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Стратегії геніїв. П'ять найважливіших уроків від Білла Ґейтса, Енді Ґроува та Стіва Джобса
Як стають видатними стратегами? Ґейтс, Ґроув і Джобс були першими «бізнес-зірками» в сучасному світі технологій. Аналізуючи їхній тридцятирічний досвід управління компаніями сукупною вартістю в 1,5 трильйона доларів — Microsoft, Intel та Apple — автори цієї книжки сформулювали п’ять основних правил, що виявилися спільними в їхньому стратегічному плануванні та дозволили випередити конкурентів, які цими принципами нехтували. Саме ці правила допомогли стільниковому телефону iPhone далеко посунути індустріальних гігантів Nokia та BlackBerry, крихітній компанії Microsoft із Сіетла взяти гору над своїм головним замовником — на той час найдорожчою у світі компанією IBM, а майже збанкрутілій фірмі Intel здолати японців, корейців та європейців у боротьбі за світове лідерство в новій революційній технології — виробництві мікропроцесорів.
Ця книжка — путівник найкращими сторінками досвіду стратегічного планування, управління та практичної діяльності, який дозволить будь-кому стати ефективним стратегом, як Ґейтс, Ґроув чи Джобс.
Ця книжка — путівник найкращими сторінками досвіду стратегічного планування, управління та практичної діяльності, який дозволить будь-кому стати ефективним стратегом, як Ґейтс, Ґроув чи Джобс.
256 pages, Hardcover
Published January 1, 2017
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Displaying 1 - 30 of 53 reviews
June 13, 2017
Основні принципи, навколо яких побудована вся історія книжки:
- дивись уперед, відраховуй назад
- роби великі ставки, ане не став на карту компанію
- створюй платформи та екосистеми, а не просто продукті
- використовуй важелі та силу - дій за правилами дзюдо та сумо
- побудуй компанію навколо власного "якоря".
Загалом книжка сподобалась. Багато цікавих біографічних даних та особливостей управління великими компаніями та створення дійсно великих продуктів.
- дивись уперед, відраховуй назад
- роби великі ставки, ане не став на карту компанію
- створюй платформи та екосистеми, а не просто продукті
- використовуй важелі та силу - дій за правилами дзюдо та сумо
- побудуй компанію навколо власного "якоря".
Загалом книжка сподобалась. Багато цікавих біографічних даних та особливостей управління великими компаніями та створення дійсно великих продуктів.
June 14, 2018
Основная польза от книги для меня ограничивается названиями разделов. Если убрать из них метафоры, это:
1. Строй стратегию из конечной точки в начальную
2. Не рискуй всей компанией
3. Встраивайся в экосистемы
4. Используй преимущества большой и маленькой компании
5. Строй компанию вокруг себя
Некоторые обобщения Гейтса, Гроува и Джобса натянуты, некоторые — очевидны для здравомыслящего человека и, тем более, руководителя. Несколько выводов — спорные, что признают и авторы, делая в конце оговорки.
Ответов как стать гением в стратегии здесь не найти, как и возможно не найти их в природе. Зато есть над чем подумать.
1. Строй стратегию из конечной точки в начальную
2. Не рискуй всей компанией
3. Встраивайся в экосистемы
4. Используй преимущества большой и маленькой компании
5. Строй компанию вокруг себя
Некоторые обобщения Гейтса, Гроува и Джобса натянуты, некоторые — очевидны для здравомыслящего человека и, тем более, руководителя. Несколько выводов — спорные, что признают и авторы, делая в конце оговорки.
Ответов как стать гением в стратегии здесь не найти, как и возможно не найти их в природе. Зато есть над чем подумать.
June 6, 2020
Цікава книжка яка має на меті дати поради майбутнім топовим СЕО як вивести свою компанію на найвищий рівень. Але мені було більш цікаво прочитати і пригадати історію успіху трьох найбільш відомих СЕО минулого століття. Я також дізнався про деякі факти з історії компаній про які не знав. Але щодо загального порівняння то подеколи приклади були дуже натягнуті для порівняння трьох СЕО. Як на мене то Енді Гроув дуже часто випадав і не підходив до порівнянь з Джобсом та Гейтсом. Загалом книжка сподобалася - рекомендую тим хто хоче пригадати історію успіху трьох гігантів Intel, Microsoft, Apple.
