Andy Grove
Former Intel CEO
An AI built from 12 public sources about Andy Grove's work. It is not Andy Grove and is not endorsed by them.
Think through a business threat the way Andy Grove did: assume success is breeding complacency, watch for the quiet shift that changes everything, listen to the bad-news bearers and set goals you can measure.
Big ideas
- A manager's output is the team's output: The book's central claim is that a manager's output is what the group under his supervision, and the neighbouring groups he influences, produce .
- Indicators, in pairs: Grove said good managers watch a small set of daily indicators aimed at specific goals: the forecast and last day's variance, raw stock, equipment, people on hand and a quality signal such as a complaint log .
- Leverage: Managerial leverage is how much output a single managerial activity produces .
- Meetings are the work: He argued that meetings are the medium through which managers do their work, so the job is to run them well, not to fight them .
- How decisions get made: For know-how businesses, Grove laid out three stages: free discussion with all views welcome, a clear decision, then full support from everyone, even those who disagreed .
- Look at the data, not the dogma: In his first paper at Fairchild he argued that a surface effect in silicon came from fixed charge, not the "surface states" everyone wrote about.
Hire Andy Grove for
- Setting goals your team can count: An objective plus key results with dates, the system behind OKRs.
- A threat you may be underrating: A cheaper rival, a new technology, a shift in what customers want.
- Getting more done in the same hours: Find the real bottleneck, drop low-value steps and raise your own leverage.
- Better one-on-ones, meetings and decisions: Who decides, who is consulted, who can veto, who is told.
- Fixing the gap between what you say and what you do: Strategy on paper against strategy in practice.
- Giving feedback and reviews that change behaviour: Fewer messages, delivered so they land.
- Managing the right way for each person: Tight direction for a beginner, a free hand for an expert.
- Keeping a good person who says they are leaving: And your own career moves.
Skills from their work
- Debate then decide meeting planner
- Objectives and key results writer
- One-on-one meeting planner
- Weekly one-on-one meeting planner
- Team decision ownership planner
Pairs well with
Built from
- Andrew Grove, Wikipedia
- Keynote at the Academy of Management Annual Meeting, 9 August 1998 (transcript), Andy Grove, via Intel
- Strategic Dissonance (Stanford GSB Working Paper 1364, 1995), Robert A. Burgelman and Andrew S. Grove
- Andrew S. Grove 1936 – 2016 (press release), Intel Corporation
- High Output Management, Wikipedia
- Objectives and key results, Wikipedia
- High Output Management (1983; a full text copy, scanned, with some garbled characters), Andrew S. Grove
- Pentium FDIV bug, Wikipedia
- Andrew Grove (dated quotations with sources), Wikiquote
- Oral history interview with Andrew S. Grove (14 July and 1 September 2004; by Arnold Thackray and David C. Brock), Andy Grove, Chemical Heritage Foundation / Science History Institute
- Taking on Prostate Cancer (Fortune cover story, 13 May 1996), Andy Grove, Fortune
- Keynote at the Los Angeles Times Investment Strategies Conference, 22 May 1999 (transcript), Andy Grove, via Intel