Stanford Technology Ventures Program, Entrepreneurial Thought Leaders Seminar, Videorecordings

Videorecordings 2001-2014

Bartz, Carol, Entrepreneurship in Established Companies 2001-10-24 1

Entrepreneurship in Established Companies

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Bartz, Carol, president and CEO of Autodesk, Inc., argues that entrepreneurship is more important in large companies. The companies that survive do so because they know how to innovate, take risks, and reward risk-taking organizational behavior and structure.

Bartz, Carol, Fail Fast Forward: Appreciating Risk 2001-10-24 2

Fail Fast Forward: Appreciating Risk

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Bartz talks about a slogan inside Autodesk called fail fast forward to counter a fear of failure within an established organization. Their goal was to have employees understand that failure is very acceptable within an established organization--the key is to identify it quickly, and move forward with lessons learned. This is an attempt to break free from those who are worried about risk-taking.

Bartz, Carol, The Importance of Attitude 2001-10-24 3

The Importance of Attitude

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What kind of attitude do you bring into a situation? Are you willing to change and take risks? Bartz reminisces about a team member with a negative attitude and explains how she looks for go-getter attitudes in finding new team members.

Bartz, Carol, Managing Cycles 2001-10-24 4

Managing Cycles

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Bartz shares her view on the concept of cycles. She challenges entrepreneurs to manage cycles in their personal life, professional life, and within product cycles and the market.

Bartz, Carol, Learning About Yourself 2001-10-24 5

Learning About Yourself

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Bartz argues that you should learn how to pick your self up, be scared and cover it up, or be emotional and show it at different points in your life. The younger you learn, the better off you are. Do not be something you are not, she says, learn who you really are.

Bartz, Carol, Who Should You Surround Yourself With? 2001-10-24 6

Who Should You Surround Yourself With?

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Bartz stresses the importance of surrounding yourself with good people. Some of the best leaders in the land, she notes, are adamant about surrounding themselves with good people.

Bartz, Carol, It's About Loving What You Do. 2001-10-24 7

It's About Loving What You Do.

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Bartz passion for programming is not about making money; it is about loving what she is doing. Whatever it is your doing, she says, make sure it is something you enjoy. The best leaders who are entrepreneurs are doing what they like.

Bartz, Carol, The personal Side of Management 2001-10-24 8

The personal Side of Management

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Bartz believes you will spend more time at work than in personal activities. If you are in management, one of your responsibilities is to make sure you care for your employees with compassion and interest in their lives.

Bartz, Carol, Trust and Honesty at the Work Place 2001-10-24 9

Trust and Honesty at the Work Place

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Bartz explains that the way to earn her trust is to be blatantly honest. It is hard to unravel a situation if it has been covered up. For this reason, she looks to people who admit their mistakes.

Bartz, Carol, Moving Laterally in a Company 2001-10-24 10

Moving Laterally in a Company

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Bartz argues that you must understand how a company is run. Life is about horizontal and lateral moves. She also talks about the various positions she has held in the past, from analyst to VP of customer service. By the time she became CEO, she had acquired a strong background in various fields.

Bartz, Carol, Autodesk and the Wireless Industry 2001-10-24 11

Autodesk and the Wireless Industry

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Autodesk's vision is to keep the design data in digital format. Wireless industry is essential in this area. A small team of engineers at Autodesk banded together and built a wireless product on the fly to address an immediate need.

Bartz, Carol, Managing a Balanced Life 2001-10-24 12

Managing a Balanced Life

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Bartz examines long-term balance and encourages people to catch themselves before they fall too far. Learn how to manage the various activities you are involved in, she says. Juggling is pertinent to career development.

Bartz, Carol, Moving Forward and Changing Processes 2001-10-24 13

Moving Forward and Changing Processes

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Over the last three years, Autodesk had to change delivery times due to customers' faster delivery demand. Autodesk was able to move forward using software as service, thinking about process, and innovating in an established company.

Bartz, Carol, The Concept Behind Buzzsaw.com 2001-10-24 14

The Concept Behind Buzzsaw.com

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Bartz discusses Buzzsaw.com, a company created to provide a hosted environment for the construction industry. Because Autodesk had no experience in the construction industry, the company spun out Buzzsaw and then bought it back after a successful fundraising round with VCs.

Bartz, Carol, Promoting Quality Leaders from Within 2001-10-24 15

Promoting Quality Leaders from Within

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How do you seek out and promote quality leaders from within a company? Leaders are often self-selected from peers, Bartz says. On way to identify them is to set up a management meeting and tap into the different groups across the company and note who gets picked to represent the individual groups. Usually, these are your leaders. Because they are easy to work with and are creative, they are sought out as leaders at whatever level they are in. No one wants to work with an asshole, however qualified they may be.

Bartz, Carol, Learning From Failure 2001-10-24 16

Learning From Failure

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Bartz talks about how people who failed within Buzzsaw, were often given new projects to work on. Failure was valued, she says. Rather than criticizing projects that failed, Bartz notes how people wanted to apply the knowledge they learned from mistakes into new projects.

Bartz, Carol, Lateral Moves Within Companies 2001-10-24 17

Lateral Moves Within Companies

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How do you take a task that you already know how to do and do it a whole different way? Bartz talks about lateral moves within companies to improve innovation. She looks forward to future technology that will allow the creation of rich media content.

Khosla, Vinod, Bit by the Entrepreneurship Bug 2002-04-24 18

Bit by the Entrepreneurship Bug

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Khosla, Vinod, partner at Kleiner, Perkins, Caufield & Byers, was bitten by the entrepreneurship bug early in life when he heard about Intel starting up. He was enamored by the idea of being able to start your own company. Intel served as as a great role model, he says.

Khosla, Vinod, Career: Learning from Failure Early On 2002-04-24 19

Career: Learning from Failure Early On

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Khosla talks about his early career development. He first tried to do a company in India based on milk from soybeans. He travelled to Carnegie Mellon, and then to Stanford University. He describes why persistence and evangelism are important. Although he was not admitted to Stanford at first, saught more real-world experience, and was not admitted again, through persuasion and persistence, he was finally accepted.

Khosla, Vinod, Taking Risks 2002-04-24 20

Taking Risks

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Launching a start-up is not a rational act. And Khosla, Vinod, a partner in Kleiner, Perkins, Caufield & Byers and former Sun Microsystems CEO, believes that success only comes from those who are foolish enough to think unreasonably. Entrepreneurs need to stretch themselves beyond convention and constraint to reach something extraordinary.

Khosla, Vinod, Build a Company to Change the World 2002-04-24 21

Build a Company to Change the World

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Khosla never intended to be a venture capitalist and still doesn't consider himself as one. He considers himself a venture assistant who has little interest in business other than its necessity for economics and its power to change the world. Khosla loves technology and believes that it drives most of the change that happen in the world.

Khosla, Vinod, Company Building to Change the World 2002-04-24 22

Company Building to Change the World

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Entrepreneurs are far less successful when they are trying to make money--they are much more successful when they have a mission to change the world. No matter what you do, Khosla says, you have to be foolish to do what an entrepreneur attempts. Whatever your value proposition is, it should have the goal of making the world a better place and you should feel passionately about your contribution. If you don't have this and you run into an obstacle, you get stuck. If you are passionate about your product and your message, you can power through problems more easily.

Khosla, Vinod, Role of VC in Valuation 2002-04-24 23

Role of VC in Valuation

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Things aren't ever as good or as bad as we think. Today (2002) is one of the best environments to be an investor. The last three or four years were not a lot of fun--if Khosla went to someone to build a reasonable business, the response he would get was that another company was willing to give more money for less work. He would have to explain that the role of a VC was to help companies develop a real economic model and to give an honest valuation.

Khosla, Vinod, When You Don't Know What You Don't Know 2002-04-24 24

When You Don't Know What You Don't Know

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Where most entrepreneurs fail is on the things they don't know, Khosla says. The biggest problem is when you don't know what you don't know!

Khosla, Vinod, Khosla, Vinod: Envisioning the Future 2002-04-24 25

Khosla, Vinod: Envisioning the Future

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When things are hot, that's not the area to invest, Khosla cautions. There is a surprise element always present where the biggest opportunities lie. Khosla highlights his interests in biology, genetics, nanotechnology and optical technology.

Khosla, Vinod, Any Big Problem is a Big Opportunity 2002-04-24 26

Any Big Problem is a Big Opportunity

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Khosla states that any big problem is a big opportunity. If there is no problem, there is no solution, and no reason for a company to exist. No one will pay you to solve a a problem that doesn't exist, he explains.

Khosla, Vinod, Think Big and Act Small 2002-04-24 27

Think Big and Act Small

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Khosla explains how to think big and act small. He reminds us that part of that process must be done on a belief system. Without a mission or belief system about how to change the world, one will not be successful.

Khosla, Vinod, Technology as Driver of Change 2002-04-24 28

Technology as Driver of Change

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Khosla shares his view on technology-driven entrepreneurship and predicts the growing impact of technology on life, society, and the economy.

Khosla, Vinod, Social Entrepreneurship 2002-04-24 29

Social Entrepreneurship

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In Kleiner Perkins perspective, Khosla argues, the traditional model of giving is broken. Social entrepreneurship and ways to leverage money are very important. Although there is not enough money in the world to solve the world's problems, if you apply and multiply, there are, in fact, solutions to some of these problems. Examples of companies providing these solutions include Gramine Bank and Aprotech.

Khosla, Vinod, Strength of a Team 2002-04-24 30

Strength of a Team

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Khosla states that it is the team that make the company. At Kleiner Perkins, he notes that everyone has learned much from each other. personalities and approaches are diverse and combined to create great strength.

Khosla, Vinod, Juniper Networks: Customer Feedback 2002-04-24 32

Juniper Networks: Customer Feedback

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Khosla talks about how Juniper Networks started, and the role of customer feedback in the product development. There was not one vendor thinking of building an OC48 router for the internet. Juniper perservered and took a risk in the technology, despite the majority of customer feedback.

Khosla, Vinod, Entrepreneurship is the Driving Engine of the Economy 2002-04-24 33

Entrepreneurship is the Driving Engine of the Economy

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Khosla believes that entrepreneurship is the driving engine of the economy. Don't give up on your dream, he says, -entrepreneurship is a passion. Follow your passions and interests!

Khosla, Vinod, Cycles of Fear and Greed 2002-04-24 34

Cycles of Fear and Greed

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Khosla claims that investors only have two emotions: fear and greed. He has seen the trend of investing, which bounces between cycles of fear and cycles of greed.

Khosla, Vinod, Career Development: Go Deep 2002-04-24 35

Career Development: Go Deep

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It is important to use time to get deep expertise, Khosla notes. You need to go much deeper in understanding technology--a bachelor's degree is not enough and will be irrelevant in another 10 years. If you have a goal of entrepreneurship in mind, you must go deep in an expertise in order to advance your career.

Khosla, Vinod, Right Time to Build the Team 2002-04-24 36

Right Time to Build the Team

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From an entrepreneurs point of view, it is a great time (2002) to assemble a team that isn't distracted by money, and is interested in building a real team, and developing a solid business plan.

Khosla, Vinod, Great CEOs Build Great Teams 2002-04-24 37

Great CEOs Build Great Teams

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Great CEOs are people who put great teams together. Kriens, Scott at Juniper is one of the best CEOs Khosla has ever worked with, as well as Bill Campbell. There isn't always one definition of a CEO, Khosla notes, each situation requires a different kind of leader, and each stage of a company has different needs for that leader.

