當年大塊文化出版社將此書《唯有偏執狂才能生存》翻譯成《十倍速時代》，應該是缺點：缺乏:偏執狂"的戒慎恐懼(書中談到他認為"恐懼"，並非如戴明所談的面向)策略面向)，
Grove defines “paranoia” as the virtue of never being comfortable with your marketplace position, but always being on the lookout for a disruptive marketplace
人工智慧概述
在安迪·格魯夫的《唯有偏執狂才能生存》一書中，偏執指的是一種健康的、持續的警惕，以及對失去市場地位的擔憂，而非病態的偏執。這種偏執促使領導者預見顛覆性威脅，避免自滿，尤其是在成功時期，以便適應「策略轉折點」並確保生存。它意味著對巨大的、十倍的變革保持警覺，提出尖銳的問題（例如，新任CEO會怎麼做），並積極主動地進行實驗以重新定義戰略，而不是被動應對。
《策略是命運》Grove先生晚年的書。
格魯夫「偏執」的關鍵要素：
建設性恐懼：一種建設性的焦慮，它讓你時刻保持警惕，防止自滿，並鼓勵創新。
對顛覆的警覺：始終專注於可能摧毀你現有商業模式的重大轉變（策略轉折點），即使一切進展順利。
主動適應：與其坐等災難降臨，不如利用這種恐懼積極尋求變革，勇於嘗試（邊做邊學），從根本上重新思考你的業務。
專注於外部：不斷從競爭對手、顧客和挑戰中汲取新的洞見，保持務實和客觀。
超越技術：認識到這些轉變可能影響範圍更廣，波及整個產業和商業模式，需要進行深刻的策略反思。
本質上，這是一種智慧，即假設自己即將失敗，從而確保最終不會失敗。
In Andy Grove's "Only the Paranoid Survive,"
paranoia means a healthy, constant vigilance and fear of losing one's market position, not clinical paranoia, driving leaders to anticipate disruptive threats and avoid complacency, especially during success, to adapt to "strategic inflection points" and ensure survival. It's about staying alert to big, 10x changes, asking tough questions (like what a new CEO would do), and proactively experimenting to redefine strategy, not just reacting. Key Aspects of Grove's "Paranoia":
- Productive Fear: A productive anxiety that keeps you looking over your shoulder, preventing complacency and encouraging innovation.
- Vigilance for Disruption: Always on the lookout for major shifts (strategic inflection points) that could destroy your current business model, even when things are going well.
- Proactive Adaptation: Instead of waiting for disaster, use this fear to actively seek change, experiment (try and learn), and fundamentally rethink your business.
- External Focus: Constantly seeking fresh insights from competitors, customers, and challenges to stay grounded and objective.
- Beyond Technology: Recognizing that these shifts can be broader, affecting entire industries and business models, requiring deep strategic rethinking.
In essence, it's the wisdom to act as if you're already losing, to ensure you don't.
Andy Grove, ex CEO of INTEL wrote a book titled Only The Paranoid Survive. Grove argued that he believed fervently in the value of paranoia. He felt that leaders must never allow themselves to get comfortable, no matter how successful they had become. They had to devise ways to dial up their curiosity, to learn, to stay connected to the competition, to customers, to people who were willing to challenge the conventional wisdom.
英特爾前執行長安迪·格魯夫（Andy Grove）著有《唯有偏執狂才能生存》（Only The Paranoid Survive）一書。格魯夫認為，他堅信偏執的價值。他認為，無論領導者取得了多麼巨大的成功，都絕不能安於現狀。他們必須不斷激發好奇心，持續學習，與競爭對手、顧客以及那些勇於挑戰傳統觀念的人們保持聯繫。
HBR策略
泰勒絲的戰略天才
她的成功遠不止於音樂——創新者可以從中汲取經驗。作者：凱文·埃弗斯（Kevin Evers）
摘自雜誌（2025年3-4月刊）
Axelle/Bauer-Griffin/Getty Images
自出道以來不到二十年，泰勒絲征服了音樂界。她已發行11張原創錄音室專輯，其音樂作品的銷量和串流媒體播放量總和使她躋身史上十大最暢銷藝人之列——這一行列由邁克爾·傑克遜、貓王、麥當娜和弗蘭克·辛納屈等商業巨星佔據。她近期結束的「時代巡迴演唱會」（Eras Tour）——史上票房最高的巡迴演唱會——在全球範圍內掀起了一股熱潮，甚至有人將她與披頭士樂隊相提並論。據估計，泰勒絲的淨資產高達16億美元，是她這一代音樂人中最富有的。而她取得這一切成就的時期，正值音樂產業經歷深刻的技術和商業模式變革，從CD到iTunes再到Spotify。
Strategy
The Strategic Genius of Taylor Swift
Her success is about much more than her music—and innovators can learn from it. by Kevin Evers
From the Magazine (March–April 2025)
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Less than two decades since making her debut recording, Taylor Swift has conquered the music industry. She has released 11 original studio albums, and the combined sales and streams of her music catalog place her among the top 10 best-selling artists of all time—a group dominated by commercial juggernauts such as Michael Jackson, Elvis, Madonna, and Frank Sinatra. Her recently concluded Eras Tour—the highest-grossing tour of all time—set off a global frenzy that sparked comparisons to the Beatles. With a net worth estimated at $1.6 billion, Swift is the most financially successful musician of her generation. And she’s managed to achieve all this during a time when the industry has undergone profound technological and business model shifts, moving from CDs to iTunes to Spotify.
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