to expose ourselves to our customers, both the ones who are staying with us as well as those that we may lose by sticking to the past. We need to expose ourselves to lower-level employees, who, when encouraged, will tell us a lot that we need to know. We must invite comments even from people whose job it is to constantly evaluate us and critique us, such as journalist and members of the financial community. Turn the tables and ask them some questions: about competitors, trends in the industry and what they think we should be most concerned with. As we throw ourselves into raw action, our senses and instincts will rapidly be honed again.”

3- “A strategic inflection point is when the balance of forces shifts from the old structure, from the old ways of doing business and the old ways of competing, to the new. Before the strategic inflection point, the industry simply was more like the old. After it, it is more like the new. It is a point where the curve has subtly but profoundly changed, never to change back again.”

4- “Of all the changes in the forces of competition, the most difficult one to deal with is when one of the forces become so strong that it transforms the very essence of how business is conducted in an industry.”

5- “When an industry goes through a strategic inflection point, the practitioners of the old art may have trouble. On the other hand, the new landscape provides an opportunity for people, some of whom may not even be participants in the industry in question, to join and become part of the action.”

6- “When a strategic infection point sweeps through the industry, the more successful a participant was in the old industry structure, the more threatened it is by change and the more reluctant it is to adapt to it. Second, whereas the cost to enter a given industry in the face of well-entrenched participants can be very high, when the structure breaks, the cost to enter may become trivially small.”

7- “I suspect that the people coming in are probably no better managers or leaders than the people they are replacing. they have only one advantage…the new managers come unencumbered by such emotional involvement and therefore are capable of applying an impersonal logic to the situation.”

8- “As these questions to attempt to distinguish signal from noise: 1) Is your key competitor about to change? 2) Is your key complementor about to change? 3) Do people seem to be “losing it” around you?”

9- “I call the divergence between actions and statements strategic dissonance. It is one of the surest indications that a company is struggling with a strategic inflection point.”

10- “Ideally, the fear of a new environment sneaking up on us should keep us on our toes. Our sense of urgency should be aided by our judgement, instincts and observations that have been honed by decades spent in the business world. The fact is, because of our experience, very often we managers know that we need to do something. We even know what we should be doing. But we don’t trust our instincts or don’t act on them early enough to take advantage of the benign business bubble. We must discipline ourselves to overcome our tendency to do too little too late.”

Regards,

Omar Halabieh

Only The Paranoid Survive