Khosla, Vinod, To Get an MBA, or Not? 2002-04-24 38

To Get an MBA, or Not?

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Khosla feels that an MBA is not the only way to gain experience, it is a way to gain perspective. Real-world experience provides the depth of knowledge you need in a company.

Hawkins, Jeff, What is an Entrepreneur? 2002-10-23 39

What is an Entrepreneur?

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Hawkins, Jeff, co-founder of Handspring, has never thought of himself as an entrepreneur.Being an entrepreneur is not a career choice, he says, but is something you do at certain points in your life because you have to. Hawkins believes entrepreneurship is a means to an end, as opposed to an end in itself.

Hawkins, Jeff, Genesis of Palm Computing 2002-10-23 40

Genesis of Palm Computing

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Hawkins talks about his life, his education and work experience. He started his career at Intel for 3 years and then moved to a start-up that he did not start. While working at the latter he created his first product - first pen-based computer. He soon realised that all personal computing ought to be smaller and simpler. With this thought he started on the path to try and accelerate this shift - and that was the genesis of Palm computing.

Hawkins, Jeff, The Accidental Entrepreneur: Palm History 2002-10-23 41

The Accidental Entrepreneur: Palm History

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Hawkins never really wanted to start a company, he admits. He considers himself an accidental entrepreneur who was approached by two venture capitalists while planning on building a small product.

Hawkins, Jeff, Story of Acquisition: Palm, US Robotics, 3Com 2002-10-23 42

Story of Acquisition: Palm, US Robotics, 3Com

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Hawkins shares his story about how his initial company was continually acquired by larger companies.

Hawkins, Jeff, Spinoff: Handspring 2002-10-23 43

Spinoff: Handspring

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Hawkins shares the various reasons why he and his team finally spun off from 3Com to start Handspring. Although they were reluctant to leave and start a company from scratch, they felt that Palm did not belong in 3Com- a networking company. Palm was the only healthy division in 3Com and they could not continue growing and competing with a financial hand tied behind their backs.

Hawkins, Jeff, Handspring: Envisioning the Future 2002-10-23 44

Handspring: Envisioning the Future

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Hawkins discusses how the cell phone took over mobile devices in the realm of personal computing. He projects where Handspring will go in the future with this transition.

Hawkins, Jeff, Serial Entrepreneurship: Redwood Neuroscience Institute 2002-10-23 45

Serial Entrepreneurship: Redwood Neuroscience Institute

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Hawkins is working on his third start-up. Besides starting Palm and Handspring, Hawkins also followed his passion for theoretical neuroscience, the study of how certain parts of the brain work from an information theory point of view. He started a non-profit research institute called the Redwood NeuroScience Institute. Through this experience, he learned that starting a non-profit is just like starting a business.

Hawkins, Jeff, Profiles of Entrepreneurs 2002-10-23 46

Profiles of Entrepreneurs

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Hawkins does not believe there is a single model for an entrepreneur. Each entrepreneur is unique in their own way, he says.

Hawkins, Jeff, Importance of Experience 2002-10-23 47

Importance of Experience

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It helps to have experience under your belt before you start your own business, says Hawkins. You ought to have experience working for a good management team and give yourself time to have great mentors. You also have to learn to manage growth and success and how to deal with and anticipate bad times. In Hawkin's experience, the vast majority of people that start companies and do so successfully have had past experiences that helped them.

Hawkins, Jeff, Follow Your Passions 2002-10-23 48

Follow Your Passions

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Hawkins, Jeff encourages students to do something they believe in. Business is hard and every company will have its trouble, the only way one gets through these times is if they you a cause and you believe in it. This passion gives momentum to see the bad times through. In his experience, people who started a company for the sake of starting a company failed when the hard times came upon them. At Palm the passion was the product, selling the company was not in contradiction with this passion, but allowed people at Palm to continue making good products. He says that it doesn't matter that the money isn't rolling in, but that we are all excited about what we are doing, and we think its great! This excitement carries companies and people through!

Hawkins, Jeff, Individual vs. Company 2002-10-23 49

Individual vs. Company

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Hawkins stresses that one must separate oneself from work. You are not your company, he says, you are not your product. Your company may fail, your product may fail, but not you, he adds. He stresses the importance of giving credit where it is due.

Hawkins, Jeff, Entrepreneurship is a Means to an End 2002-10-23 50

Entrepreneurship is a Means to an End

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Entrepreneurship is a means to an end, it is not an end in itself. The passion is with the product, Hawkins notes, and succesful entrepreneurs must follow it through.

Hawkins, Jeff, You Can Live a Normal Life 2002-10-23 51

You Can Live a Normal Life

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According to Hawkins, no one remembers the 14 hours at work or the time missed with their kids. What people remember is if they changed the world, if they had a good time in the process, or if they promoted a positive culture. He talks about balance in regards to developing a great product and having a normal life. Hawkins believes that you can do it all and live a normal life!

Hawkins, Jeff, Defining Company Culture 2002-10-23 52

Defining Company Culture

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Hawkins believes you have to be conscious and methodological about your company culture. The culture starts at the top and permeates to the bottom. The culture at palm is a product culture. High integrity is not just internal, but integrity with vendors, suppliers and customers. A lot of companies keep secrets, but the transparency has been very good for Palm, Hawkins points out. A good, solid culture can help a company go through hard times.

Hawkins, Jeff, Difficult Negotiations 2002-10-23 53

Difficult Negotiations

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Hawkins talks about the complicated negotiations with 3COM for the spin off of Palm. Discussions lasted five months and involved investment bankers and board members. Five different proposals were presented to the CEO, including spinning off Palm two years in the future. However, the final decision involved no doors banging, and no storming out of offices. All said and done, Hawkins, Jeff did not want to start a company.

Hawkins, Jeff, Designing Successful Products 2002-10-23 54

Designing Successful Products

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Hawkins, Jeff, one of the founders of Handspring, claims to have witnessed teams of entrepreneurs brainstorming a product just for the sake of the sale, and he criticizes this approach. A good product can only be conjured by a genuine need in the marketplace. If there are no holes to fill, says Hawkins, then there is no point to being an entrepreneur.

Hawkins, Jeff, The Role of Market Research 2002-10-23 55

The Role of Market Research

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Founder of the Palm Hawkins, Jeff shares his story of graffiti, a handwriting recognition software, and the intuitive leap of using a keyboard to show that users can and will adopt to new technology. He elaborates on the role of market research, as well as how to listen to customers and follow your intuition and vision for the future.

Hawkins, Jeff, Work/Life Balance 2002-10-23 56

Work/Life Balance

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Hawkins discusses the balance between work and personal life. He mentions how different people will have differing balance cycles throughout various stages of their life. In this clip, Jeff shares a personal anecdote about balance in his own life.

Hawkins, Jeff, Hawkins: What I Wish I'd Learned in College 2002-10-23 57

Hawkins: What I Wish I'd Learned in College

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Hawkins talks about basic corporate, structural, and employee issues that entrepreneurs often don't learn in class. For example, entrepreneurs should be well-versed in many areas, such as legal, financial, and human resources issues.

Hawkins, Jeff, Establish Strong Human Resources Early On 2002-10-23 58

Establish Strong Human Resources Early On

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When starting a business one tends not to focus on employee issues. Hawkins stesses the importance of laying a strong foundation of human resources from the very beginning. He shares ideas that he feels make sound human resource policies. When you are thinking of compensation between people, he says, you should always imagine that everyone knows everything.

Hawkins, Jeff, Product Development: Importance of Customers and Testing 2002-10-23 59

Product Development: Importance of Customers and Testing

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I never had a technology company, says Hawkins. He believes that products come out of product marketing people who really love and understand products. He asks his employees to use competitor products to learn something from them. The focus should be on what people want and what they need, rather than only on technology.To build a successful product one has to innovate continuously, focusing on what people do and not what they say. And if you build a product, use the thing yourself.

Hawkins, Jeff, Portable Technologies 2002-10-23 60

Portable Technologies

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Hawkins talks on the importance and inevitability of portablity. With portability comes small size, low cost, simplicity and the need for less power. With wireless networks on their way to becoming very inexpensive, Hawkins envisions a T1 line with high horse power and large memory in the pocket! The need for portability will make the item in your pocket the center of your universe, he says. He notes that there will be obstacles, but believes that this shift is inevitable.

Roizen, Heidi, Introduction: Mobius Venture Capital 2002-01-16 61

Introduction: Mobius Venture Capital

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Heidi Roizen, managing director for Mobius Venture Capital, explains that Mobius Venture Capital has $1.5 B under management in current fund, $1 B in prior fund, and 100 active portfolio companies. There are ten VCs at Mobius who invest mostly in software, communication, wireless, next generation and web services, she says.

Roizen, Heidi, Investing Climate in 2002 2002-01-16 62

Investing Climate in 2002

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In an interview with Forbes magazine, Roizen projects what will happen in 2002. Mobius Venture Capital is excited to move forward. Since the bubble of 2001, companies that should have died have died, and those that are struggling are beginning to gain some traction.

Roizen, Heidi, Why Be an Entrepreneur Now? 2002-01-16 63

Why Be an Entrepreneur Now?

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Roizen notes some of the opportunities available for up-and-coming entrepreneurs: 1) There is still a tremendous amount of capital. Mobius, in 2002, had $500 M - $8 M left to invest in one fund, 2) There is rationality for the market with respect to hiring, office space and expectations of people to work with, 3) Company valuations are still pretty high, 4) Collaborative efforts between entrepreneurs and VCs, and VCs with other VCs, are strong5) Working with a VC is the one time in your life you have someone working for you and paying you at the same time.

Roizen, Heidi, Working with Venture Capitalists 2002-01-16 64

Working with Venture Capitalists

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Roizen talks about what she would look for in a VC. From her perspective, acquiring a VC is the only time you're getting someone to work for you and pay you at the same time. She recommends people populate their investor pool with VCs who will add value to their company.

Roizen, Heidi, What Has Changed in Today's Investment Culture? 2002-01-16 65

What Has Changed in Today's Investment Culture?

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Previously, Roizen says it used to take three years for startups to reach liquidity; now the time frame is five to seven years. As a result, she recommends startups get to know the VC well and trust them because they will be working with the VC for many years. Now as an entrepreneur, she says, you have to work for a living!

Roizen, Heidi, An Attractive Team Has Youth AND Grey Hair 2002-01-16 66

An Attractive Team Has Youth AND Grey Hair

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It is important that the startup team have experience - a combination of grey hair and youth is good, says Roizen. VC's have learned that it is not wise to fund a team with only college students, but older people cannot get funding without youth. VC's are looking for a technology to exploit with a team of individuals comprised of young and experienced members.

Roizen, Heidi, Bootstrapping: Still a Great Way to Raise Money 2002-01-16 67

Bootstrapping: Still a Great Way to Raise Money

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Roizen talks about the importance of bootstrapping and maintaining control of the company in the early stages. Not only do entrepreneurs have to work for a living, they also have to make the money raised last for a longer time. When capital became easily available, Roizen notes that people stop making money the old fashion way: by working. If you make profit, you don't need other people to invest in your company, she says.

Roizen, Heidi, The Advantages of Profit 2002-01-16 68

The Advantages of Profit

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Heidi Roizen explains the advantages of using existing profits to fund new ideas, as the resulting startup is not beholden to anyone else. She also states the importance of attracting venture capital, but only at the appropriate time in a company's development.

