Editing Andrew Grove (section)

==Career==

===Starting Intel===
{{quote box|align=right|width=25em|bgcolor = Cornsilk|quote=When I came to Intel, I was scared to death. I left a very secure job where I knew what I was doing and started running R&D for a brand new venture in untried territory. It was terrifying.|source=Andrew Grove<ref name=Bloomberg>[https://www.bloomberg.com/news/articles/2016-03-22/andy-grove-taught-silicon-valley-how-to-do-business-dies-at-79 "Andy Grove, Valley Veteran Who Founded Intel, Dies at 79"] {{Webarchive|url=https://web.archive.org/web/20200829004845/https://www.bloomberg.com/news/articles/2016-03-22/andy-grove-taught-silicon-valley-how-to-do-business-dies-at-79 |date=August 29, 2020 }}, ''Bloomberg'', March 21, 2016.</ref>}}

After completing his Ph.D. in 1963, Grove worked at [[Fairchild Semiconductor]] as a researcher, and by 1967 had become its assistant director of development.<ref name=Henderson>Henderson, Harry. ''Encyclopedia of Computer Science and Technology'', Infobase Publishing (2009), p. 218.</ref> His work there made him familiar with the early development of [[integrated circuit]]s, which would lead to the "[[microcomputer revolution]]" in the 1970s. In 1967, he wrote a college textbook on the subject, ''Physics and Technology of Semiconductor Devices.''<ref name=Grove2>Grove, Andrew. ''Physics and Technology of Semiconductor Devices'', John Wiley and Sons (1967)</ref>

[[File:Andy Grove Robert Noyce Gordon Moore 1978 edit.jpg|thumb|left|Left to right: Andy Grove, [[Robert Noyce]] and [[Gordon Moore]] (1978)]]
In 1968, [[Robert Noyce]] and [[Gordon Moore]] co-founded Intel, after they and Grove left [[Fairchild Semiconductor]]. Grove joined on the day of its incorporation, although he was not a founder. Fellow Hungarian émigré [[Leslie L. Vadász]] was Intel's fourth employee.<ref name="nyt2001">{{cite news | title=Andy Grove's Tale of His Boyhood in Wartime | url=https://query.nytimes.com/gst/fullpage.html?res=9C04E1DA1238F931A25752C1A9679C8B63 | newspaper=[[The New York Times]] | date=2001-11-12 | access-date=2011-02-19 | first=Chris | last=Gaither | archive-date=January 18, 2023 | archive-url=https://web.archive.org/web/20230118005659/https://www.nytimes.com/2001/11/12/business/technology-andy-grove-s-tale-of-his-boyhood-in-wartime.html | url-status=live }}</ref> Grove worked initially as the company's director of engineering, and helped get its early manufacturing operations started. In 1983, he wrote a book, ''[[High Output Management]]'', in which he described many of his methods and manufacturing concepts.<ref name=IW/>

Initially, Intel primarily manufactured static memory chips for mainframe computers, but in the early/mid-1970s Intel introduced one of the earliest digital watches, an electronic calculator, and also the world's first general-purpose [[microprocessor]], the 4-bit [[Intel 4004|4004]]. By 1974 Intel had developed the 8-bit [[Intel 8008|8008]] and quickly thereafter, in 1975, the [[Intel 8080|8080]] processor, which would become the core of the [[Altair 8800|Altair]], the world's first so-called PC (personal computer) which foreshadowed the PC revolution. Soon came the [[Intel 8086|8086]] 16-bit microprocessor and a cost-reduced version, the [[Intel 8088|8088]], which IBM chose for its IBM PC which brought personal computers to the masses. In 1985, Intel produced the 32-bit [[i386|80386]] microprocessor which began a long line of increasingly powerful microprocessors including the [[i486|80486]], the [[Pentium (original)|Pentium]], and a plethora of supporting integrated circuits and computers built with them.

Even though Intel had invented most of the types of memory in use at the time including [[EPROM]] (Erasable Programmable Read-Only Memory), by 1985, with less demand for their memory chips due to the challenges created by Japanese "[[Dumping (pricing policy)|dumping]]" of memory chips at below-cost prices, Grove was forced to make radical changes.<ref>{{cite web|url=http://www.realworldtech.com/intel-dram/|title=Intel's Long Awaited Return to the Memory Business|website=www.realworldtech.com|access-date=8 April 2018|archive-date=March 22, 2016|archive-url=https://web.archive.org/web/20160322222237/http://www.realworldtech.com/intel-dram/|url-status=live}}</ref> As a result, he chose to discontinue producing [[DRAM]]s and focus instead on manufacturing microprocessors. Grove, along with Intel's sales manager to IBM, Earl Whetstone, played a key role in negotiating with IBM to use only Intel microprocessors in all of their new personal computers.