January 27, 2019
way of explanation are not so great, i cannot maintain my concentration!
December 25, 2016
Surprisingly good book on explaining the strategies of Bill Gates, Andy Grove, and Steve Jobs and also their company's pitfalls after the three departed their businesses.
It seems the things to focus on are the following:
- Figure out where you want to be and reason backwards to find the steps to get there.
- Take big bets but also have an alternate plan or existing plan to fall back to if it doesn't work out. Always cannibalise yourself, so it's not your competitors that are eating your lunch.
- Build Platforms that people build on top of. You want to control the medium on which people release products. Having a platform allows you to control your destiny and allows you to essentially vendor lockin.
- Act like the underdog but don't be afraid to use power dynamics.
- Figure out what you are good at and find people who complement you to fill the stuff that you are not so good at.
It seems the things to focus on are the following:
- Figure out where you want to be and reason backwards to find the steps to get there.
- Take big bets but also have an alternate plan or existing plan to fall back to if it doesn't work out. Always cannibalise yourself, so it's not your competitors that are eating your lunch.
- Build Platforms that people build on top of. You want to control the medium on which people release products. Having a platform allows you to control your destiny and allows you to essentially vendor lockin.
- Act like the underdog but don't be afraid to use power dynamics.
- Figure out what you are good at and find people who complement you to fill the stuff that you are not so good at.
November 1, 2015
Along with The Innovators Dilemma and Crossing the Chasm, a must read for any tech entrepreneur. The lessons go beyond theoretical analysis or anecdotal stories of the 3 leaders, they are very useful and can shape your decision making.
January 20, 2016
An interesting comparative study of Gates, Grove, and Jobs, but I wouldn't say that it adds much to the study of leadership or strategy
December 20, 2020
Inspirational rather than hands-on.
April 4, 2020
Strategy Rules -5 Timeless Lessons from Bill Gates, Andy Grove and Steve Jobs
“Focus on the future with a mastery of history”
Gates, Grove and Jobs, need no introduction. They are monoliths of modern industry, genuine influencers (from a time before being an influencer was a thing) who shaped the way we live in so many profoundly remarkable ways. They are visionaries, icons, and to borrow are turn a phrase from author Neil Gaiman, true ‘American Gods’. These are three ‘heady dudes’.
Two other pretty ‘heady dudes’ in their own right, David B Yoffie (Professor of International Business Administration at Harvard Business School and one of Intel’s longers serving board members) and Michael A Cusumano (Distinguished Professor at MIT Sloan School of Management and former Dean and Vice President at Tokyo University of Science) have combined their efforts to share an insight into the strategies of Gates, Grove and Jobs as managers, innovators and executives. Their similarities and differences, success and failures and even passing attempts at humanizing and criticizing these perceptively incorruptible giants.
“Dylan and Picasso were always risking failure...I didn’t want to fail, of course...If I try my best and fail, well, I’ve tried my best” Steve Jobs
Yoffie and Cusumano have come up with 5 Strategic Lessons that each of Gates, Grove and Jobs employed. Look Forward-Reason Back, Make Big Bets, Build Platforms and Ecosystems, Exploit Leverage and Power and Shape the Organization Around Your Personal Anchor. Anyone who has picked up a business book in the last 50 years, taken a business management course or has followed any of these three giants careers will find what is included in the pages of Strategy Rules a rehashing of well-covered ground. There is nothing particularly revelatory included here.
This is not necessarily all the fault of the authors as Gates, Grove and Jobs careers and influence have been covered and reported on time and again for decades. Their stories are well known and their shortcomings well publicized.
For those who only know the names and are new to Management and Business Strategy, this book is for you. It does a fine job of exploring the 5 Strategic Rules and sharing anecdotes which enlighten the reader on the particular individual style of each man and how they applied said strategy.
“Bill knew, understood and internalized, that you (must)...radically change things and have really big plans”
What would have been beneficial is an examination of the psychology of each individual as a platform for understanding their individual motivations and applications of each strategy. To find out how their minds served the implementation of each strategy and how they overcame the uncertainties or shortcomings which led to their few failures.