Roizen, Heidi, Raising Venture Capital Today: Barbell Syndrome 2002-01-16 69

Raising Venture Capital Today: Barbell Syndrome

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Roizen believes startups should have venture capital, but at the right time and used judiciously. She talks about the Barbell syndrome, where startups raise money for the first and last rounds, but not the rounds in between. It is very difficult to raise these middle rounds, which allow startups to treat money better.

Roizen, Heidi, A Common Mistake: Treating VC money as Your Own 2002-01-16 70

A Common Mistake: Treating VC money as Your Own

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Roizen thinks that one of the biggest mistakes companies made in their hayday was considering VC money as their own. Entrepreneurs forgot they had to pay back their investments. If there is any value that gets created as a result of the entrepreneurs sweat and VC money, she says, then the VC's get the money back first.

Roizen, Heidi, Pay Back Time 2002-01-16 71

Pay Back Time

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Roizen believes terms are more important than a startup's valuation. One of the biggest mistakes entrepreneurs can make is to sell part of the company, think they've made a few million dollars, and then forget to factor in the investment from VCs, she says.

Roizen, Heidi, VC's Are Open For Business 2002-01-16 72

VC's Are Open For Business

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Roizen gives an inside glance at what VCs hopes to invest in. Her company, Mobius, is looking to invest in various fields from nanotechnology to component level architecture, to systems and wireless space.

Roizen, Heidi, VC Startup Relationship 2002-01-16 73

VC Startup Relationship

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Roizen makes it clear that VCs will not give all the money up front. It is important for startups to set milestones, and develop a relationship with a VC, she says. At Mobius, VCs collect data on all portfolio companies on a weekly basis to best understand their companies. They do so to improve their companies' performance.

Roizen, Heidi, Small and Large Funds 2002-01-16 74

Small and Large Funds

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Roizen talks about performance and limited partners in venture capital. Smaller funds on the most part are suffering. A large funds success depends on what a startup's past performance has been.

Roizen, Heidi, Watching How People Handled the Downturn 2002-01-16 75

Watching How People Handled the Downturn

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Roizen says VCs look at how companies behaved during the downturn. Mobius was upfront with their LPs about where they stood and this paid back. Entrepreneurs that were gracious and upfront will be backed again, she notes.

Roizen, Heidi, What Do the LP's Believe? 2002-01-16 76

What Do the LP's Believe?

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Roizen reveals how much limited partners believe in their investment plans. LPs invest in VCs like VCs invest in entepreneurs. Market performance alone is not the only criteria, but she recommends not messing up two funds!

Roizen, Heidi, Timing is Everything 2002-01-16 77

Timing is Everything

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Timing is everything when starting a company, Roizen says. Mobius raised their money in a good time and now have a lot of gas in the tank, she notes. Some companies needed money in June 2001 when people were not answering phone calls. She considers this an example of bad timing.

Roizen, Heidi, Why Take Venture Capital? 2002-01-16 78

Why Take Venture Capital?

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Roizen talks about her experience in taking venture capital. She learned that if one can use venture funds judiciously to raise the inflection point, then it makes sense to do it. For her, it was an economic decision. Other reasons to take VC money involve credibility issues. Customers want to see that you have partners and money in the bank to prove that you will be around, she says.

Roizen, Heidi, The M&A Market 2002-01-16 80

The M&A Market

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Roizen believes the M&A market has always been a primary source of liquidity. She explains why big companies examine burn rate and ways to cut cost before they purchase smaller companies who may not be breaking even.

Roizen, Heidi, Picking vs. Running 2002-01-16 81

Picking vs. Running

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Roizen believes the biggest impact VCs can have is recruiting. At Mobius, she says, they have four fulltime recruiters to find the right people for all their companies. VCs also call the issues, and thus play a very critical role.

Roizen, Heidi, Successful Teams and Ventures 2002-01-16 82

Successful Teams and Ventures

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The most successful teams and ventures demonstrate passion and the ability to solve problems and create solid business plans, Roizen says. Yet, they were not in it to get wealthy. The strength of the team was their cohesiveness, she says.

Roizen, Heidi, The Best Money: Customer Money 2002-01-16 83

The Best Money: Customer Money

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Roizen talks about the importance of customers. She shares a story where an entrepreneur identified a problem, took time to develop a solution, and got real customers to pay him to make the product.

Roizen, Heidi, What Numbers Do VC's Look At? 2002-01-16 84

What Numbers Do VC's Look At?

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Roizen believes that in the VC business, most companies fail. Therefore, the rare successes of their portfolio companies has to be big. Often you hear 10X, i.e. you should see 10 times your capital coming back, she says. It is also calculated as dollars in, dollars out, or internaI rate of return (IRR). The Mobius fund today has an IRR of 90%. Roizen notes you will almost never hear a VC use IRR.

Roizen, Heidi, Tips For a Good Pitch 2002-01-16 85

Tips For a Good Pitch

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Heidi Roizen provides tips for giving good pitches. First, focus on getting to the next step. The day you come in for an hour-long meeting, she says, plan on a 20 min. presentation (no more); get to the value proposition in 5 minutes; be articulate; manage the meeting; show experience and establish credibility.

Ramdas, Kavita, Definition of Entrepreneurship 2003-04-13 216

Definition of Entrepreneurship

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Kavita Ramdas, President and CEO of the Global Fund for Women, defines entrepreneurship by looking to the roots of the French language. She found two words: "entre" and "prendre" that suggest the act of immersion into something that also takes hold of you.

Ramdas, Kavita, The Story of Global Fund for Women 2003-04-13 217

The Story of Global Fund for Women

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Kavita Ramdas, President and CEO of the Global Fund for Women talks about the organization as a classic Silicon Valley story taking birth in a kitchen in 1987. The organization provides seed and strengthening capital for social entrepreneurs who are working for change.

Ramdas, Kavita, Early Investors in Global Fund for Women 2003-04-13 218

Early Investors in Global Fund for Women

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Early investors in Global Fund for Women were Bill Hewlett, David Packard, Esther and Walter Hewlett, says Ramdas. These were people who understood that you could take a risk on a small organization getting started in a kitchen, the Global Fund for Women, she explains.

Ramdas, Kavita, Distributing Capital: Using an Exisiting, Well Informed Network 2003-04-13 219

Distributing Capital: Using an Exisiting, Well Informed Network

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One of the premises of the way the Global Fund for Women thought about distributing capital to social entrepreneurs was that there already existed a network of people who knew where critical things were happening on the ground, says Ramdas.

Ramdas, Kavita, Women Drive Change in Their Circumstances and Communities. 2003-04-13 220

Women Drive Change in Their Circumstances and Communities.

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Ramdas reveals that she was attracted to the work of the Global Fund because women were doing things to both change their own circumstances, and also to transform what existed in their own communities. She was amazed that there was an organization that was willing to put the resources directly into the hands of women.

Ramdas, Kavita, Challenging the Traditional Model of Philanthropy 2003-04-13 221

Challenging the Traditional Model of Philanthropy

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The Global Fund for Women was not started by wealthy women. It was started by three working women who were deeply committed, passionately immersed, in a notion that you could promote social change by investing in women. It does not require a lot of money to invest in philanthropy for social change.

Ramdas, Kavita, Women's Issues 2003-04-13 222

Women's Issues

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Entrepreneurs don't just pick one issue to work on. Ramdas addresses the fact that there is no singularity in women's issues. Issues related to women are across all segments. She quotes the same by giving examples of HIV AIDS, war and economic development.

Ramdas, Kavita, Examples of Social Entrepreneurs 2003-04-13 223

Examples of Social Entrepreneurs

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In social entrepreneurship, many issues are blended and need to be addressed together. Ramdas shares two examples of social entrepreneurs very close to her heart. She talks about entrepreneurship being the willingness to work and assume risks at the same time for implementing changes in the society.

Ramdas, Kavita, The Current Need For the True Spirit of Entrepreneurship 2003-04-13 224

The Current Need For the True Spirit of Entrepreneurship

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Kavita Ramdas, President and CEO of the Global Fund for Women stresses that the United States is presently in a secure position and stable than most other parts of the world. She believes that it is right time to build the true spirit of entrepreneurship. She stresses that civilizations from other countries are all a part of the global community.

Ramdas, Kavita, The Universality of Human Rights 2003-04-13 225

The Universality of Human Rights

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Ramdas answers the questions, "How to approach womens' rights in other countries, without seeming an activist?"; "What are the universalities of human rights?" GFW has found that women in their respective countries are extremely good judges of what issues are most important, what risks are involved, and the best ways to address these problems without creating direct confrontation or conflict. They often fund groups of women, rather than individuals. Women's issues that are the most controversial around the world include: lesbian rights, reproductive health, abortion rights.

Ramdas, Kavita, Sense of Being a Global Citizen 2003-04-13 226

Sense of Being a Global Citizen

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Ramdas's father was in the military, and her mother was a social activist. The family was a middle-class Indian family, yet privileged to be in such a position. As a result of her upbringing, Ramdas has a combination of seeking structure/order and an urge to constantly question authority. The family moved often, and she developed a strong sense of what it meant to be a global citizen.

Ramdas, Kavita, Sustainability for Non-Profit Organizations 2003-04-13 227

Sustainability for Non-Profit Organizations

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Kavita Ramdas, President and CEO of The Global Fund for Women (GFW) understands the importance of sustainability for its grantees because it must also be a sustainable organization. GFW helps grantees by discussing up front ways for strengthening and expanding funding in communities. She stresses that sustainability is not to be confused with creating a profit-making venture. GFW also perceives that funding should continue over longer periods of time and groups should be encouraged to diversify funding base, build more capacity, engage with others in the community.

Ramdas, Kavita, A Different Kind of Philanthropy 2003-04-13 228

A Different Kind of Philanthropy

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The Global Fund for Women believes there is room for a different kind of philanthropy to exist in other parts of the world. In most parts, there is a huge division between those who have and those who do not have. Those with wealth do not tend to see investment in development as part of their responsibility. Ramdas notes that this is thinking that must change.

Ramdas, Kavita, vs. International Philanthropy 2003-04-13 229

vs. International Philanthropy

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Global Fund for Women CEO Kavita Ramdas talks about financial contributions for the greater good both ly and internationally - and that here in the US we give a very small percentage of our income to remedy the world's concerns. Ramdas cites the gap that exists between how much people think our government should be giving to global relief - 15-20 percent of our national income - but that less than 1% actually makes its way outside the United States.

Ramdas, Kavita, Measure of Success in Philanthropy 2003-04-13 230

Measure of Success in Philanthropy

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How do philanthropies measure success? The Global Fund for Women makes general support grants, not project support grants. This is a huge issue in philanthropy, because general support grants are much harder to measure.

Ramdas, Kavita, Grantee Selection Criteria for Global Fund for Women 2003-04-13 231

Grantee Selection Criteria for Global Fund for Women

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The Global Fund for Women (GFW) is overwhelmed with requests for grants-3,000 every year, in many languages, says Ramdas. International advisors give feedback on priorities for social areas in their communities. GFW also have a basic set of criteria -- is it a group of women instead of an individual, do they have a clear articulation of how they will challenge women's positions within that society? GFW doesn't give a grant until they have an endorsement from the ground, she says.

