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" Career inflection points are commonplace. A story comes to mind. It so happens that it was related to me by a business journalist who had interviewed me when this book was first published. This man used to be a banker. He was happily and productively employed until one day he went to work and learned that his employer had been acquired by another, larger bank. In short order he was out of a job. He decided to change careers and become a stockbroker. He knew that he would have to pay his dues. While he was comfortable with financial matters, he knew that a banker’s skills are not the same as those required of a stockbroker. So he went to stockbroker school and eventually started working as a full-fledged broker. For a while, things went well and the future looked promising. However, a short time before we met, on-line brokerage firms started to appear. Several of this man’s clients left him, preferring to do their business with low-cost on-line firms. The handwriting was on the wall. This time, our man decided to make his move early. He had always had an interest in, and aptitude for, writing. Building on the financial knowledge that he had first acquired as a banker, and that was reinforced "
― Andrew S. Grove , Only the Paranoid Survive. Lessons from the CEO of INTEL Corporation
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" In 1991, when Apple started to talk about the hand-held computing devices called personal digital assistants, or PDAs, a lot of people both inside and outside Intel considered them a “10X” force capable of restructuring the PC industry. PDAs could do to PCs what PCs were doing to mainframes, many said. Not wanting to be blind to this possibility, we made a very substantial external investment and started a major internal effort to ensure that we would participate in any PDA wave in a big way. Then Apple’s Newton came out in 1993 and was promptly criticized for its failings. What does this say about the PDA phenomenon? Is it less of a “10X” force because its first instantiation was disappointing? When you think about it, first versions of most things usually are. Lisa, the first commercial computer with a graphical user interface and the predecessor of the Mac, did not receive good acceptance. Neither did the first version of Windows, which was considered an inferior product for years—DOS with a pretty face, as many called it. Yet graphical user interfaces in general, and Windows in particular, have become “10X” forces shaping the industry. "
― Andrew S. Grove , Only the Paranoid Survive. Lessons from the CEO of INTEL Corporation
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" First, when a strategic inflection 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, giving rise to Compaqs, Dells and Novells, each of which emerged from practically nothing to become major corporations. What’s common among these companies is that they all instinctively followed the rules for success in a horizontal industry. "
― Andrew S. Grove , Only the Paranoid Survive. Lessons from the CEO of INTEL Corporation