What most readers will find useful, however, is the conclusion. It is here that Yoffie and Cusumano share the Lessons For the Next Generation. A concise summary of how unusual intelligence, intensity and passion paved the road to success and how their cultivation of persistence, effort and tolerance for trial and error allowed them to scale to the highest of heights.
Overall Score: 3.4 / 5
In a sentence: 5 Lessons you could probably imagine coming from Bill Gates, Andy Grove and Steve Jobs
“Focus on the future with a mastery of history”
Gates, Grove and Jobs, need no introduction. They are monoliths of modern industry, genuine influencers (from a time before being an influencer was a thing) who shaped the way we live in so many profoundly remarkable ways. They are visionaries, icons, and to borrow are turn a phrase from author Neil Gaiman, true ‘American Gods’. These are three ‘heady dudes’.
Two other pretty ‘heady dudes’ in their own right, David B Yoffie (Professor of International Business Administration at Harvard Business School and one of Intel’s longers serving board members) and Michael A Cusumano (Distinguished Professor at MIT Sloan School of Management and former Dean and Vice President at Tokyo University of Science) have combined their efforts to share an insight into the strategies of Gates, Grove and Jobs as managers, innovators and executives. Their similarities and differences, success and failures and even passing attempts at humanizing and criticizing these perceptively incorruptible giants.
“Dylan and Picasso were always risking failure...I didn’t want to fail, of course...If I try my best and fail, well, I’ve tried my best” Steve Jobs
Yoffie and Cusumano have come up with 5 Strategic Lessons that each of Gates, Grove and Jobs employed. Look Forward-Reason Back, Make Big Bets, Build Platforms and Ecosystems, Exploit Leverage and Power and Shape the Organization Around Your Personal Anchor. Anyone who has picked up a business book in the last 50 years, taken a business management course or has followed any of these three giants careers will find what is included in the pages of Strategy Rules a rehashing of well-covered ground. There is nothing particularly revelatory included here.
This is not necessarily all the fault of the authors as Gates, Grove and Jobs careers and influence have been covered and reported on time and again for decades. Their stories are well known and their shortcomings well publicized.
For those who only know the names and are new to Management and Business Strategy, this book is for you. It does a fine job of exploring the 5 Strategic Rules and sharing anecdotes which enlighten the reader on the particular individual style of each man and how they applied said strategy.
“Bill knew, understood and internalized, that you (must)...radically change things and have really big plans”
What would have been beneficial is an examination of the psychology of each individual as a platform for understanding their individual motivations and applications of each strategy. To find out how their minds served the implementation of each strategy and how they overcame the uncertainties or shortcomings which led to their few failures.
What most readers will find useful, however, is the conclusion. It is here that Yoffie and Cusumano share the Lessons For the Next Generation. A concise summary of how unusual intelligence, intensity and passion paved the road to success and how their cultivation of persistence, effort and tolerance for trial and error allowed them to scale to the highest of heights.
Overall Score: 3.4 / 5
In a sentence: 5 Lessons you could probably imagine coming from Bill Gates, Andy Grove and Steve Jobs
October 31, 2019
A lot of things to learn from the book itself. Each chapter really depicts well of the strategies that these 3 CEOs use and more. Many things that were written inside the book can be well applied to not only in business production but also in the working industry for many people.
Rule 1: Look forward, reason back
1. Look forward to develop a vision of the future, reason back to set boundaries and priorities.
2. Look forward to anticipate customer needs; reason back to match with capabilities.
3. Look forward to anticipate competitors moves; reason back to build barriers to entry and lock in customers
4. Look forward to anticipate industry inflection points; reason back to commit to change and stay the course
" You can only look so far, and so you better just keep looking frequently. That's the most important element of strategy: You understand the direction you're going, but you also know what you're going to do in the next 6 months. Most companies will do a pretty good job many times about the diection, but then they never break it down to shorter metrics. Intel did a super job on that. When you ask why [we] succeeded, this is one of the reason." - Andy Grove
To be a great strategist, however, you need to step back from burdens of today and the contraints of yesterday, and set aside time to look forward to the futue of you company, your customers, your competition, and your industry. Then you need to reason back to the actions you need to take today.