Ramdas, Kavita, Grass Roots Work vs. Philanthropic Work 2003-04-13 232

Grass Roots Work vs. Philanthropic Work

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Ramdas considered work in grass roots versus at the philanthropic level. One of the things that pushed her to reflect on that decision, was where she could best use her skills and how they would lead to the best results.

Kawasaki, Guy, 1954-, Garage Technology Ventures Introduction 2003-02-19 266

Garage Technology Ventures Introduction

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Kawasaki, Guy, Managing Director of Garage Technology Ventures, provides a description of Garage Technology Ventures and their services. These include: mergers & acquisitions, investment banking, and venture capitalism. He also describes what Garage Technology Ventures looks for in startups.

Kawasaki, Guy, 1954-, The Importance of a Good Presentation 2003-02-19 267

The Importance of a Good Presentation

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Kawasaki talks about how he uses a top 10 format for Powerpoint presentations and thinks that most presentations are terrible. For example, he says either the presentations are too long, Powerpoint is used poorly, or the font is too small to read.

Kawasaki, Guy, 1954-, Entrepreneurs: Then and Now 2003-02-19 268

Entrepreneurs: Then and Now

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Kawasaki provides advice about foundation, priorities, financing, key employees, getting the word out, leveraging resources, scope, business development, raison d'etre, and the big picture. For example, a few years ago, cleverness was the priority, he says. Today, expertise in technology is important and entrepreneurs should be thinking of making the world a better place, he adds.

Kawasaki, Guy, 1954-, Passion vs. Money 2003-02-19 269

Passion vs. Money

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Whatever you build, says Kawasaki, it's about passion, and less about money. Your goals should be about changing the world, or making the world a better place, he says. He also talks about his experience growing up thinking that money was the most important thing in life. He advises students to study abroad and to spend as much time learning as possible.

Kawasaki, Guy, 1954-, Silicon Valley 4.0 2003-02-19 270

Silicon Valley 4.0

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What does Silicon Valley 4.0 look like? Kawasaki does not consider himself a visionary, but he does see changes in the future. For example, he believes everything will be wireless and have an IP address.

Kawasaki, Guy, 1954-, 10 Ways Silicon Valley 4.0 Will Not Happen 2003-02-19 271

10 Ways Silicon Valley 4.0 Will Not Happen

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In Kawasaki's opinion, he discusses the 10 reasons why Silicon Valley 4.0 will never happen.

Kawasaki, Guy, 1954-, Listen to Customers 2003-02-19 272

Listen to Customers

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Listen to your customers and your noncustomers, emphasizes Kawasaki. People who are not your customers are going to buy your product and use it in ways that you would not expect, he says. It is a good thing to see people using your product in a way you didn't intend means that your product means something to them, he adds.

Kawasaki, Guy, 1954-, Selling the Dream 2003-02-19 276

Selling the Dream

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Kawasaki talks about the essence of Selling the Dream, his new book. You need evangelists, those who sell your dream, he says. The way to get others to believe in your dream is to show them you're making the world a better place, he adds. Kawasaki uses Google as an example of a company that has changed the world and has evangelists supporting their cause and spreading the word.

Kawasaki, Guy, 1954-, To Get an MBA or Not? 2003-02-19 277

To Get an MBA or Not?

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Kawasaki shares his thoughts on whether or not to get an MBA. The problem with an MBA he says is that you believe you are being taught how to manage, and he generally thinks it is impossible to learn how to manage in school. The only way to learn how to manage, according to him, is to do it in the real-world.

Kawasaki, Guy, 1954-, Ideas: What Makes Them Successful? 2003-02-19 278

Ideas: What Makes Them Successful?

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What is the difference between a brilliant idea that is successful and a brilliant idea that is not successful? Kawasaki believes that luck, timing and karma are the keys to success. Karma has to do with whether your product will ultimately make the world a better place, and he believes that the best technologies really do survive.

Kawasaki, Guy, 1954-, Do What You Love and the Money Will Follow 2003-02-19 279

Do What You Love and the Money Will Follow

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Kawasaki thinks that companies like Nordstrom, Audi, and Nike make the world a better place. His advice: don't start a business because you think that's what's hot. You should study and do what you love, he says. He can't promise you that the money will come, he does promise that if you start a company simply for the money, you will probably end up miserable.

Kawasaki, Guy, 1954-, Education: Importance of Peers 2003-02-19 280

Education: Importance of Peers

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The most valuable part of your education is your peers-network, says Kawasaki. He recommends that students develop and maintain relationships while they are in school.

Neeleman, David, 1959-, JetBlue: Life as a CEO 2003-04-30 281

JetBlue: Life as a CEO

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David Neeleman, CEO of JetBlue, tries to fly at least once a week, and makes a point to let the customers and crew know that he's aboard and ready to work and hear feedback. He describes a full day of traveling, listening to customers, asking questions, and learning from customers and crew members. JetBlue defines all employees as crew members, and all passengers as customers.

Neeleman, David, 1959-, Ticketless Travel 2003-04-30 282

Ticketless Travel

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Neeleman talks about how technology is very important and has revolutionized many things in the airline industry. At JetBlue, we call technology high-tech, high-touch. You need to be able to do both.

Neeleman, David, 1959-, High-tech, High-touch 2003-04-30 283

High-tech, High-touch

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JetBlue uses technology to become more efficient, to lower costs, says Neeleman. Today at JetBlue, we book 71% of our bookings over the internet, he says. We can't ever forget that there is a human aspect to our business, he adds.

Neeleman, David, 1959-, History of Travel Industry 2003-04-30 284

History of Travel Industry

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Neeleman talks about how JetBlue has been able to succeed in a really bad industry. The airline industry has lost more money than it has ever made. In the beginning of human transportation, be it steam ship lines or railroads, there are very few companies who have survived. It has never been good business to move people. It was with that backdrop that Neeleman decided that he wanted to start an airline.

Neeleman, David, 1959-, Neeleman on Southwest 2003-04-30 285

Neeleman on Southwest

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Neeleman has had a lot of experience in airline industry--starting with Morris Air, and then selling to Southwest. Southwest was a beacon that was out there--it had a market cap of all the major airlines combined.

Neeleman, David, 1959-, Seeing Failure as Opportunity 2003-04-30 286

Seeing Failure as Opportunity

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Neeleman tells the story of his first startup failure during college, and the airline partner he was working went out of business. He shortly thereafter received a call from June Morris, who encouraged him to come and build Morris Air. Morris Air grew and prospered, and was sold to Southwest for 130 $M, with Neeleman as the second largest shareholder at the time.

Neeleman, David, 1959-, Building a Company: Building a Legacy 2003-04-30 287

Building a Company: Building a Legacy

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I build companies, it's what I love to do, says Neeleman. I want to build a legacy--something that will last for a long time, he says. We came up with a simple model of bringing humanity back to air travel, and making a difference, he adds. Becoming a better company, being the best in a really bad industry, is his mission.

Neeleman, David, 1959-, Take Care of Your Employees 2003-04-30 288

Take Care of Your Employees

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Neeleman talks about how Herb Kelleher of Southwest had a strange saying: "I don't care about my shareholders, I only worry about my employees." In 32 years, Southwest has never laid off an employee. Neither has JetBlue, which has only been around for several years, but has experienced September 11th and a war. We have learned that it is all about taking care of our people, he says.

Neeleman, David, 1959-, Creating A Customer Experience 2003-04-30 289

Creating A Customer Experience

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Neeleman shares an experience he received by asking for feedback about of the airlines business from a class of business students. He emphasizes the importance of a customer's experience.

Neeleman, David, 1959-, JetBlue: Defining Organizational Structure and Culture 2003-04-30 290

JetBlue: Defining Organizational Structure and Culture

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What does JetBlue think about organizational structure? We thought about how we would hire, train, set expectations and monitor to make sure this was actually happening, says Neeleman. We train employees well, and empower them and compensate them well, he adds.

Neeleman, David, 1959-, JetBlue: Employee Incentives and Rewards 2003-04-30 291

JetBlue: Employee Incentives and Rewards

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Neeleman points out that JetBlue pays employees more than standard wages at United Airlines. They use technology to be more efficient, to spend less money in other areas. Much of the pay that employees receive is incentives. For example, pilots and flight attendants who fly over 70 hours each month receive time and 1/2. About 20% of compensation last year was based on the success of the company. In the 2nd full year of operation, over $17 M was given back to employees, which is 15 1/2%. We have an ability to give people an upside in the company based on their performance, he says.

Neeleman, David, 1959-, Training Employees: Defining Organizational Culture 2003-04-30 292

Training Employees: Defining Organizational Culture

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Neeleman talks about how he tells his employees a simple formula for success: Show up to work, on time, with a good attitude. Take care of your fellow workers. If you set that expectation level, and are consistent, and model the behavior you expect, the employees then model it for each other, he adds. Neeleman also tells the story of the Southwest pilots who were fired for flying naked in the cockpit.

Neeleman, David, 1959-, Training and Accountability 2003-04-30 294

Training and Accountability

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Neeleman talks about how JetBlue has to continually take the temperature of the company and its employees. We have to model the values that we want to see in our employees, and make sure they feel they are being respected, he says. To monitor performance, JetBlue gives surveys for employees. Preliminary results show 72% of employees completed the survey. We scored just below world-class scores, and will now review all the feedback and make action plans for improvement, he says.

Neeleman, David, 1959-, Listening to Employees 2003-04-30 295

Listening to Employees

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In 2002, we received negative feedback from employees regarding the leadership within the company, says Neeleman. We realized that there was not a leadership training program--we weren't training the managers to be the conduit for the company culture as we brought on new people, so we implemented a leadership program with 5 principles of leadership, he says.

Neeleman, David, 1959-, Establishing Organizational Values 2003-04-30 296

Establishing Organizational Values

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Neeleman believes that it is really important to set the tone and culture of the organization from the top. These include principles of the organization, such as safety, caring, fun, integrity and passion, he says.

Neeleman, David, 1959-, Examples of Great Companies: Role Models 2003-04-30 297

Examples of Great Companies: Role Models

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Neeleman talks about how Sam Walton, founder of Walm-Mart, figured out that knowledge in distribution, price points, and that little human touch would revolutionize retail. He also mentions Dell Computer as another example--computers are a really bad industry right now, but Dell manages to offer low prices, and offers great customer service and personalization. Nucor steel has been successful in the steel industry. JetBlue appears to model the successes of these companies, he says.

Neeleman, David, 1959-, Customer Feedback 2003-04-30 298

Customer Feedback

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JetBlue has comment cards on board of every plane for customers to complete while on the plane. We survey our customers through the internet, and manage the email feedback we receive, says Neeleman. This information is shared with all the employees through JetBlue's intranet.

Neeleman, David, 1959-, Competition and Pricing 2003-04-30 299

Competition and Pricing

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Neeleman believes the success of JetBlue to this point is the company's price points. I pray for the day our competitors can match our fares, he says. Currently, competitors are desperate to gain back market share and have been undercutting prices. The success of JetBlue is because of loyal customers. We have somehow been able to levitate above a commodity business, as Dell or WalMart have done well during bad industries, he adds.

Neeleman, David, 1959-, Execution of Strategy is Key 2003-04-30 300

Execution of Strategy is Key

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Neeleman believes execution of the strategy is key. You must, as a leader, be able to expose yourself to your employees and ask for feedback, he says. You must be able to answer when you are wrong, or don't know the answer, he adds. These are very simple concepts, but are very difficult to execute on a daily basis.