The company's revenue increased from $2,672 in its first year (1968) to $20.8 billion in 1997. Grove was appointed Intel's president in 1979, [[chief executive officer|CEO]] in 1987, and then chairman of the board in 1997. In May 1998 Grove relinquished the post of CEO to [[Craig Barrett (chief executive)|Craig Barrett]], as Grove had been diagnosed with prostate cancer a few years earlier, though he remained chairman until November 2004. Since then Grove remained at Intel as a senior advisor, and has also been a lecturer at [[Stanford University]]. He reflected back upon Intel's growth through the years:
{{blockquote|In various bits and pieces, we have steered Intel from a start-up to one of the central companies of the information economy.<ref name=IW/>}}

Grove is credited with having transformed Intel from a manufacturer of memory chips into the world's dominant producer of microprocessors for PC, servers, and general-purpose computing. During his tenure as CEO, Grove oversaw a 4,500% increase in Intel's market capitalization from $4 billion to $197 billion, making it the world's 7th largest company, with 64,000 employees. Most of the company's profits were reinvested in research and development, along with building new facilities, in order to produce improved and faster microprocessors.<ref name=IW/>

===Management methods and style===
{{quote box|align=right|width=25em|bgcolor = Cornsilk|quote=Probably no one person has had a greater influence in shaping Intel, Silicon Valley, and all we think about today in the technology world than Andy Grove.|source=[[Pat Gelsinger]], CEO of [[VMware]], and later CEO of Intel<ref>[https://www.wsj.com/articles/former-intel-ceo-andy-grove-dies-at-79-1458609251 "Former Intel CEO Andy Grove Dies at 79"] {{Webarchive|url=https://web.archive.org/web/20170101131248/http://www.wsj.com/articles/former-intel-ceo-andy-grove-dies-at-79-1458609251 |date=January 1, 2017 }}, ''Wall Street Journal'', March 22, 2016.</ref>}}

As director of operations, manufacturing became Grove's primary focus and his management style relied heavily on his management concepts. As the company expanded and he was appointed chairman, Grove became more involved in strategic decision-making, including establishing markets for new products, coordinating manufacturing processes and developing new partnerships with smaller companies.

Grove helped create the [[Intel Architecture Laboratory]] (IAL) in [[Oregon]] to ensure that software was developed in time to take advantage of their new microprocessors. Grove stated that "you are making decisions about what the information technology world will want five years into the future."<ref name=IW/>

==== Only the Paranoid Survive ====
{{quote box|align=right|width=25em|bgcolor = Cornsilk|quote=Business success contains the seeds of its own destruction. Success breeds complacency. Complacency breeds failure. Only the paranoid survive.|source=Andy Grove, former CEO of [[Intel]]<ref name=FT/><ref name=Grove1>Grove, Andrew. ''Only the Paranoid Survive'', Doubleday (1996).</ref><ref name=IW/> }}

As CEO, he wanted his managers to always encourage experimentation and prepare for changes, making a case for the value of paranoia in business. He became known for his guiding motto: "Only the paranoid survive," and wrote a management book with the same title, published in 1996. As a result, he urged senior executives to allow people to test new techniques, new products, new sales channels, and new customers, to be ready for unexpected shifts in business or technology. Biographer Jeremy Byman observed that Grove "was the one person at Intel who refused to let the company rest on its laurels."<ref name=Byman>Byman, Jeremy. ''Andrew Grove and the Intel Corporation'', Morgan Reynolds (1999), p. 65.</ref> Grove explains his reasoning:

<blockquote>A corporation is a living organism; it has to continue to shed its skin. Methods have to change. Focus has to change. Values have to change. The sum total of those changes is transformation.<ref name=Esquire/></blockquote>

==== Strategic inflection points ====
Grove popularized the concept of the "strategic inflection point," a crucial time that demands a major change in strategy due to shifts in the business environment. A company's growth depends on recognizing and effectively navigating these points.<ref name=Burgelman>{{cite journal |url=https://hbr.org/2016/03/remembering-andy-grove-the-teacher |title=Remembering Andy Grove, the Teacher |last=Burgelman |first=Robert A. |date=March 23, 2016 |journal=Harvard Business Review |access-date=February 5, 2023 |quote=By 2016, concepts such as "strategic inflection point" and "strategic dissonance" have become part of the lexicon both in academia and in practice.}}</ref>