Rule 2: Make big bets, without betting the company
1. Bet big to change the game - Lesser strategist often hedge, delay, defer, and refuse to commit. Others take reckless positions that promise great rewards if successful, but risk bankrupting the organization over time. Great strategist must avoid both traps.
2. Don't bet the company
3. Cannibalize your own business - Cannibalization can mean trading known success for an unknown future; trading highly profitable sales for unknown margins; and even trading dollars for dimes.
4. Cut your losses
Rule 3: Build platforms and ecosystems - not just products
1. Think platforms, not just products
2. Think ecosystem, not just platforms
3. Create some of your own complements
4. Evolve and invent new platforms to avoid absolescence
Rule 4: Exploit leverage and power - play judo and sumo
1. Stay under the radar
2. Keep your enemies close
3. Embrace and extend competitors strengths
4. Don't be afraid to throw your weight around
Rule 5: Shape the organization around your personal anchor
1. Know thyself - warts and all
2. Pay extraordinary attention to detail - selectively
3. Never lose sight of the big picture
4. Give power to people with "the knowledge"
Rule 1: Look forward, reason back
1. Look forward to develop a vision of the future, reason back to set boundaries and priorities.
2. Look forward to anticipate customer needs; reason back to match with capabilities.
3. Look forward to anticipate competitors moves; reason back to build barriers to entry and lock in customers
4. Look forward to anticipate industry inflection points; reason back to commit to change and stay the course
" You can only look so far, and so you better just keep looking frequently. That's the most important element of strategy: You understand the direction you're going, but you also know what you're going to do in the next 6 months. Most companies will do a pretty good job many times about the diection, but then they never break it down to shorter metrics. Intel did a super job on that. When you ask why [we] succeeded, this is one of the reason." - Andy Grove
To be a great strategist, however, you need to step back from burdens of today and the contraints of yesterday, and set aside time to look forward to the futue of you company, your customers, your competition, and your industry. Then you need to reason back to the actions you need to take today.
Rule 2: Make big bets, without betting the company
1. Bet big to change the game - Lesser strategist often hedge, delay, defer, and refuse to commit. Others take reckless positions that promise great rewards if successful, but risk bankrupting the organization over time. Great strategist must avoid both traps.
2. Don't bet the company
3. Cannibalize your own business - Cannibalization can mean trading known success for an unknown future; trading highly profitable sales for unknown margins; and even trading dollars for dimes.
4. Cut your losses
Rule 3: Build platforms and ecosystems - not just products
1. Think platforms, not just products
2. Think ecosystem, not just platforms
3. Create some of your own complements
4. Evolve and invent new platforms to avoid absolescence
Rule 4: Exploit leverage and power - play judo and sumo
1. Stay under the radar
2. Keep your enemies close
3. Embrace and extend competitors strengths
4. Don't be afraid to throw your weight around
Rule 5: Shape the organization around your personal anchor
1. Know thyself - warts and all
2. Pay extraordinary attention to detail - selectively
3. Never lose sight of the big picture
4. Give power to people with "the knowledge"
This entire review has been hidden because of spoilers.
August 18, 2024
One thing prospective readers should know is that the authors of this book are not positing an armchair philosophical view on these legends (Bill Gates, Andy Grove, and Steve Jobs). Rather, they draw from their extensive and even personal experiences with the subjects, those close to them, and their industries. In this sense, this perspective is somewhat of a limitation because Jobs, Gates, and Grove spearheaded some of the largest tech companies in the world. Overall, the authors went from having extensive personal experience in major companies to teaching strategy courses in college. As such, they know how to communicate their experience effectively. The book is filled with examples, and we learn how these three men employed different strategies to propel their great organizations.
