Only The Paranoid Survive represents several management lessons (attempted and tested) that are beneficial for managers today. Due to numerous changes in the computers field, several changes have also been made in the area of computer chips.

Through Only The Paranoid Survive, readers are provided with numerous techniques from the author’s own experiences. Intel is the largest computer chip maker in the world, and undoubtedly one of the reasons behind this progress is Andrew S Grove as he guided Intel through various possible failures.

Grove described strategic inflection points (SIPs), which are situations when any radical change takes place in any business that changes all the rules quickly, and forever. Andrew realized this SIP when Japanese started producing better quality, lower cost, memory chips. This made him rethink and relocate the company so it could be market leader again.

This is the own story of Andrew S Grove, who was at the center of the Intel, one of the pioneers of Silicon Valley. This book has been written by someone who had actual experiences in managing or working in a company. This is a book of making changes in business life fundamentals,

This book is useful for learning as author describes his own learning experience and events at Intel. Only The Paranoid Survive is a representation of leadership ability. It is well written and aptly organised. This book was published by Profile Books in 2011, and is available in paperback.

Key Feature
Porter’s competitive analysis strategy is used in this book.
Circumstances are described that help to identify strategic infections point.
Andrew provides some guidelines to discern signal from noise.
Andrew introduced new rules of the horizontal industry.


Under Andy Grove's leadership, Intel has become the world's largest chip maker and one of the most admired companies in the world. In Only the Paranoid Survive, Grove reveals his strategy of focusing on a new way of measuring the nightmare moment every leader dreads--when massive change occurs and a company must, virtually overnight, adapt or fall by the wayside.
Grove calls such a moment a Strategic Inflection Point, which can be set off by almost anything: mega-competition, a change in regulations, or a seemingly modest change in technology. When a Strategic Inflection Point hits, the ordinary rules of business go out the window. Yet, managed right, a Strategic Inflection Point can be an opportunity to win in the marketplace and emerge stronger than ever.
Grove underscores his message by examining his own record of success and failure, including how he navigated the events of the Pentium flaw, which threatened Intel's reputation in 1994, and how he has dealt with the explosions in growth of the Internet. The work of a lifetime, Only the Paranoid Survive is a classic of managerial and leadership skills.
The Currency Paperback edition of Only the Paranoid Survive includes a new chapter about the impact of strategic inflection points on individual careers--how to predict them and how to benefit from them.

Malcolm Groves is a co-founder and managing director of Schools of Tomorrow. He has over 40 years' experience in education, encompassing primary and secondary phases, youth work and adult education. He has been an Ofsted inspector, local authority inspector, school improvement partner, NPQH assessor and national adviser to SSAT. Malcolm has a doctorate in school leadership from the University of Warwick. Andrew Hobbs was joint managing director of Schools of Tomorrow until March 2016. Andrew has almost forty years' experience in education, working in schools and in policy development. He held a number of senior leadership roles before becoming a secondary head teacher. For the last ten years, Andrew has worked as a consultant and project manager, leading and managing change programmes and the reorganisation of schools. Andrew has particular expertise in change leadership and management, learning approaches to workforce and organisational development and developing community cohesion. John West-Burnham is an independent writer, teacher and consultant in education leadership. John is the author, co-author or editor of 27 books including Rethinking Educational Leadership and Leadership Dialogues and he has worked in 27 countries. He is a director of three academy trusts and a trustee of two educational charities. John is Honorary Professor in the Institute of Education, University of Worceste