Strategic inflection points cause a mismatch between a company's current strategies and changes in the industry, something Grove called strategic dissonance.<ref name=Burgelman/> "To overcome this, the dissonance must be resolved by aligning the company's strategies with the new reality, requiring proactive and adaptive leadership that continually assesses and adjusts the company's strategies to keep pace with shifts in the business environment," taught Grove.<ref name=Stanford>{{cite web |url=https://www.gsb.stanford.edu/faculty-research/working-papers/strategic-dissonance |title=Strategic Dissonance |last1=Burgelman |first1=Robert A. |last2=Grove |first2=Andrew |date=1995 |website=Stanford Graduate School of Business |publisher=Stanford University |access-date=February 5, 2023 |quote=Strategic inflection points generate strategic dissonance in the organization because they are associated with divergences between the basis of competition and the firm’s distinctive competence, and between top management’s strategic intent and strategic action.}}</ref>

Grove believed that the role of [[Cassandra (metaphor)#Corporate world|Helpful Cassandras]], individuals who raise red flags about potential problems and challenge the dominant view, are crucial in identifying and mitigating risks before they become bigger issues. He emphasized the importance of organizations listening to the warnings of Cassandras and taking action, instead of ignoring or suppressing them, in order to identify and successfully address strategic inflection points.<ref>{{cite web |url=https://www.intel.com/pressroom/archive/speeches/ag080998.htm |title=Academy of Management, Annual Meeting |last=Grove |first=Andy |date=August 9, 1998 |website=Intel Keynote Transcript |publisher=Intel |access-date=February 6, 2023 |quote=They have to bring you bad news and be Cassandras against the senior management, against the fear of management of repercussions.}}</ref>

==== Competitive mindset ====
Grove had a strong competitive mindset, viewing competition as the key driver of innovation and progress. He encouraged companies to aim for industry leadership and constantly seek ways to improve their offerings, processes and operations. He likened himself to a coach and viewed the manager's role as one of fueling employee motivation to excel.<ref name=Stanford/><ref name=Mercury>{{cite web |url=https://www.mercurynews.com/2014/07/24/1986-at-work-with-the-valleys-toughest-boss-intels-andy-grove/ |title=At work with the valley's toughest boss, Intel's Andy Grove |last=Schmitt |first=Christopher H. |date=May 26, 1986 |website=The Mercury News |access-date=February 6, 2023 |quote=He likens himself to a coach, whose job is to get a job done, and not necessarily to win any popularity contests. “Coaches are not known to be coddling their players, but they do it for a purpose,” he said. “When it comes to certain things, I’m not very easy-going.”}}</ref> He believed "good fear" could play a productive role.<ref>{{cite web |url=https://www.edbatista.com/2022/04/andy-grove-on-the-right-kind-of-fear.html |title=Andy Grove on the Right Kind of Fear |last=Batista |first=Ed |date=April 10, 2022 |website=EdBatista.com |publisher=Ed Batista |access-date=February 5, 2023 |quote=Andy Grove believed that a particular kind of fear can actually play a productive role in organizational life--the fear of losing.}}</ref><ref name=FT>{{cite web |url=https://www.ft.com/content/4c84d2e8-fa5f-11e5-8f41-df5bda8beb40 |title=Intel's Andy Grove and the difference between good and bad fear |last=Ibarra |first=Herminia |date=April 11, 2016 |website=Financial Times |access-date=February 6, 2023}}</ref>

<blockquote>"The quality guru [[W. Edwards Deming]] advocated stamping out fear in corporations. I have trouble with the simplemindedness of this dictum. The most important role of managers is to create an environment where people are passionately dedicated to winning in the marketplace. Fear plays a major role in creating and maintaining such passion. Fear of competition, fear of bankruptcy, fear of being wrong and fear of losing can all be powerful motivators."<ref>{{cite book |last=Rozenzweig |first=Phil |title=The Halo Effect: How Managers let Themselves be Deceived |year=2014 |publisher=Simon & Schuster |isbn=9781471137167}}</ref></blockquote>

