
Intel's legendary CEO reveals how to detect industry-changing "Strategic Inflection Points" before they destroy your business. Steve Jobs called it "super-important" and Peter Drucker warned it's "dangerous... it will make people think." Paranoia isn't just healthy - it's essential for survival.
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What happens when the rules that made you successful suddenly stop working? Picture Intel in 1994, riding high as the world's leading chip manufacturer, only to watch a minor technical flaw explode into a full-blown crisis that cost the company $475 million and nearly destroyed its reputation. A mathematical error that would affect the average user once every 27,000 years became headline news on CNN, sparking customer outrage and forcing a humiliating product recall. But here's what made this crisis truly revealing: Intel's leadership was blindsided not by the flaw itself, but by how their relationship with customers had fundamentally changed without them noticing. They'd successfully branded themselves as "Intel Inside," transforming from an anonymous component supplier into a household name. Yet internally, executives still thought like manufacturers serving other businesses, not consumers. When crisis struck, this disconnect between perception and reality proved devastating. The people at the top were the last to recognize that their entire world had shifted-a pattern that repeats endlessly across industries and careers. Think of running a business like navigating rapids. Most challenges are manageable with skill and experience-Class III rapids that test you but don't fundamentally change the game. Then suddenly, you're facing Class VI rapids. The water hasn't just gotten rougher; you're in an entirely different environment where your old techniques don't just fail-they actively endanger you. These moments are strategic inflection points: when one of the forces shaping your business intensifies tenfold, fundamentally rewriting the competitive landscape. Six forces constantly push and pull at every business-existing competitors, suppliers, customers, potential new entrants, substitute products, and complementors. When any of these undergoes a massive shift, everything changes. What makes these transitions so treacherous is their subtlety. They don't announce themselves with trumpets and fanfare. Instead, they creep up gradually, dismissed as temporary fluctuations or niche phenomena, until suddenly the old rules are obsolete.
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Cree par des anciens de Columbia University a San Francisco
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Cree par des anciens de Columbia University a San Francisco

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