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High Output Management
Cover of High Output Management
High Output Management
In this legendary business book and Silicon Valley staple, the former chairman and CEO of Intel shares his perspective on how to build and run a company. A practical handbook for navigating real-life business scenarios and a powerful management manifesto with the ability to revolutionize the way we work.
The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. Born of Grove's experiences at one of America's leading technology companies (as CEO and employee number three at Intel), High Output Management is equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance.
"Generous enough with advice and observations to be required reading." —The Wall Street Journal
In this legendary business book and Silicon Valley staple, the former chairman and CEO of Intel shares his perspective on how to build and run a company. A practical handbook for navigating real-life business scenarios and a powerful management manifesto with the ability to revolutionize the way we work.
The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. Born of Grove's experiences at one of America's leading technology companies (as CEO and employee number three at Intel), High Output Management is equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance.
"Generous enough with advice and observations to be required reading." —The Wall Street Journal
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    Foreword to the Vintage Books Edition
    I first read High Output Management in 1995. In those days, there were no blogs or TED Talks teaching us about entrepreneurship. In fact, there was almost nothing of use written for people like me who aspired to build and run a company.

    Against this backdrop, High Output Management had an almost legendary status. All the best managers knew about it. The top venture capitalists gave copies of it to their entrepreneurs, and aspiring leaders in Silicon Valley devoured its contents. It amazed all of us that the CEO of Intel had taken the time to teach us the essential skill of entrepreneurship: how to manage.

    This was no small thing because Intel was known as the best company in the technology industry. It had pulled off the greatest transformation in the history of the business: moving from the memory business to microprocessors more than a decade after its founding. Beyond that, Intel ran with legendary precision, which gave it the ability to make multibillion dollar investments with high confidence. If you wanted to hire a great operational manager, then Intel was the place to go--but good luck getting one to leave the best-managed company in Silicon Valley.

    Andy himself was a legendary figure. He had grown up Jewish in Hungary during a time when the country was occupied by the Nazis and, later, by the Soviet Communists. Arriving in New York, he spoke no English and had almost no money. He enrolled himself at the City College of New York, overcame his language deficiency, and went on to get a PhD from UC Berkeley. This non native English speaker would then write an important textbook on semiconductors in English while working at Fairchild Semiconductor. As a result, he was considered a scientific pioneer even before helping to launch Intel in 1968, building it into the seminal technology company of the era. Later, in 1997, Time magazine would recognize his nearly impossible accomplishments and name him Man of the Year.

    This is in part what made High Output Management so extraordinary. Andy Grove, who built himself from nothing to run Intel, stopped what he was doing to teach us his magic. And not through some ghostwriter either--Andy wrote this book himself. What an incredible gift.

    When I finally got my hands on the book, the paperback cover took me aback. The 1995 version featured a picture of Andy Grove standing next to the Intel sign. Unlike every other CEO photo that I had ever seen, Andy was not wearing a designer suit. He did not have perfectly combed hair, and he did not strike an arms-folded power pose. No, Andy Grove was dressed for work right down to his key card hanging from his belt. I did a double take. "Was that a key card? He didn't remove his key card for the book's cover photo?"

    In retrospect, the cover was perfect. As you will see when you read this book, Andy Grove was all substance. He did not have time for pretty photo shoots or self- promotion. He wrote the book for us, but if we had to be sold on it by how he looked in the photo, then that would be our loss. The time that he did not spend styling fancy photos, he put into writing the book. He did not just give us the lessons; he articulated them in a way that connected both logically and emotionally. We would come to understand him and feel what he meant in our core.

    I immediately got a jolt of this style with the title of the very first chapter: "The Basics of Production: Delivering a Breakfast (or a College Graduate, or a Compiler, or a Convicted Criminal . . .)." Okay, I am interested. What does making a soft-boiled egg have to do with how many...

About the Author-
  • Andrew S. Grove emigrated to the United States from Hungary in 1956. He participated in the founding of Intel, and became its president in 1979 and chief executive officer in 1987. He was chosen as Time magazine's Man of the Year in 1997. In 1998, he stepped down as CEO of Intel, and retired as chairman of the board in 2004. Grove taught at the Stanford University Graduate School of Business for twenty-four years. He died in 2016.
Reviews-
  • The New York Times "An organizational Baedeker for managers at all levels. . . . A highly credible handbook for organizing work and directing and developing employees."
  • Mark Zuckerberg, cofounder and CEO of Facebook "[Andy's] book played a big role in shaping my management style."
  • The Wall Street Journal "A good book, generous enough with advice and observations to be required reading."
  • San Francisco Chronicle "A great book. . . . Its elementary prescriptions form the basis of a highly effective management style."
  • Peter Drucker "An important book which says some very important things . . . beautifully and with style."
  • Bill Campbell, former Intuit CEO "High Output Management is a bible that every entrepreneur and every manager in the country should look at, read and understand."
  • Marc Andreessen, creator of the original Mosaic and Netscape web browsers "Andy exemplifies the best of Silicon Valley. Andy built the model for what a high quality Silicon Valley company could be."
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    Knopf Doubleday Publishing Group
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Andrew S. Grove
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