Neeleman, David, 1959-, How Does IT Differentiate JetBlue? 2003-04-30 301

How Does IT Differentiate JetBlue?

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How does IT differentiate Jet Blue? Neeleman on things they are doing well: We decided to roll out a frequent flyer program, but held on long enough to make sure it was completely implemented and managed online--we don't send anything out via mail. JetBlue has 10 or 15 people available via telephone to deal with problems, and 700,000 members online. Neeleman on things JetBlue should improve: checking people in using technology, increasing functionality on the web.

Neeleman, David, 1959-, Defining the JetBlue Experience 2003-04-30 302

Defining the JetBlue Experience

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We spent 4.5 years defining the customer experience, and we tried to put our money into things that mattered to people. Food is one example: I have never heard a single soul say that they haven't had a good meal, and so they'll book an airline ticket. This year, we'll serve 10 million customers. If we'd spent $5 on a meal for each customer, we'd have spent $50 million of food that wasn't appreciated. So we use humor to inform people that there won't be full meals, and we provide snacks at 17 cents apiece. We knew that televisions would be memorable. I remember one of the happiest days when we were starting JetBlue was when we found the companie who installs direct TVs in planes. I wanted to give people control on an airplane. The cost of implementing the televisions was a fraction of the cost of serving full meals. Cleaning the airline was another example. And helping customers put bags away, to improve the gateway time.

Neeleman, David, 1959-, Does Your Company Matter? 2003-04-30 303

Does Your Company Matter?

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Some said to me recently, If your business were to disappear today, would anyone miss it? Would your customers miss it? Your employees?... The most rewarding part of my job is when people--employees and customers--come up to me and thank me for starting JetBlue. If your company matters to others, you will be fulfilled.304,David Neeleman"

Neeleman, David, 1959-, JetBlue: Establishing Organizational Structure and Culture 2003-04-30 304

JetBlue: Establishing Organizational Structure and Culture

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JetBlue's secrets for success: Hire and train great people, develop purpose, vision and values. Establish organizational culture, listen to customers and employees. Cultivate leadership. Provide incentives to employees.

Tilenius, Stephanie, Introduction 2003-10-29 317

Introduction

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Lynn Reedy, senior vice president of product, development and architecture at eBay, sets the stage for the talk about eBay, its history, leadership and how to be successful at a high growth company.

Tilenius, Stephanie, eBay: The World's Online Marketplace 2003-10-29 318

eBay: The World's Online Marketplace

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Reedy shares a commercial that is going to air later in the week. She talks about eBay's vision - providing a global online trading platform - and the value proposition - making inefficient markets efficient by bring back the fun and the passion.

Tilenius, Stephanie, eBay Statistics: Usage and Revenue 2003-10-29 319

eBay Statistics: Usage and Revenue

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Reedy talks about eBay's site statistics - on an average day a vehicle is sold every 2 minutes, a car part or accessory sold every 3 seconds, diamond jewelry sold every 83 seconds, and timberland shoes sold every 10 minutes. eBay brings buyers and sellers together, she says. The company has 83 million registered users with net revenue pf $531M in Q3 2003.

Tilenius, Stephanie, Global eBay 2003-10-29 320

Global eBay

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Reedy talks about eBay's global presence in over 27 countries. eBay has partial ownership in some companies, she says. Eighteen countries were running an eBay platform in 1998, for example, when eBay was only operating in the US.

Tilenius, Stephanie, eBay Volume Statistics 2003-10-29 321

eBay Volume Statistics

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Reedy explains that eBay has 670 million page views a day, 120 million searches, and 4 billion database calls. She talks about how eBay uses a special platform to handle this large volume.

Tilenius, Stephanie, What Are the Three Key Factors in eBay's Success? 2003-10-29 322

What Are the Three Key Factors in eBay's Success?

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Reedy talks about the three key factors in eBay's success: 1) A great idea 2) A great business model without sales force or inventory 3) A management team that ensured eBay was at the right place at the right time.

Tilenius, Stephanie, Right People, Right Time, Right Behavior 2003-10-29 323

Right People, Right Time, Right Behavior

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Reedy talks about a key principle that the CEO instilled in the management of the company: the right people at the right job at the right time with the right behavior. A company should have the flexibility to change people as it grows and needs people with different skills, she says. Managers should mentor their employees and focus on career development, she adds.

Tilenius, Stephanie, Develop the Right Strategy 2003-10-29 324

Develop the Right Strategy

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Reedy explains that another principle instilled in the people at eBay is to develop and execute the right strategy at the right time. If you execute the wrong strategy at the wrong time, you will not have success, she adds.

Tilenius, Stephanie, Execute With a Vengeance 2003-10-29 325

Execute With a Vengeance

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Reedy talks about the importance of rapid execution with integrity and confidence: executing with a vengeance. Another important principle, she says, is to keep the community front and center in the decision making. The founder understood the power of the community and till this day the community is at the center of everything that eBay does, she adds.

Tilenius, Stephanie, Keep the Community Front and Center in Decision-Making 2003-10-29 326

Keep the Community Front and Center in Decision-Making

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Reedy talks about how eBay uses the community and their feedback for every new feature they develop. eBay is not a product but a platform, she says.

Tilenius, Stephanie, Be Flexible 2003-10-29 327

Be Flexible

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Reedy talks about the importance of being flexible. In a high growth company, like eBay, opportunities arise everyday and if a company is not flexible it will miss these opportunities, she says. Similarly, as issues arise, eBay is flexible and willing to tackle these issues, she adds.

Tilenius, Stephanie, Engineering Principles at eBay 2003-10-29 328

Engineering Principles at eBay

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Reedy talks about what the success in the engineering organization of a high growth company is. The business has two levers: the website, which is the product, and the product enhancements that eBay does as well as the marketing. The engineering group is pragmatic and focuses on value. Time to market is very important. The technology is made for the business and for the future, she says,and is flexible and continuously improves.

Tilenius, Stephanie, Auction for America: Teamwork at its Best 2003-10-29 329

Auction for America: Teamwork at its Best

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Reedy talks about how the eBay team came to the rescue in September 2001. The team was given only three days to launch The Auction for America, which required 20 hours alone for coding and additional time for testing. One hundred people worked on this over the weekend and they had the product one hour before the deadline. No one said we can't do this, she says. The teams had to collaborate and work together to get this done.

Tilenius, Stephanie, Continuously Improve 2003-10-29 330

Continuously Improve

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Reedy talks about how eBay continuously improves. She gives examples from within eBay to illustrate how they execute improvement.

Tilenius, Stephanie, Leadership Characteristics at eBay 2003-10-29 331

Leadership Characteristics at eBay

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Reedy talks about the leadership characteristics at eBay - understanding the eBay DNA, always creating a compelling sense of purpose, setting clear objectives, building a strong team, knowing how to prioritize, how to multi task and understand when you need to have a sense of urgency, diving deep and solving problems quickly, making and meeting commitments, leading and not being a victim. As a leader, she says, you have to have the right strategy and then execute.

Tilenius, Stephanie, Acquisition: eBay and Auctionco 2003-10-29 333

Acquisition: eBay and Auctionco

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Stephanie Tilenius, vice president and general manager for merchant services at PayPal, an eBay company, shares in detail the story of the acquisition of Auction Co, a successful company in Korea. This brings to life management characteristics and values and execution, she says. Tilenius defines the situation, the process within eBay, and eBay's response to a different market place.

Tilenius, Stephanie, Saving a Failing Acquisition: eBay, Auctionco and Project Golden Bell 2003-10-29 334

Saving a Failing Acquisition: eBay, Auctionco and Project Golden Bell

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Tilenius continues with the story of the acquisition and Project Golden Bell. A SWAT team was formed to find the right answer,she says. There were 3 platforms and 3 pricing strategies, which the SWAT team reduced to one platform and one pricing strategy. She talks about how they moved to an eBay auction model and restructured Auction Co. while understanding the new community.

Tilenius, Stephanie, Global Acquisitions: Lessons Learned 2003-10-29 335

Global Acquisitions: Lessons Learned

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Tilenius talks about the lessons learned as eBay has grown. These include: 1) How to execute and maintain focus 2) Setting the bar very high 3) Doing things fast to maintain momentum 4) Listening to the community 5) Acting with integrity and confidence.

Tilenius, Stephanie, What Did eBay Do Differently Early On to Ensure Success? 2003-10-29 336

What Did eBay Do Differently Early On to Ensure Success?

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Pierre Omidyar, the founder of eBay, had a sense of community, says Tilenius. He constructed a process of feedback to make it easier for two strangers to buy and sell. Having been an entrepreneur before eBay, Omidyar was thinking creatively about how to get profitability. The feedback system was his way of getting out of the middle. At every stage he found ways of letting the community run itself so that the company could become profitable from the beginning.

Tilenius, Stephanie, eBay vs. Yahoo! in Japan: What Would You Do Differently? 2003-10-29 337

eBay vs. Yahoo! in Japan: What Would You Do Differently?

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Tilenius talks about eBay's late launch into Japan when Yahoo! was already Number One in Japan with 500,000 listings. This made it difficult for eBay and they made the decision to exit. We believe that you have to be number one in the market or it isn't worth investing in, she says.

Tilenius, Stephanie, PayPal: A Payment Platform for eBay 2003-10-29 338

PayPal: A Payment Platform for eBay

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Reedy talks about how eBay views PayPal. PayPal is a payment platform while eBay is the auction platform and hence the two coexist very well. Tilenius talks about the integration of PayPal into eBay. They plan to keep it as a separate platform because the vision is to have PayPal the payment platform for the entire web. In the long term they will try to integrate what they have at eBay and PayPal to create an end to end e-commerce solution.

Tilenius, Stephanie, eBay and PayPal: Going Global 2003-10-29 339

eBay and PayPal: Going Global

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eBay is in 28 countries and the company is looking into cost effective ways to enter new markets, says Reedy. PayPal will attack Europe next year. Typically, eBay, being global, can enter new countries easily; in the case of PayPal it will take more effort. When making an acquisition eBay lets the business strategy define the process or platform. Over time they look for ways to move the country onto the platform as long as it does not put the country or the business model at risk.

Tilenius, Stephanie, Branding: Why eBay? 2003-10-29 340

Branding: Why eBay?

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Reedy tells the story of the brand name eBay. The founder,Pierre Omidyar, wanted to call the website "echobay" but it was taken, so he went with eBay.

Tilenius, Stephanie, Strategy: Growth of eBay 2003-10-29 341

Strategy: Growth of eBay

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Reedy explains how a company goes from 3 billion to 30 billion. eBay has less that 1% of the retail market in most cases. Management believes that eBay should do more of the stuff that they are already doing. eBay will expand to new countries and work at categories like business and industrial. The company plans to achieve this goals of 30 billion using its platform and by learning from the buyers and sellers, she adds.

Tilenius, Stephanie, eBay and Wireless Trading 2003-10-29 342

eBay and Wireless Trading

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Tilenius talks about how eBay has the technology for wireless integration but the demand for wireless notices is not high enough. In Germany they have a wireless provider who sends users messages if they have been outbid, she says. Besides Korea and Germany, other countries do not have high penetration for wireless trading, she adds.

Tilenius, Stephanie, eBay: Areas for Improvement 2003-10-29 343

eBay: Areas for Improvement

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An important area for improvement is cross-border trade, which includes shipping, customs and language translation, says Tilenius. Creating businesses around eBay to continue to grow the trading community (e.g. Auction Drop) is also important. Some of the key questions the company attempts to answer are: How do we convince people of the safety of the site, and how do we make it easier to use?

