1: Then Intel CEO Andy Grove was sitting in a conference room with other members of the Intel team.

The topic? “Evaluations of a certain highly touted new software from a company whose other products we already use,” Andy writes in his legendary business book, Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company.

Intel’s head of Information Technology shared the challenges her team … continue reading

1: I’m often credited with the motto, “Only the paranoid survive,” former Intel Chairman and CEO Andy Grove writes in his legendary business book of the same name.

“I have no idea when I first said this,” Andy notes, “but the fact remains that, when it comes to business, I believe in the value of paranoia.”

Why?

Because “business success contains the seeds of its own destruction,” he observes. “The … continue reading

1: “We had lost our bearings. We were wandering in the valley of death,” Andy Grove writes in his book Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company.

The year was 1984, a pivotal moment for Intel.

The company had been founded 16 years earlier.  “Every start-up has some kind of a core idea,” Andy notes.

“Ours was simple. Semiconductor technology had … continue reading

1: It was the summer of 1985.

One of Silicon Valley’s most legendary meetings was about to happen.

“I was in my office with Intel’s chairman and CEO, Gordon Moore, and we were discussing our quandary,” Andy Grove writes in his book Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company.

“Our mood was downbeat,” Andy recalls.

“I looked out the window at … continue reading

1: There are two traps CEOs and leadership teams fall into regarding innovation.

Trap #1: “The minute we think we truly understand the customer and can take our attention off discovering what matters, we’re dead,” Panera founder Ron Shaich writes in Know What Matters: Lessons from a Lifetime of Transformations.

“Sooner or later,” Ron notes, “even the most brilliant and innovative concept will fall behind the times and become … continue reading

1: “So tell me this,” the young executive asked, “Is Panera almost as good as Donatos?”

“Is he joking?” Panera Bread CEO Ron Shaich thought to himself.

It was the early 2000s. Ron was sitting in an executive boardroom at McDonald’s headquarters outside Chicago. Ten years earlier, he had purchased the St. Louis Bread Company and renamed it Panera.

On the other side of the table were members of McDonald’s … continue reading

1: In the middle of the dot-com crash, against all odds, Ben Horowitz had succeeded in finding a buyer for Loudcloud, the cloud computing company he had founded.

EDS agreed to acquire the firm for $63.5 million in cash, along with the associated liabilities and cash burn.

Not only that, “we would retain the intellectual property, Opsware, and become a software company,” Ben writes.

“EDS would then license … continue reading

1: It was a broiling hot day.

Future entrepreneur and venture capitalist Ben Horowitz was early in his career.  He was married with three young children.

One day, his father came to visit.

“We could not afford air-conditioning, and all three children were crying as my father and I sat there sweating in the 105-degree heat,” Ben writes in The Hard Thing About Hard Things: Building a Business When There … continue reading

1: In 2006, renowned New York City restaurateur Danny Meyer offered twenty-seven-year-old Will Guidara a career-changing opportunity.  

Will was to become the General Manager of Eleven Madison Park (also known as EMP), a New York City fine-dining restaurant.

Will and Chef Daniel Humm were charged with reinventing the restaurant.

Eleven years later, the pair achieved the highest honor in dining when Eleven Madison Park. was named No. 1 in The … continue reading

1: Psychologist John Gottman can predict who will eventually get divorced a stunning 94 percent of the time.

In a pioneering 1992 study, John and his team interviewed fifty-two married couples.

They asked each couple “a variety of questions about how they met, why they decided to get married, and what changes their relationships had been through and observed them as they took part in a fifteen-minute discussion about a … continue reading