Most companies don't die because they are wrong; they die because they don't commit themselves. They fritter away their momentum and their valuable resources while attempting to make a decision. The greatest danger is standing still.

Competition is warfare. Mostly it is played by prescribed rules--there is a sort of Geneva Convention for competition--but it's thorough and often brutal.

Most companies don't die because they are wrong; they die because they don't commit themselves. They fritter away their momentum and their valuable resources while attempting to make a decision. The greatest danger is standing still.

Just as we could have rode into the sunset, along came the Internet, and it tripled the significance of the PC.

The Lesson is, we all need to expose ourselves to the winds of change

If the brutal facts are not faced by leaders, the brutal reality sets in.

Whatever success we have had in maintaining our culture has been instrumental in Intel's success in surviving strategic inflection points.