Tilenius, Stephanie, eBay's Future: Cross-Border Trading 2003-10-29 344

eBay's Future: Cross-Border Trading

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Tilenius talks about the long term plan of eBay, which is to have a language translator so that there is one platform and one user ID to trade across borders. eBay has not found the technology to do this yet, she says.

Tilenius, Stephanie, eBay: ization 2003-10-29 345

eBay: ization

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eBay has about 5000 pages that must be ized, says Tilenius. Hence, eBay plans to reduce pages, keeping the important functionality and making it easier to go from country to country. However, the countries where eBay is present have more similarities than differences. Thus, eBay only has to be customized in a few areas, including language and message boards, she adds.

Thompson, John, Changes in Enterprise Software: 2002-2004 2003-05-23 346

Changes in Enterprise Software: 2002-2004

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Returning to talk at Stanford after two years, John Thompson, chairman of the board of directors and chief executive officer of Symantec Corporation, talks about the changes in the technology sector and the enterprise software space.

Thompson, John, Retooling the Infrastructure of Your Company 2003-05-23 347

Retooling the Infrastructure of Your Company

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Slow down in capital spending has had a profound effect on the enterprise software companies, says Thompson. Symantec has made tremendous investments to retool infrastructure of the company in the last 2 years to scale the business. This story is being replayed time and time again in the valley, he says. With capital spending decreasing, companies are adopting new models - software as a service. There is no right answer and model; it is a function of the nature of the business you are in, he notes.

Thompson, John, Customers Must Drive Your Business Model 2003-05-23 348

Customers Must Drive Your Business Model

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Thompson talks about customers being the main driving force behind the business and business model. He gives examples from Symantec about the need to be close to customers. He also focuses on the need to concentrate on the business needs over the business model.

Thompson, John, Customer Diversity is Essential 2003-05-23 349

Customer Diversity is Essential

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Thompson stresses the need for customer diversity. Software companies that were dependent on Fortune 1000 companies for their business suffered when their niche clients also suffered in the economic downturn. If a company is to survive challenging economic times, companies must have a diverse customer base, he says. Symantec brings stability to its business by serving individual customers as well as the largest governments and corporations. It brings essential geographic diversity by deriving 51% of its business from outside the US.

Thompson, John, You Cannot Stop Spending on Innovation 2003-05-23 350

You Cannot Stop Spending on Innovation

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John Thompson states a company must never stop spending on innovation, even in challenging times. When Symantec's customers had no way to measure the effectiveness of the security technology they deployed, the company chose, amidst a difficult period, to spend a large percentage of revenue to build a portfolio of tools that would become industry standards.

Thompson, John, Security Business Post-9/11 2003-05-23 351

Security Business Post-9/11

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Thompson talks about how the most significant event for the security space was not 9/11 but it was 9/18. That is the day a dangerous virus, nimda, hit.

Thompson, John, To Hedge or Not to Hedge? 2003-05-23 352

To Hedge or Not to Hedge?

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We don't use hedging, says Thompson. We have a typical planning process; we assume when we exit a quarter that the dollar will be same in the next quarter, he adds.

Thompson, John, Envisioning the Future: John Thompson 2003-05-23 353

Envisioning the Future: John Thompson

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Thompson talks about how the cheapest form of growth is organic growth. We will be in the market again soon, he adds.

Thompson, John, Identifying Opportunities: Intrusion Detection 2003-05-23 355

Identifying Opportunities: Intrusion Detection

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Intrusion detection is the next big opportunity, says Thompson. However, it is 10% the size of the antivirus market, and is therefore relatively small. First generation intrusion detection technology was very difficult to deploy and manage he notes. Now these customers, especially those in the financial space, want intrusion prevention technology. Migration from software to hardware is first driven by desire to improve line speed. Thompson talks about ways in which many companies are adopting this model. Symantec chose an alternate model because it is primarily a software company.

Thompson, John, Stick to Core Mission, Focus, and Keep It Simple 2003-05-23 356

Stick to Core Mission, Focus, and Keep It Simple

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John Thompson talks about the key driver at Symantec - product focus.To meet this goal, the enterprise was forced to make difficult decisions, including purging products that were not core to their network-centric vision. The result was that hiring and partner relationships, among other things, became much more streamlined.

Thompson, John, Pervasiveness and Execution: Staying Ahead of Competitors 2003-05-23 357

Pervasiveness and Execution: Staying Ahead of Competitors

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Amateur hackers are mainly knowledgeable about the windows environment, says Thompson. But professional hackers can hack into anything. Symantec welcomes the giants like Intel and Microsoft into the space. According to Thompson, the Netscape phenomenon was a product of the arrogance of youth that is not prevalent in the country boys at Symantec.

Thompson, John, What is the History of Security Software 2003-05-23 358

What is the History of Security Software

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Going back to 1998, Symantec was best known for Norton utilities and Norton anti-virus, says Thompson. When he arrived in 1999, right after windows 1998 was launched. Symantec had had a bad series of quarter. In his first 100 days, he looked at the company product portfolio and found products that were not of strategic value. The brightest star was Norton anti-virus. Symantec had viewed itself as a consumer oriented desktop software company. Coming from IBM, Thompson decided that Symantec would be an enterprise security company. He went about acquiring technologies around the security theme. Symantec used these acquisitions to retool the company. However, the market was not mixed enough and they couldn't get the enterprise multiple. At this point, Symantec decided to do a billion dollar transaction that became the catalyst for changing all the business processes. It finally moved to being an enterprise focused security company.

Thompson, John, Acquisition and Growth for Symantec 2003-05-23 359

Acquisition and Growth for Symantec

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Thompson talks about how Symantec was looking at changing from a software business to a content business. He shares the history about the marriage between Symantec and other companies that they have acquired over the years.

Thompson, John, Competition: Network Association vs. Symantec 2003-05-23 360

Competition: Network Association vs. Symantec

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On Network Association as competition, Thompson thinks that the final chapter on both the companies is not written. However, he does believe that execution at Symantec is better and the customer base is more diverse. While Network Association was capturing the enterprise market, Symantec were concentrating on diversifying their customers. Now Symantec is doing better in the enterprise and consumer space. That said, Thompson stresses that one can never count a company out.

Thompson, John, Will Symantec Expand to Include Transaction-Based Security Products? 2003-05-23 361

Will Symantec Expand to Include Transaction-Based Security Products?

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Thompson says that is possible to include transaction-based security products, but it is not probable because this would mean working in the domain of the big giants like MS .NET, Sun, Cisco etc. Part of the problem is that security has been an after-thought. In the future, they will become more a part of application design. Many web server based and platform based companies will have to integrate that more tightly into their solution set. Thompson would rather focus on infrastructure and let them focus on transaction.

Thompson, John, Measuring Success: You Measure What Matters 2003-05-23 362

Measuring Success: You Measure What Matters

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Thompson says that at Symantec, they measure what matters. Every one at Symantec knows what is being measured and managed and how they should behave in the contest. He stresses that in today's environment, it is not about managing results but about leading teams across a company. Managing implies you know what the outcome is that you want, and leading implies that you are going to inspire people to do things that they didn't think they could do, he says. In conclusion, Thompson reiterates that a company should measure what matters and reward people handsomely for the results.

Kaplan, Jerry, Five Biggest Mistakes That Entrepreneurs Make 2003-10-01 364

Five Biggest Mistakes That Entrepreneurs Make

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Jerry Kaplan, serial entrepreneur, executive, technical innovator, and author, elaborates on the five biggest mistakes that entrepreneurs make: 1) Having unclear goals and an unclear mission.2) Trying to prove that they are smart.3) Greed - doing it for money.4) Hiring people that they like rather than people that they need.5) Not knowing when to let go.

Kaplan, Jerry, What are the Best Qualities of Successful Entrepreneurs? 2003-10-01 365

What are the Best Qualities of Successful Entrepreneurs?

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According to Kaplan the best qualities of successful entrepreneurs are: 1) They believe that they can make a difference.2)They have a passion for making things happen. They don't just sit around talking, they go out there are make it happen.3) They have unjustifiable optimism. They believe they can succeed in the face of evidence proving the contrary.4) Tolerance for uncertainty.5) Genuine concern for other people.

Kaplan, Jerry, Five Critical Skills That Entrepreneurs Need 2003-10-01 366

Five Critical Skills That Entrepreneurs Need

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Kaplan talks about the five critical skills that entrepreneurs need: 1) Leadership: ability to build consensus in the face of uncertainty 2) Communication: ability to keep a clear and consistent message 3) Decision-making: knowing when to make a decision 4) Being a good team player: knowing when to trust and when to delegate 5) Ability to telescope: to focus in on the details and then move back to the bigger picture.

Kaplan, Jerry, Companies Have personalities 2003-10-01 367

Companies Have personalities

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Kaplan talks about companies having personalities that reflect the personalities of the founders. If you know Bill Gates, you know Microsoft, he says. Entrepreneurs should think about what personality they want the company to have and what personality they themselves have as the founder.

Kaplan, Jerry, Recruiting People to Sell for You 2003-10-01 368

Recruiting People to Sell for You

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Sales skills and very important and can mean many different things depending on what you are selling, says Kaplan. However, an entrepreneur doesn't necessarily need to have these skills, they should be able to attract people with these skills. The important skill for an entrepreneur is to know what you are good at and what you are not good at, he notes.

Kaplan, Jerry, Timing is Important: The Same Idea Can Have Different Fates 2003-10-01 369

Timing is Important: The Same Idea Can Have Different Fates

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Kaplan says that every idea is repeatedly proposed. Timing of an idea is very important and very difficult to call. This involves enabling technologies, customers and trends in the investment industry to come together. He gives examples from TiVo and Amazon. An idea does not stand alone independent of timing and the investment industry, he adds.

Kaplan, Jerry, Types of Risks 2003-10-01 370

Types of Risks

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Kaplan talks about the different kinds of risks (market, financial and technical) that an entrepreneur faces when starting a company. The trick is to get the risk out as soon as possible. If your product is not obvious to the market you must go out into the market and explain it to them, he says. He shares the example of TiVo.

Kaplan, Jerry, Story of Startup: The Book 2003-10-01 371

Story of Startup: The Book

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Kaplan talks about his books. He wrote Startup" from his experiences. He has written another book which has not been published yet. It is a "business to business romance"."

Kaplan, Jerry, The Best Time to Start a Company is When Nobody Thinks it's Possible 2003-10-01 372

The Best Time to Start a Company is When Nobody Thinks it's Possible

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Kaplan talks about how most people will work on an idea for a company for 2-3 years before they get the money. The best time to start a company, he notes, is when everybody thinks it is impossible.

Kaplan, Jerry, Who Are Your Top Leaders? 2003-10-01 373

Who Are Your Top Leaders?

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Kaplan talks about who his best leaders are, including Bill Gates, a character from a book, and Jeff Bezos, founder of Amazon.

Kaplan, Jerry, personality of a Company: Establishing Culture and Values Early On 2003-10-01 374

personality of a Company: Establishing Culture and Values Early On

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In companies, like children, personality is set early and expresses itself differently through the years but it doesn't change, says Kaplan. Entrepreneurs should establish values and culture early on and to remember that these values reflect the values of the founders, he adds.