In the media, they are lionized, as they should be, but we rarely learn about their faults and mistakes. While the book is predominantly about the things these men did to improve their companies, the authors also highlight their shortcomings. Nobody is perfect, and the authors emphasize one very important point early on and throughout the book: strategy and execution are learned over time. All three of these leaders had to learn how to execute better and strategize more effectively for their companies. All are human and had to overcome immaturity and egotism. Nevertheless, all three have built and run some of the greatest companies of our age. They bet big without betting the company; they built platforms, not just products; they exploited leverage and power; and they shaped their organizations around their strengths. Even though they got the best out of people, their passionate commitment to their vision propelled their great organizations to the highest levels of success.
Caveat: Survivorship Bias, where you judge the methodology by the winner. The bad traits or timing of each of these men could have doomed them to failure. Books like this should not be looked at as a deterministic recipe for success. Rather, it should be viewed as a probabilistic success formula that's heavily weighted on many variables with the largest being timing in my estimation.
In the media, they are lionized, as they should be, but we rarely learn about their faults and mistakes. While the book is predominantly about the things these men did to improve their companies, the authors also highlight their shortcomings. Nobody is perfect, and the authors emphasize one very important point early on and throughout the book: strategy and execution are learned over time. All three of these leaders had to learn how to execute better and strategize more effectively for their companies. All are human and had to overcome immaturity and egotism. Nevertheless, all three have built and run some of the greatest companies of our age. They bet big without betting the company; they built platforms, not just products; they exploited leverage and power; and they shaped their organizations around their strengths. Even though they got the best out of people, their passionate commitment to their vision propelled their great organizations to the highest levels of success.
Caveat: Survivorship Bias, where you judge the methodology by the winner. The bad traits or timing of each of these men could have doomed them to failure. Books like this should not be looked at as a deterministic recipe for success. Rather, it should be viewed as a probabilistic success formula that's heavily weighted on many variables with the largest being timing in my estimation.
April 30, 2018
"I might be wrong but I am never confused." -- Andy Grove.
This book lists various strategies that Bill Gates of Microsoft, Andy Grove of Intel and Steve Jobs of Apple used to catapult their companies from what they were to the behemoths that they are today. Bill Gates launched Microsoft, Andy Grove pivoted Intel from DRAM manufacturer to Microprocessor pioneer. Steve Jobs rejoined an Apple that was at the brink of bankruptcy and made it only survive but to thrive and become the most valuable company today.
The book is divided into five chapters that correspond to the five strategies that these leaders used. These were incredibly valuable lessons for me to learn, and I thoroughly enjoyed the various examples and stories that the book is full of. I got a better glimpse of what was happening at the golden era of computing. I liked the story about how Microsoft took a bet on Compaq (and went against the Goliath of that time, IBM), and this helped not only Microsoft and Compaq, but also Intel (who provided the processors). It is interesting how IBM, who at that time was enjoying incredible success wasn't able to move the ship around to capture the consumer PC market. Side note: Silicon cowboys is a great documentary to watch on Netflix that chronicles the rise and the subsequent fall of Compaq.
The book is not just full of praises for the trio, but also points to us where they failed. For example, Andy Grove as well as Bill Gates went to war with AMD and Netscape respectively, that caused some friction with the law.
This book lists various strategies that Bill Gates of Microsoft, Andy Grove of Intel and Steve Jobs of Apple used to catapult their companies from what they were to the behemoths that they are today. Bill Gates launched Microsoft, Andy Grove pivoted Intel from DRAM manufacturer to Microprocessor pioneer. Steve Jobs rejoined an Apple that was at the brink of bankruptcy and made it only survive but to thrive and become the most valuable company today.
The book is divided into five chapters that correspond to the five strategies that these leaders used. These were incredibly valuable lessons for me to learn, and I thoroughly enjoyed the various examples and stories that the book is full of. I got a better glimpse of what was happening at the golden era of computing. I liked the story about how Microsoft took a bet on Compaq (and went against the Goliath of that time, IBM), and this helped not only Microsoft and Compaq, but also Intel (who provided the processors). It is interesting how IBM, who at that time was enjoying incredible success wasn't able to move the ship around to capture the consumer PC market. Side note: Silicon cowboys is a great documentary to watch on Netflix that chronicles the rise and the subsequent fall of Compaq.
The book is not just full of praises for the trio, but also points to us where they failed. For example, Andy Grove as well as Bill Gates went to war with AMD and Netscape respectively, that caused some friction with the law.
