Editing Andrew Grove (section)

==== 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>