Kaplan, Jerry, Envisioning the Future: Microsensor Technology 2003-10-01 375

Envisioning the Future: Microsensor Technology

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Kaplan is working on some really "wacky" things. According to him, the next big wave is going to be in Microsensor technology. This will enable people to use technology to do things that don't seem possible. He designed and built a home automation system which narrates whatever is happening. He has basically integrated information from multiple sensors.

Kaplan, Jerry, Transitioning from R&D 2003-10-01 376

Transitioning from R&D

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Kaplan talks about how roles change within a company when a transition from R&D happens. A vice president of sales when you are trying to get 3 test customers is not a good executive if you are planning to expand to different regions and have a large sales force, he says. You must keep in mind that when transitioning and scaling up, you might have to change management and get in the heavy hitters with experience, he adds.

Musk, Elon, Career Development 2003-10-08 377

Career Development

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Elon Musk, co-founder, CEO, and chairman of PayPal, shares his background: He was accepted into Stanford but deferred his admission to start an internet company in 1995. His company was zip2 which helped the media industry convert their content to electronic medium. Then, he sold the company for over $300 million and never came back to Stanford.

Musk, Elon, Founding of Paypal 2003-10-08 378

Founding of Paypal

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After his company zip2, Musk started exploring other opportunities on the web. He realized that money required low bandwidth and there was not enough innovation in the financial industry. Musk shares how he arrived at the idea of PayPal.

Musk, Elon, Success Through Viral Marketing: PayPal 2003-10-08 379

Success Through Viral Marketing: PayPal

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Musk talks about how PayPal is a perfect case of viral marketing where one customer acts as a sales person by sending money to a friend and hence recruiting another customer. By the end of the second year, PayPal had a million customers with no sales force and no advertising budget, he says.

Musk, Elon, Selling the Company: Paypal to eBay 2003-10-08 380

Selling the Company: Paypal to eBay

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Musk talks about how PayPal went public in 2002 February. Shortly thereafter a deal with eBay was struck, he says.

Musk, Elon, Opportunities in Space: Mars Oasis 2003-10-08 381

Opportunities in Space: Mars Oasis

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Early in 2002, Musk started doing some research on space. Every other sector where technology was used had improved dramatically but he did not understand why space exploration not done so. He talks about the idea behind project Mars Oasis" and his visits to Moscow to buy a Russian launch. Following his visit he put together a group of experts to study the feasibility of making lower cost launches in the US."

Musk, Elon, Space Travel Today 2003-10-08 382

Space Travel Today

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Musk talks about the problems with space exploration in the US in the 22nd century. The long term plans are to have something cheaper and safer. In Russia, it is safer and cheaper and they have a better track record. They are constrained however by the weakness of the Russian economy. China is expected to launch their first person into space this month, becoming the third country to put a person into the orbit. They have great ambitions and are planning to set up a space station on Mars and eventually sending humans to Mars. In the US, once enterprises enter this space with an entrepreneurial spirit, Musk hopes to see the same growth seen in the internet. Musk talks about efforts that are already in the pipe line.

Musk, Elon, Positioning and Competition: Space Travel 2003-10-08 383

Positioning and Competition: Space Travel

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There is quite a lot of capital entering the entrepreneurial space sector, says Musk. He shares some models of competitor vehicles and talks about the differences between them and the SpaceX vehicle. The long term goal is to build human transportation vehicle. He talks about the first SpaceX launch, which will happen in 2004.

Musk, Elon, Startup Successes: Comparing Zip2 and Paypal 2003-10-08 384

Startup Successes: Comparing Zip2 and Paypal

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Musk talks about the common themes between zip2 and PayPal. Both companies had software and internet technology at the heart, were in Palo Alto, CA, took similar approach to growing (building small talented teams), and had a typical silicon valley flat structure. These companies did not worry too much about IP and paperwork - they were focused on building a great product. Often it is better to pick a path and do it than to vacillate on which path to follow, Musk notes.

Musk, Elon, Viral Marketing 2003-10-08 385

Viral Marketing

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The essence of viral marketing is making one customer sell to the other, says Musk. Instances of this include Friendster, hotmail, PayPal. The customer must love the product experience to recommend it, he notes.

Musk, Elon, Challenges in the Space Industry 2003-10-08 386

Challenges in the Space Industry

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The space industry has a very complicated regulatory structure and this has been the biggest obstacle, says Musk

Musk, Elon, Why is Space Travel So Expensive? 2003-10-08 387

Why is Space Travel So Expensive?

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According to Musk, some causes of the high costs in space exploration are: The energy to launch a rocket into space is very high, all the calculations have to be right and this is very expensive given the low launch rate. His final analysis is that rockets should be a lot cheaper and presently there are a lot of inefficiencies.

Musk, Elon, Customer Base: Paypal vs. SpaceX 2003-10-08 388

Customer Base: Paypal vs. SpaceX

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Musk talks about the difference in the customer base of PayPal and SpaceX: PayPal is a consumer product and SpaceX sells rockets, which have very few customers. SpaceX involves individual selling process and no viral marketing.

Musk, Elon, Qualities of an Entrepreneur 2003-10-08 389

Qualities of an Entrepreneur

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According to Musk, successful entrepreneur come in all sizes, shapes and flavors. Some things that are important are an obsessive nature with respect to the quality of the product, and really liking what you do, he says.

Musk, Elon, History of SpaceX 2003-10-08 390

History of SpaceX

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Musk talks about how Space X is comprised of 30 people. They outsource all the heavy machining like welding etc. There are no lawyers at SpaceX and Musk explains why.

Musk, Elon, Career Development: To MBA or Not? 2003-10-08 391

Career Development: To MBA or Not?

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Musk discusses the role that business school can play for an entrepreneur as well as the possibility of learning outside of school. According to him the, the important principle is to be dedicated to learning what you need to know - whether that be in school or empirically.

Musk, Elon, Reducing Company Costs: Paypal and SpaceX 2003-10-08 392

Reducing Company Costs: Paypal and SpaceX

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Musk talks about how SpaceX is reducing the cost of launch vehicles. The focus is on every element of the vehicle and this has involved hundreds of small innovations as well as reducing overheads. In the case of PayPal, there were back office relationships that had to be established but everything was done in parallel, thus saving time.

Musk, Elon, Patents and Paypal 2003-10-08 393

Patents and Paypal

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PayPal did have a few patents but nothing that really mattered, says Musk. He acknowledges the necessity of patents in certain industries but industries like software, where the lifecycle is rapid do not need IP.

Musk, Elon, Space Mining vs. Human Space Flight 2003-10-08 394

Space Mining vs. Human Space Flight

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Musk thinks that establishing a base on the Moon or on Mars is an enormous opportunity, on a trillion dollar level.

Musk, Elon, Government and Space Travel 2003-10-08 395

Government and Space Travel

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Musk talks about the restrictions on space travel due to the government involvement. He shares some examples of these restrictions.

Musk, Elon, What is the Right Time to Sell? 2003-10-08 396

What is the Right Time to Sell?

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Musk talks about how PayPal had a number of offers but they undervalued the companies and so they went public to get an objective valuation of the company. eBay had made a good offer after the IPO, says Musk. Another reason to sell to eBay was the long term risk of losing to the eBay payment platform, he adds.

Musk, Elon, History of Zip2 2003-10-08 397

History of Zip2

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Musk started by writing some small software over the summer and eventually started talking to some publishing companies who developed interest.

Musk, Elon, Decreasing Costs in Space Travel 2003-10-08 398

Decreasing Costs in Space Travel

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Musk talks about how there's no one area where costs were reduced in space travel, rather it was every decision across the board. The focus was on simplicity--and simplicity reduces costs. For example, fewer components means fewer components to repair, and to purchase, as well as to test. The avionics vehicles communicate via ethernet--while not novel, it is unheard of, compared to other systems that use cables, he says. In addition, overhead at a 30 person company is much cheaper than at Lockheed or Boeing, he notes.

Musk, Elon, Space Travel is Not for the First-Time Entrepreneur 2003-10-08 399

Space Travel is Not for the First-Time Entrepreneur

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Musk does not recommend space travel to a first time entrepreneur. It is better to start with something that requires low capital.

Ringold, Gordon, What is an Entrepreneur? 2003-02-26 400

What is an Entrepreneur?

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Gordon Ringold, CEO of the Glaxo-Wellcome Group's Affymax Research Institute, shares what he thinks an entrepreneur is - someone who says, I can do it. Not you can do it

Ringold, Gordon, Importance of Passion 2003-02-26 401

Importance of Passion

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To be an entrepreneur you need to have passion for what you are doing and this will lead to other opportunities, says Ringold

Ringold, Gordon, Being an Entrepreneur in Industry vs. Education: Team vs. Individual 2003-02-26 402

Being an Entrepreneur in Industry vs. Education: Team vs. Individual

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Ringold talks about the fundamental differences between sole entrepreneurship in the academic setting versus entrepreneurship in an industry setting: a change in dynamics from a sole activity, to teamwork from different disciplines to solve fundamental problems. Industry has learned this long before the academic environment - that you need to bring people together from various industries and disciplines, with different skill sets to solve fundamental problems, he says. It is rare that a fundamental problem, which leads to an applied product can be solved by a team of engineers only. It is the intersection of disciplines that leads to innovation and discovery - teams need to be built of different disciplines and skill sets in order to be most effective, he adds.

Ringold, Gordon, Types of Company in Biotech 2003-02-26 403

Types of Company in Biotech

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Ringold discusses in detail two ways of categorizing companies. Type A companies have found a solution for a fundamental problem. Technology or new approaches have been invented to help solve that problem. Type B companies, like Genentech, use old technologies in novel applications.

Ringold, Gordon, History: From Bayer to Affymax 2003-02-26 404

History: From Bayer to Affymax

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Ringold talks about the idea behind and the history of combinatorial chemistry to accelerate the process of drug discovery. He then talks about a technology that was invented for a different purpose but was eventually applied to the specific problem of broadly monitoring the expression of gene sequences giving birth to Affymetrix.

Ringold, Gordon, Biotech: Collaboration vs. Competition in Developing Affymax 2003-02-26 405

Biotech: Collaboration vs. Competition in Developing Affymax

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Ringold talks about the decision to move away from being a technology based company at Affymax to applying the technology to pharma because of the relatively small life of a leading technology. Because of lack on internal infrastructure, they decided to sell the company and put it into the hands of a bigger company that had the infrastructure and expertise to use the technology. After a global search, Glaxo bought Affymax, he says.

Ringold, Gordon, Pharmaceutical Companies: Challenges in Developing New Therapeutic Products 2003-02-26 406

Pharmaceutical Companies: Challenges in Developing New Therapeutic Products

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Ringold talks about how the pharmaceutical industry is built on failure and inefficiency and has a small success rate. This recognition led to Surromed. The low success rate is driving the consolidation of companies, which is giving rise to mega players. Now a blockbuster product has to be a multibillion product. This can only change with a change in the processes it uses. New biotech companies are starving for funding and cash, he notes.

Ringold, Gordon, Funding Challenges in Today's Market 2003-02-26 407

Funding Challenges in Today's Market

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Ringold thinks that biotech companies are fighting the consequences of what to place in the bubble of dotcoms. The bubble was not based on reality. Now it is hard for good companies to get funding, he says.

