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Only the Paranoid Survive:
…you have to know when to hold your data and when to fold ’em. You have to know when to argue with data. Yet you have to be able to argue with the data…
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117 |
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Only the Paranoid Survive:
…when dealing with emerging trends, you may very well have to go against rational extrapolation of data and rely instead on anecdotal observations and your instincts.
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117 |
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Only the Paranoid Survive:
Constructively debating tough issues and getting somewhere is only possible when people can speak their minds without fear of punishment.
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117 |
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Only the Paranoid Survive:
…fear can be the opposite of complacency. Complacency often afflicts precisely those who have been the most successful… A good dose of fear of losing may help sharpen their survival instincts.
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118 |
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Only the Paranoid Survive:
It takes many years of consistent conduct to eliminate fear of punishment as an inhibitor of strategic discussion.
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119 |
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Only the Paranoid Survive:
Once an environment of fear takes over, it will lead to paralysis throughout the organization and cut off the flow of bad news from the periphery.
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119 |
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Only the Paranoid Survive:
With all this rhetoric about how management, is about change, the fact is that we managers loathe change, especially when it involves us.
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123 |
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Only the Paranoid Survive:
Getting through a strategic inflection point involves confusion, uncertainty and disorder, both on a personal level if you are in management and on a strategic level for the enterprise as a whole.
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123 |
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Only the Paranoid Survive:
Business people are not just managers; they are also human. They have emotions, and a lot of the emotions are tied up in the identity and well-being of their business.
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123 |
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Only the Paranoid Survive:
…in the case of a strategic inflection point, the sequence (of mourning) goes more as follows: denial, escape or diversion, and finally, acceptance and pertinent action.
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124 |