==== Constructive confrontation ====
Grove fostered a culture of open communication where employees were encouraged to speak their minds in a "constructive confrontation" approach.<ref name=Crown/><ref name=FT/> "People here aren't afraid to speak up and debate with Andy,"<ref name=IW/> said Intel Senior VP Ron Whittier. According to Grove's successor at Intel, [[Craig Barrett (chief executive)|Craig Barrett]], "It's give and take, and anyone in the company can yell at him. He's not above it." Grove insisted that people be demanding on one another, which fostered an atmosphere of "ruthless intelligence."<ref name=Crown/> About that philosophy, writes business author Ken Goldstein, "you bought into it or got your walking papers."<ref>Goldstein, Ken. [http://goodmenproject.com/business-ethics-2/many-lessons-andy-grove-gmp/ "The Many Lessons of Andy Grove"] {{Webarchive|url=https://web.archive.org/web/20160427145733/http://goodmenproject.com/business-ethics-2/many-lessons-andy-grove-gmp/ |date=April 27, 2016 }}, ''[[The Good Men Project]]'', April 26, 2016.</ref>

==== Egalitarian ethos ====
Grove asserted that knowledge power surpasses positional power. He ingrained that philosophy in the workplace culture at Intel. "We argue about issues, not the people who advocate them."<ref name=Tedlow>{{cite web |url=https://hbswk.hbs.edu/item/the-history-and-influence-of-andy-grove |title=The History and Influence of Andy Grove |last=Silverthorne |first=Sean |date=October 29, 2006 |website=Harvard Business School |access-date=February 5, 2023}}</ref> As a testament to this ethos, there were no executive perks at Intel, including special dining rooms, washrooms, or parking spots.<ref>{{cite web |url=https://www.cbsnews.com/news/great-leaders-work-in-cubicles/ |title=Great Leaders Work in Cubicles |last=Tobak |first=Steve |date=June 18, 2010 |website=CBSnews.com |publisher=CBS News |access-date=February 5, 2023}}</ref> Grove's office was a standard {{convert|8|by|9|ft|abbr=on}} cubicle, reflecting his personal preference for an egalitarian atmosphere. Grove disliked "mahogany-paneled corner offices." "I've been living in cubicles since 1978—and it hasn't hurt a whole lot."<ref name=IW/> This accessibility made his workspace open to anyone who walked by.

This workplace culture is a reflection of Grove's personal life, where he was known for his modesty and lack of pretense. He lived simply, without luxury cars or private planes, and was described by venture capitalist [[Arthur Rock]] as having "no airs."<ref name=Crown/>

==== Attention to detail ====
Grove was noted for making sure that important details were never missed, with one of his favorite sayings being, "[[the devil is in the details]]." Intel Vice President Dennis Carter states that "Andy is very disciplined, precise, and detail oriented.<ref name=IW/> According to ''[[Industry Week]]'' magazine, Grove feared that the "brilliance that sparked the creation of Intel" during its early years "might come to nothing if somebody didn't pay attention to details." Carter recalls that Grove would even correct his spelling errors despite English being his second language.<ref name=IW/>

=== The Father of the objectives and key results (OKR) approach to management ===
One of the earliest investors in Google, [[John Doerr]], called Grove the "Father of [[Objectives and key results|OKR]]s" in Doerr's 2018 book, ''Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs.''<ref name="Doerr 2018 31">{{Cite book| title=Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs| last=Doerr| first=John| publisher=Penguin Publishing Group| year=2018| isbn=9780525536239| pages=31}}</ref> An acronym for objectives and key results, it became central to Google's culture as a "management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization."<ref name="Doerr 2018 12">{{Cite book|title=Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs |last=Doerr |first=John |publisher=Penguin Publishing Group |year=2018 |isbn=9780525536239 |pages=12 }}</ref> The objective is the clearly defined goal, while the key results were the specific benchmarks to ensure achievement of that goal were "measurable and verifiable."<ref name="Doerr 2018 12"/>

In 1975, Doerr wrote of attending a course within Intel taught by Grove, where he was introduced to the theory of OKRs.<ref name="Doerr 2018 31"/> Grove explained his perspective on management: "The key result has to be measurable. But at the end you can look, and without any arguments: Did I do that or did I not do it? Yes? No? Simple. No judgments in it."<ref>{{Cite book|title=Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs| last=Doerr| first=John| publisher=Penguin Publishing Group| year=2018| isbn=9780525536239| pages=33}}</ref>

[[Larry Page]], co-founder of [[Google]], credited OKRs in the foreword to Doerr's book: "OKRs have helped lead us to 10x growth, many times over. They've helped make our crazily bold mission of 'organizing the world's information' perhaps even achievable. They've kept me and the rest of the company on time and on track when it mattered the most."<ref>{{Cite book| title=Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs |last=Doerr |first=John |publisher=Penguin Publishing Group| year=2018| isbn=9780525536239| pages=8–9}}</ref>