January 23, 2025
Unfortunately, this book left me with mixed feelings. While the subject matter and the figures discussed are undoubtedly fascinating, the presentation of the material didn’t quite meet my expectations.
What I didn’t like:
1. Too boring. The book felt overly tedious at times, with the author focusing on details that didn’t seem to add much value. It often felt like the narrative was unnecessarily stretched.
2. Too much fluff and obvious points. Some parts of the book were filled with reflections on topics that are already well-known to anyone familiar with management or business.
3. Jumping from topic to topic. The frequent shifts between different aspects or examples made it hard to stay focused and fully immerse myself in the content.
What I did like:
Despite the shortcomings, I found a few interesting ideas that sparked reflection. Certain phrases and concepts in the book might prove useful in my work as a manager and business owner. They offer practical insights that can be adapted for strategy development or decision-making in real-life scenarios.
Conclusion:
This book may appeal to those who are willing to spend time diving deeply into the philosophies of Gates, Jobs, and Grove. However, if you’re looking for a dynamic and concise take on leadership and strategy, you might want to consider other options. Still, even with its flaws, it offers some valuable ideas for application in business and management.
What I didn’t like:
1. Too boring. The book felt overly tedious at times, with the author focusing on details that didn’t seem to add much value. It often felt like the narrative was unnecessarily stretched.
2. Too much fluff and obvious points. Some parts of the book were filled with reflections on topics that are already well-known to anyone familiar with management or business.
3. Jumping from topic to topic. The frequent shifts between different aspects or examples made it hard to stay focused and fully immerse myself in the content.
What I did like:
Despite the shortcomings, I found a few interesting ideas that sparked reflection. Certain phrases and concepts in the book might prove useful in my work as a manager and business owner. They offer practical insights that can be adapted for strategy development or decision-making in real-life scenarios.
Conclusion:
This book may appeal to those who are willing to spend time diving deeply into the philosophies of Gates, Jobs, and Grove. However, if you’re looking for a dynamic and concise take on leadership and strategy, you might want to consider other options. Still, even with its flaws, it offers some valuable ideas for application in business and management.
December 21, 2022
Про сміливість помилятися, яка рухає цей світ уперед.
Про впертість на межі з легким божевіллям)
Про прийняття рішень, втілення неможливого та вміння визнавати помилки.
Про параною як рушій прогресу))
📌 Гейтс аж ніяк не був противником змін, але він хотів, щоб зміни відбувалися на його умовах.
📌 Рятувальні шлюпки є причиною того, що люди покладаються на них і стають ледачі.
📌 Розуміння того, коли залишатися непомітним, коли співпрацювати з конкурентами, коли скористатися перевагами суперників і розвинути їх і, нарешті, коли показати свою силу, - це те, що відділяє поразку від успіху.
Як на мене, дуже сумнівно, що стратегії Білла Гейтса, Стіва Джобса та Енді Ґроува ґрунтувалися на спільних п’яти правилах.
У ретроспективі можна знайти щось спільне, але так завжди й у всьому)
Але ця книжка варта того, щоб її прочитати, хоча б для того, щоб зрозуміти, що зовсім різні люди, з різним бекграундом можуть досягати того, чого вони прагнуть попри все.
Спільні риси я таки відзначила в усіх трьох - вони навіжено працювали та постійно міркували та вчилися.
І це швидше не стратегія - а тактика 😉
А загальна стратегія таки у них була одна - вони дуже сильно хотіли)
July 30, 2019
Good overview. Detailed examples built around 5 main ideas.
1. Look forward, reason back to identify what’s needed to get there.
2. Make big bets but don’t bet the company. Taking calculated risks is important
3. Cannibalizes your own business. Stay in the forefront of innovation. Better to steal your own business than have someone steal it from you
4. Think platform, not products. Products become untrendy or obsolete over time. Platform allows strong network effects and relevance in the volatile world.
5. Build the business around a personal anchor. Do what you do best and inspire the rest to follow you. Leave decisions to the people who knows best.
Some examples are too tech specific, and many examples given to support one point. could have been more concise. Overall still a good read.
