Andy Grove of Intel Entrepreneur
* First and third paragraph
Andy Grove give the advice: if you want a company work, people should not put themselves personally ahead the enterprise. He said one thing very general: you cannot succeed if the enterprise does not succeed. * Fourth and fifth paragraph
At the beginning, Andy Grove and his partner targeted what to do and then they just do it. They weren’t preoccupied with the process of how to do things, then they won time and there was no colliding in the team, each one did thing they have to do. * Sixth paragraph
Andy Grove wasn’t afraid about changing management’s structure and process in the same time the company was growing up. Including for example a training process.
Andy Grove adapted his own role in the company. (example: He was buying equipment himself at the beginning and know he only give advice).
Andy Grove was versatile. * Seventh paragraph
He was able to target what were the new needs of the company throughout its growing (example: the growing need for formal training process).
He use to listen to his employed expectation, and adapted its strategy consequently. * Eight paragraph
He shows us that we must constantly think to new methods, new process of thinking. That’s what happened with performance assessment. * Ninth paragraph
He quickly and early identifies his new role (as organizer and taskmaster) in this more complex company that Intel was becoming. He was confronted to a problem inside the organization and he succeeded to impose his ideas. * Tenth paragraph
In the purpose of avoiding a struggle with the original team, he succeeds to find a compromise with dealing responsibilities. He put himself behind the interests of the enterprise. * Eleventh and twelfth paragraph.
Whereas he had a new role, he kept contact with the consumer and then show a good image of a trusted company well manages (example: “a self-respecting semiconductor-device person”).
Manager’s set of roles
Set: assortiment;
Andy Grove give the advice: if you want a company work, people should not put themselves personally ahead the enterprise. He said one thing very general: you cannot succeed if the enterprise does not succeed. * Fourth and fifth paragraph
At the beginning, Andy Grove and his partner targeted what to do and then they just do it. They weren’t preoccupied with the process of how to do things, then they won time and there was no colliding in the team, each one did thing they have to do. * Sixth paragraph
Andy Grove wasn’t afraid about changing management’s structure and process in the same time the company was growing up. Including for example a training process.
Andy Grove adapted his own role in the company. (example: He was buying equipment himself at the beginning and know he only give advice).
Andy Grove was versatile. * Seventh paragraph
He was able to target what were the new needs of the company throughout its growing (example: the growing need for formal training process).
He use to listen to his employed expectation, and adapted its strategy consequently. * Eight paragraph
He shows us that we must constantly think to new methods, new process of thinking. That’s what happened with performance assessment. * Ninth paragraph
He quickly and early identifies his new role (as organizer and taskmaster) in this more complex company that Intel was becoming. He was confronted to a problem inside the organization and he succeeded to impose his ideas. * Tenth paragraph
In the purpose of avoiding a struggle with the original team, he succeeds to find a compromise with dealing responsibilities. He put himself behind the interests of the enterprise. * Eleventh and twelfth paragraph.
Whereas he had a new role, he kept contact with the consumer and then show a good image of a trusted company well manages (example: “a self-respecting semiconductor-device person”).
Manager’s set of roles
Set: assortiment;