===Preference for a "job-centric" American economy===
While Grove supported helping technology startups, he also felt that America was wrong in thinking that those new companies would increase employment. "Startups are a wonderful thing," he wrote in a 2010 article for [[Bloomberg News|''Bloomberg'']], "but they cannot by themselves increase tech employment."<ref name=Bloomberg2>Grove, Andrew. [https://www.bloomberg.com/news/articles/2010-07-01/andy-grove-how-america-can-create-jobs "How to Make an American Job Before It's Too Late: Andy Grove"], ''Bloomberg News'', July 1, 2010 – [https://web.archive.org/web/20100704020644/http://www.bloomberg.com/news/2010-07-01/how-to-make-an-american-job-before-it-s-too-late-andy-grove.html Memento from Internet-Archive Archive.org of July 4th, 2010]</ref> Although many of those startups and entrepreneurs would achieve tremendous success and wealth, said Grove, he was more concerned with the overall negative effect on America: "What kind of a society are we going to have if it consists of highly paid people doing high-value-added work and masses of unemployed?"<ref name=Bloomberg2/>

Grove felt that employment growth depended on those companies' ability or willingness to scale up within the US. According to Grove, Silicon Valley's "innovation machine" over the last few decades has not been adding many jobs, although American tech companies have instead been adding jobs in Asia "like mad."<ref name=Bloomberg2/> He noted that while American investments in startups have increased dramatically, those investments have in fact resulted in fewer jobs: "Simply put," he wrote, "the U.S. has become wildly inefficient at creating American tech jobs."<ref name=Bloomberg2/> He therefore worked to keep Intel's manufacturing in the US, with the company having 90,000 employees in 2010.<ref>[http://www.foxbusiness.com/markets/2016/03/22/former-intel-ceo-chairman-andrew-grove-dies-at-79.html "Former Intel CEO Chairman Andrew Grove Dies at 79"] {{Webarchive|url=https://web.archive.org/web/20160324060832/http://www.foxbusiness.com/markets/2016/03/22/former-intel-ceo-chairman-andrew-grove-dies-at-79.html |date=March 24, 2016 }}, ''Fox Business'', March 22, 2016.</ref> He explained the causes and effects of many business's growth plans:

{{blockquote|Each company, ruggedly individualistic, does its best to expand efficiently and improve its own profitability. However, our pursuit of our individual businesses, which often involves transferring manufacturing and a great deal of engineering out of the country, has hindered our ability to bring innovations to scale at home. Without scaling, we don't just lose jobs—we lose our hold on new technologies. Losing the ability to scale will ultimately damage our capacity to innovate.<ref name=Bloomberg2/>}}

To remedy the problem, he strongly believed that "job creation" should become America's primary objective, much as it is in Asian nations. Among the methods he felt were worth considering was the imposition of a tax on imported products, with the funds received then made available to help American companies scale their operations in the US. However, he also accepted the fact that his ideas would be controversial: "If what I'm suggesting sounds protectionist, so be it."<ref name=Bloomberg2/> Or that those protectionist steps could lead to conflicts with trade partners: "If the result is a trade war, treat it like other wars—fight to win."<ref name=Bloomberg2/> He added:

{{blockquote|All of us in business have a responsibility to maintain the industrial base on which we depend and the society whose adaptability—and stability—we may have taken for granted.<ref>[https://www.nytimes.com/2016/03/26/opinion/andy-groves-warning-to-silicon-valley.html "Andy Grove's Warning to Silicon Valley"] ''The New York Times'' 26 March 2016</ref>}}

Grove was also in the minority of high-tech leaders when he advocated taxing internet sales made to other states: "I don't think electronic commerce needs federal or state subsidies in terms of tax advantages," he told a Congressional committee in 2000.<ref name=Computerworld>"High-Tech Chiefs Lobby Key Issues at Capitol Hill Hearing", ''Computerworld'', June 12, 2000, p. 8.</ref> At the same hearing, he also expressed his opinion about [[internet privacy]], stating that "personal data is a form of property and it's inevitable that governments will regulate property rights." He said that it would be better if the federal government established its own uniform privacy standards rather than have states create a patchwork of different laws.<ref name=Computerworld/>