1. Look forward, reason back to identify what’s needed to get there.
2. Make big bets but don’t bet the company. Taking calculated risks is important
3. Cannibalizes your own business. Stay in the forefront of innovation. Better to steal your own business than have someone steal it from you
4. Think platform, not products. Products become untrendy or obsolete over time. Platform allows strong network effects and relevance in the volatile world.
5. Build the business around a personal anchor. Do what you do best and inspire the rest to follow you. Leave decisions to the people who knows best.
Some examples are too tech specific, and many examples given to support one point. could have been more concise. Overall still a good read.
This entire review has been hidden because of spoilers.
June 8, 2017
I bought this a long time ago but didn't read it. Once I picked it up and tried again, however, I enjoyed and found this book useful. Strategy doesn't really turn me on, but this book focuses as much on execution as pure strategy and is really about how to make and deliver effectively on strategy. There are some interesting lessons in here - build platforms not just products for example. But I felt like the need to cleanly have 'five lessons', each with four sub-points using Gates, Grove, and Jobs, meant that many of the points were forced or asymmetric. So it was good, short, and to the point but I'm not sure all the conclusions were as clear as they were presented.
August 7, 2017
Never really read in depth business related book before. I came across this book in one of the book fair. This book really recount the history and struggle of the three leaders tried to navigate their respective companies through personal computer market creation era, the rise of internet and to quite a near present era of the explosive mobile growth. The book not only recounts the history but systematically breaks down the strategies (both good and bad) that these 3 behemoth of personalities had implemented into succinct bite-sized points. Such a good read.
September 14, 2023
This is one of the more enjoyable strategy books I've read. The authors didn't just provide excellent information, they made it pleasing to digest. I will admit, I was bothered by the fact that rule 4 was considerably focused on tactics and rule 5 was a blend of leadership and management. However, that's just because the book is supposed to be dedicated to strategy. Those chapters were still valuable. Packed with well-researched, proven insights, I would absolutely recommend it to anyone wanting to develop and expand their strategic toolkit.
August 15, 2017
Read this book to use as CEU credits for my PMI certification. Interesting look into five strategies that the three leaders all used to build great companies. The authors broke each strategy into four principles that are well described, with details on how each man applied these in specific situations. Easy to digest and to put into practice even if you are in middle management. They can get you thinking in a new way to improve on any situation.
December 30, 2019
A good book for people who want to dive in how the management rules are operated in real world. Although the book is rich in its content, the details are quite disappointment as it fails to mention concepts or further reasons behind. I would like to recommend it for junior managers who are beginning their very first steps in the management role
August 10, 2018
This is a book that you can learn how to make a great strategy formulation within the system and process. You know What Gates, jobs and grove made mistakes. I understood their point of view against the problem and new inovative products.
December 22, 2020
I had low expectations, but this book is a great quick read to gain the fundamental knowledge about Porter's most important work on strategy. Describing the key concepts with examples it is easy to read and valuable.
February 27, 2017
interesting insights to the 3 great minds of technology entrepreneurs of the past generation.
November 8, 2017
Great read for any techno-Entrepreneur!
December 7, 2017
Книга з ефектом "післядії". Читаючи текст, наче втрамбовуєш себе фактами. А розуміння приходить з часом, спалахуючи моментами-спогадами у пам'яті "о, я про це читала"...
March 28, 2018
Create a vision and set priorities to achieve by working backwards. Cannibalize your own products before someone else does. Build platforms not products so you become the industry standard.
May 15, 2018
Nice book to understand the strategic decisions for Apple, Microsoft and Intel.
Explains platform strategies with network effect in detail to create a sustainable n successful firm.
Explains platform strategies with network effect in detail to create a sustainable n successful firm.
January 23, 2019
Cuốn sách đem đến cái nhìn rất thực tế, chân thực về quá trình 3 nhà chiến lược vĩ đại xây dựng nên đế chế của họ.
February 11, 2019
Even having been familiar with all three of them through other books, the side by side comparison was enlightening and highlighted a few details that I had not pieced together in other literature.
June 5, 2019
5 sao chỉ có thể là nói như vậy
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