The book was over 100 pages to write about one subject, and repeat the importance of being prepared for strategic inflection points. It was not the best of art or inspiring, but might make good reading at the gym for the attorney learning on strategy who needs to lose calories after eating 10 chicken pieces, a brownie, a big soft cooking, a bag of Famous Amos, 4 beef slices, a can of Pringles, cornbread, and salad.
The book reviewed Grove’s experiences at Intel where he helped transform in three years a company focused on memories to a company focused on microprocessors. He spoke about the CEO’s schedule, and how it may be booked up with events such as charities, executive staff meetings, plant tours, to divert an executive from facing a company’s need to change. He stated that most executives who come in to take over the management of a company are not better leaders than those they replace, but have the benefit of not being emotionally attached to how things were done in the past in order to force detachment from tradition. He observed changes in high technology and how some companies survived because they were willing to adapt their companies to the market conditions, such as Steve Jobs at Next transforming a company that built products in the vertical sense to a company that focused solely on software in order to become profitable.
The book reviewed Grove’s observations on the technology industry, and how changes seem like failures at first, and do not make some people foresee the dangers of not being prepared for the next stage in a wave. He gave the example of how personal digital assistants like Apple’s
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