===Writing and teaching===
Grove was also a noted author and scientist. His first book on semiconductors, ''Physics and Technology of Semiconductor Devices'' (1967),<ref name=Grove2/> has been used by leading universities. Another book he wrote on business operation methods, ''[[High Output Management]]'' (1983). He also wrote over 40 technical papers and held several patents on semiconductor devices.<ref name=Koven/>

Grove wrote ''Only the Paranoid Survive'' (1996), a business book, whose core message is that a company in pursuit of a stronger competitive advantage never rests.<ref>{{Cite book| title=Market-Based Management| last=Best| first=Roger| publisher=Prentice Hall| year=2013| isbn=9780130387752| location=Upper Saddle River, New Jersey| pages=195}}</ref>

He also taught graduate computer physics courses at the [[University of California, Berkeley]] and the [[Stanford Graduate School of Business]].

===Philanthropy===
[[File:The Grove School of Engineering--Steinman Hall at City College of New York (CUNY).jpg|thumb|Grove School of Engineering-CCNY]]

In 2005, Grove made the largest donation that the [[City College of New York]] ([[CUNY]]) has ever received. His grant of $26 million transformed the CCNY School of Engineering into the [[Grove School of Engineering]].<ref>{{cite web | url=http://www1.cuny.edu/mu/forum/2005/10/28/intels-grove-gives-26-million-to-ccnys-school-of-engineering/ | title=Intel's Grove gives $26 million to CCNY'S school of engineering | publisher=CUNY Newswire | work=News Report | date=October 28, 2005 | access-date=September 30, 2016 | last1=Hershenson | first1=Jay | last2=Arena | first2=Michael | archive-url=https://web.archive.org/web/20161002120129/http://www1.cuny.edu/mu/forum/2005/10/28/intels-grove-gives-26-million-to-ccnys-school-of-engineering/ | archive-date=October 2, 2016 | url-status=dead }}</ref>

Grove was also instrumental, as a key fundraiser, in establishing the [[University of California, San Francisco]]'s [[University of California, San Francisco#Mission Bay|Mission Bay Campus]], the largest ongoing biomedical construction project in the world.<ref name=UCSF>[https://www.ucsf.edu/news/2016/04/402311/ucsf-mourns-loss-andrew-s-grove-1936-2016 "UCSF Mourns Loss of Andrew S. Grove (1936-2016)"] {{Webarchive|url=https://web.archive.org/web/20210109105705/https://www.ucsf.edu/news/2016/04/402311/ucsf-mourns-loss-andrew-s-grove-1936-2016 |date=January 9, 2021 }}, UCSF, April 1, 2016.</ref> Chancellor Sam Hawgood said that Grove's "generous and tireless support of UCSF has transformed our university and helped accelerate our research into breakthrough treatments and better patient care."<ref name=UCSF/>

[[File:Mission Bay, UCSF.jpg|thumb|UCSF Mission Bay campus]]

Among the research facilities which he helped fund were the UCSF Prostate Cancer Center, the Helen Diller Family Cancer Research Building, and the Clinical and Translational Science Institute. He also promoted general surgery initiatives and supported various obstetrics and gynecology research programs.<ref name=UCSF/>

Grove was a longtime member of the [[International Rescue Committee]] (IRC), along with being one of its overseers and a member of its board of directors. He was also the founding supporter of the IRC's Pathways to Citizenship program. In 2010, the IRC honored him as one of ten distinguished refugees.<ref>[http://www.rescue.org/blog/remembering-andrew-grove-irc-overseer-and-champion-refugees "Remembering Andrew Grove, IRC Overseer and champion of refugees"] {{Webarchive|url=https://web.archive.org/web/20160403151757/http://www.rescue.org/blog/remembering-andrew-grove-irc-overseer-and-champion-refugees |date=April 3, 2016 }}, Rescue.org, March 30, 2016.</ref> In an interview in ''[[Esquire (magazine)|Esquire]]'' magazine in 2000, Grove encouraged the United States to be "vigilant as a nation to have tolerance for difference, a tolerance for new people." He pointed out that immigration and immigrants are what made America what it is.<ref name=Esquire>[http://www.esquire.com/features/what-ive-learned/learned-andy-grove-0500 "What I've Learned: Andy Grove"] {{Webarchive|url=https://web.archive.org/web/20150120173534/http://www.esquire.com/features/what-ive-learned/learned-andy-grove-0500 |date=January 20, 2015 }}, ''[[Esquire (magazine)|Esquire]]'', May 1, 2000</ref>