Summary of Garry Kasparov's How Life Imitates Chess

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 I was a young challenger up against a champion who had held the title for almost ten years. I was twenty-one years old and had risen to the top of the chess world with such speed that I couldn’t imagine that this last hurdle could block my way.
#2 I became world champion and held the title for fifteen years. When I retired in 2005, I was still the highest-rated player in the world.
#3 Chess is neither a trivial pursuit nor an exercise limited to geniuses and supercomputers. At the heart of the game is strategy, and that is where we must begin.
#4 The distinction between tactics and strategy is important in chess, business, and life. While strategy is abstract and based on long-term goals, tactics are concrete and based on finding the best move right now. Without a goal, your play will be aimless.

Sujets

• Strategic Planning
• Economics
• Business

Informations

• Publié par: Everest Media LLC
• Date de parution: 24 mai 2022
• Nombre de lectures: 2
• EAN13: 9798822518995
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Garry Kasparov's How Life Imitates Chess
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3
Insights from Chapter 1

#1

I was a young challenger up against a champion who had held the title for almost ten years. I was twenty-one years old and had risen to the top of the chess world with such speed that I couldn’t imagine that this last hurdle could block my way.

#2

I became world champion and held the title for fifteen years. When I retired in 2005, I was still the highest-rated player in the world.

#3

Chess is neither a trivial pursuit nor an exercise limited to geniuses and supercomputers. At the heart of the game is strategy, and that is where we must begin.

#4

The distinction between tactics and strategy is important in chess, business, and life. While strategy is abstract and based on long-term goals, tactics are concrete and based on finding the best move right now. Without a goal, your play will be aimless.

#5

The 1992 American presidential campaign is a good example of how a team can react to a crisis, but not always respond. The Clinton team knew that it wasn’t only about how quickly they responded, but how well their responses fit in with their overall strategy.

#6

The strategist starts with a goal in the distant future and works backward to the present. The question Why. is the key to separating visionaries from functionaries, great strategists from mere tacticians. You must ask this question constantly if you are to understand and develop your strategy.

#7

The more time you spend thinking, the better your decision will be, but the more opportunities you give your opponent to react to your decisions, the more likely you are to make a mistake.

#8

The Wright brothers, who invented the airplane, never believed the airplane would change the world. The American scientific community shared that view, and the USA fell behind in the aircraft business. Boeing, who dropped out of engineering classes at Yale, saw the commercial potential of airplanes and understood that technological excellence was required to succeed in this field.

#9

The key to developing successful strategies is to be aware of your strengths and weaknesses. You should know what you do well. Two strong chess players can have very different strategies in the same position, and they might be equally effective.

#10

The best leaders understand the particular imbalances and key factors of each situation, and they can devise a strategy based on that understanding. They trust in their best qualities.

#11

The failure to adapt almost always leads to dire consequences. A classic example is from American history in 1755, when George Washington was a volunteer aide-de-camp fighting in the British army against French and Indian forces. The British made almost no effort to adapt to the frontier warfare practiced by their enemies.

#12

Change should be made only when there is a good reason for it. If you are quick to blame faulty strategy and change it all the time, you don’t really have any strategy at all. Only when the environment shifts radically should you consider a change in fundamentals.

#13

The virtue of innovation rarely compensates for the vice of inadequacy. It is easy to get overconfident and forget about your plan when you are winning. Long-term success is impossible if you let your heat-of-the-moment reactions trump careful planning.

#14

We must avoid being distracted from our strategic path by the competition. If you are employing a powerful and successful strategy, the competition will try to trip you up by getting you to abandon it. If your plans are sound and your tactical awareness is good, your competitor can only succeed with your help.

#15

It is a delicate balance between knowing what your competitors are doing and focusing on your own performance.