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Only the Paranoid Survive:
…if your instincts suggest that a ’10X’ improvement could make [a] capability exciting or threatening, you may very well be looking at the beginning of what is going to be a strategic inflection point.
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114 |
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Only the Paranoid Survive:
…you must discipline yourself to think things through and separate the quality of the early versions from the longer-term potential and significance of a new product or technology.
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114 |
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Only the Paranoid Survive:
The more complex the issues are, the more levels of management should be involved because people from different levels… bring completely differently points of views and expertise to the table…
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114 |
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Only the Paranoid Survive:
…a business can succeed only if it serves the interests of outside parties as well.
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115 |
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Only the Paranoid Survive:
Take your time until the news you hear starts to repeat what you’ve already heard, and until a conviction builds up in your own gut.
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115 |
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Only the Paranoid Survive:
If you are in middle management, don’t be a wimp. Don’t sit on the sidelines waiting for the senior people to make a decision so that later on you can criticize the over a beer… Your time for participating is now.
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115 |
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Only the Paranoid Survive:
…it is extraordinarily important to bring the intellectual power of all relevant parties to this sharpening process [of identifying a strategic inflection point].
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116 |
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Only the Paranoid Survive:
Lots of aspects of managing an organization through a strategic inflection point petrify the participants, senior management included.
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116 |
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Only the Paranoid Survive:
…inaction might lead to a bad result for your business and that should frighten you more than anything else.
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116 |
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Only the Paranoid Survive:
…strategic inflection points are rarely clear. Well-informed and well-intentioned people will look at the same picture and assign dramatically different interpretations to it.
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116 |