Ringold, Gordon, History of Maxygen 2003-02-26 408

History of Maxygen

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Ringold partnered Alex Zaffaroni, a pioneer in the biotechnology and pharmaceutical industry, to help start biotech companies. The upshot was, they started Maxygen, run by CEO Russell Howard. This is a derivative company, using a technology invented for one purpose being applied to a whole host of other problems, says Ringold.

Ringold, Gordon, History of Surromed 2003-02-26 409

History of Surromed

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Ringold talks about Surromed's goals: 1) To improve the use of existing drugs and diagnostics 2) Right medicine for the right patient in the right dose at the right time. Ringold talks in detail about the limitations of diagnostic techniques and drug use today and how Surromed tries to find a solution to some of the problems. He shares a report by McKinsey which summarizes the status of drug discovery.

Ringold, Gordon, Biggest Pharmaceutical Products in Industry Today 2003-02-26 410

Biggest Pharmaceutical Products in Industry Today

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Ringold informs us that drugs for lowering blood pressure and those to lower cholesterol are among the leading pharmaceutical products today--and these are not treating a disease. The fundamental opportunity lies in the surrogate market, he says.

Ringold, Gordon, How to Operate in a Downturn Economy 2003-02-26 411

How to Operate in a Downturn Economy

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Surromed has had to adapt its business plan, downsize the company, and pair down numbers of diseases, says Ringold. Things are very different from when they started the company. To be stronger when markets open up and to start a company today, one must build slowly and be flexible, he notes.

Ringold, Gordon, When and How are Patents Important? 2003-02-26 412

When and How are Patents Important?

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Ringold talks about how patents are critical in different ways in different stages of a company. Patents in the early stage are very important to get a competitive edge. Ultimately, patents that are most valuable are those on composition and matter, he says.

Ringold, Gordon, Change the Business Plan in Response to a Changing Environment 2003-02-26 413

Change the Business Plan in Response to a Changing Environment

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Surromed had to change their business plan due to two reasons, says Ringold: 1) External climate 2) Lack of potential partner interest. All good startups will adapt the business plan in their life, he notes. For example, Surromed shifted to a product revenue generating model. They started to provide a service to make money which they could invest in their own discoveries. The company moved from generating equity capital to generating revenue.

Estrin, Judy, Perspective on IT Market 2003-05-14 415

Perspective on IT Market

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Estrin, Judy, co-founder of several technology companies, introduces her talk about her perspective of the IT market and lessons learned as an entrepreneur.

Estrin, Judy, Think in Terms of Cycles 2003-05-14 416

Think in Terms of Cycles

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Estring talks about how it is important for entrepreneurs to think in terms of cycles. There are many different kinds of cycles, such as economic and technology cycles, she notes. Silicon Valley, in the last decade, seems to have forgotten about cycles. We began to believe that everything was up, and nothing would come down, she adds.

Estrin, Judy, Technology Cycles Start with a Breakthrough Innovation 2003-05-14 417

Technology Cycles Start with a Breakthrough Innovation

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Estrin declares that technology cycles have to start with a break-through innovation, something significantly disruptive. When it happens we don't know it is a break-through technology, she notes. In time, however, applications are built around this technology, she adds.

Estrin, Judy, Three Cycles in IT Network 2003-05-14 418

Three Cycles in IT Network

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Estrin talks about the three cycles in IT networks: 1) Enterprise productivity cycle 2) Connecting people 3) Connecting devices.

Estrin, Judy, Three Cycles in IT Network: Enterprise Productivity, Connecting People, Connective Devices 2003-05-14 419

Three Cycles in IT Network: Enterprise Productivity, Connecting People, Connective Devices

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Estrin talks about the three parts of the IT cycle, particulary the enterprise productivity cycle. Enterprises have changed the way they did business. They use the internet to communicate with others, bringing IT to small and medium businesses. Enabling technologies have fueled this cycle, which is in its maturation phase, where IT is in minimal demand and there is over capacity.

Estrin, Judy, The Internet is not a Business 2003-05-14 420

The Internet is not a Business

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Enterprises use the internet to connect with partners and customers in new ways, says Estrin. This differs from the bubble part of the dotcom in that the bubble was driven by people who thought the internet was a business, she notes.

Estrin, Judy, Collaborate with Dominant Vendors 2003-05-14 421

Collaborate with Dominant Vendors

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Estrin talks about how dominant vendors are vendors that are so strong in their market that it is hard for a start up to work around them. It is great to partner with them and very hard to go up against them, she adds.

Estrin, Judy, personal Connectivity Cycle 2003-05-14 422

personal Connectivity Cycle

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Estrin talks about the personal connectivity cycle. The cycle of connecting people is the notion of people being able to connect to each other and connect to information anywhere. This means true mobility and ubiquitous, high bandwidth connectivity, she says. The enablers of this cycle are economic and behavioral. From an IT demand perspective, she explains, the real win is in the consumer devices and services and not in the IT infrastructure. Related issues are business models (walled garden, AOL vs. seamless systems, Internet), affordable broadband to the home, and making technology easier to use. The consumer market is not an easy market for a startup to begin with and to innovate in, she notes.

Estrin, Judy, Connecting Embedded Devices Cycle 2003-05-14 423

Connecting Embedded Devices Cycle

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Estrin talks about how the last cycle is about connecting embedded devices, as opposed to connecting computers. The real win in this is when we can build a completely new architecture for networks that are self-configuring, she says. Interesting work in academia is targeting this area. She talks about technology enablers in this cycle and the focus on low power, and not performance.

Estrin, Judy, How to Survive in a Downturn Economy 2003-05-14 424

How to Survive in a Downturn Economy

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Estrin talks about the key things that entrepreneurs can do to adapt to the climate today: 1) Adjust the business model and expenses. 2) Ask yourself, can I afford to run this business at critical mass? 3) Look for areas of incremental growth. 4) Lead with tight execution skills and flexibility.

Estrin, Judy, The Role of the Startup is to Create a New Market 2003-05-14 425

The Role of the Startup is to Create a New Market

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Innovation will drive the next cycle, says Estrin. Startups don't succeed in validated markets; the role of startups is to create a new market, she says. As an entrepreneur, you have be able to take that risk in an unvalidated market, she adds.

Estrin, Judy, History of Packet Design: Importance of Adapting 2003-05-14 426

History of Packet Design: Importance of Adapting

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Estin talks about the history of Packet Design and how it adapted to the downturn in the economy. Packet Design started in 2000 as a technology company with the idea of bringing researchers and developers together under the notion that they would work on 5-6 projects and either spin out or license technologies. This model was successful for 3 years, but after that more money was needed as there was no licensing business.

Estrin, Judy, The Role of Luck in Startups 2003-05-14 427

The Role of Luck in Startups

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Start ups are difficult and risky, says Estrin. Lots of combined skills are necessary. Attention to details, hard work and a lot of luck play an important role in the success of a company, she says. The environment is risk averse today--customers, funders and employees. Start ups have to be creative and find alternative funding, she adds.

Estrin, Judy, Reaching Critical Mass in Tough Times 2003-05-14 428

Reaching Critical Mass in Tough Times

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Estrin explains how it is difficult to reach critical mass in a tough economic environment, which prevents startups from growing enough to compete. She gives a personal example of Precept attempting to enter the market, but not reaching critical mass by the time Microsoft entered the market as well.

Estrin, Judy, It's a Long Haul to Liquidity 2003-05-14 429

It's a Long Haul to Liquidity

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The consumer market is not a very friendly market for startups, says Estrin. It can be a 5-7 year deal and not a 2-year cycle. It is a long haul to liquidity, she notes, but the good news is that rent is cheaper. It is important to build a strong foundation a brick at a time.

Estrin, Judy, It's Not Just About the Money 2003-05-14 430

It's Not Just About the Money

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Estrin emphasizes the reality of entrepreneurship sometimes being about money. But she rebukes that entrepreneurship can never be JUST about the money.

Estrin, Judy, Confidence vs. Arrogance 2003-05-14 431

Confidence vs. Arrogance

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There is a fine line between confidence and arrogance, says Estrin. You have to have confidence in order to take risks, she notes. After successes, it is important to make sure the confidence does not change to arrogance. Arrogance indicates that you are not listening to customers, employees and the market. Beware the fine line, she warns.

Estrin, Judy, Marketing and Learning from Customers 2003-05-14 432

Marketing and Learning from Customers

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Estrin explains how it is important not to confuse marketing with reality. Know when you are marketing and know what is real. Make sure you listen to real customer input, she cautions.

Estrin, Judy, A Good Leader Must be Flexible 2003-05-14 433

A Good Leader Must be Flexible

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Estrin emphasizes that a good leader and entrepreneur should have flexibility--flexibility in dealing with people and navigating through changes in plans. Estrin thinks that this is a hard time and environment for startups, but that should not prevent people from being entrepreneurs. Big companies must embrace entrepreneurial thinking.

Estrin, Judy, Exit Strategies Now and Then 2003-05-14 434

Exit Strategies Now and Then

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Exit strategies are less clear than they use to be to 10 years ago, says Estrin. She talks about the cycles that exit strategies went through. IPO and acquisitions are both tough in today's market. People need to have patience and plan for time to liquidity, she adds.

Estrin, Judy, Self-Configuring Architectures 2003-05-14 435

Self-Configuring Architectures

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Estrin talks about how the hurdles for self-configuring architecture are a combination of new communication architecture, semi-conductor technology that can drive low power devices, new fuel sources, and from a software perspective, new communications architecture.

Estrin, Judy, Consumer Markets are Difficult for Startups 2003-05-14 436

Consumer Markets are Difficult for Startups

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Estrin explains the reasons the consumer market is hard for startups is: 1) The amount of marketing dollars to reach the consumer directly is larger than startups can afford 2) It takes a lot of alliances to be successful and this is hard for a startup to do

Yock, Paul G., The Accidental Entrepreneur 2003-01-22 437

The Accidental Entrepreneur

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Paul Yock, Co-Chair of Stanford's Department of Bioengineering and Director of the Stanford Program in Biodesign, describes himself as an accidental tourist in entrepreneurship. He talks about his love for technology innovation.

Yock, Paul G., Biotech Bay: The Other Silicon Valley 2003-01-22 438

Biotech Bay: The Other Silicon Valley

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Yock talks about the Biotech bay - the other Silicon Valley, and how the products offered are based on the science of genetics. Medtech focuses on instruments, equipments, and is not a trivial market sector, he says. The Bay has titans like J&J, Guidant, and Boston scientific, for example. There is significant start up funding into the Medtech sector. Half to two thirds of venture funding for Medtech goes into Northern California, he adds.

Yock, Paul G., Biotech: Interface Between Industry and University 2003-01-22 439

Biotech: Interface Between Industry and University

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Yock talks about the interface between the universities and the industry. He talks about the rich MedTech environment at Stanford and other universities.

Yock, Paul G., Cardiovascular Disease vs. Bioterrorism 2003-01-22 440

Cardiovascular Disease vs. Bioterrorism

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Yock focuses on cardio vascular disease, which is a very profound disease - it is the # 1 killer in the western world. About half of all Medtech companies have to deal with cardio vascular diseases, he says.

Yock, Paul G., Beginning of Less Invasive Cardiac Techniques: Charles Dotter 2003-01-22 441

Beginning of Less Invasive Cardiac Techniques: Charles Dotter

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Yock tells the story of how less invasive cardiac techniques got started. He shares a video clip from Charles Dotter, better known as crazy Charlie

Yock, Paul G., History of Balloon Angioplasty Catheter: Thomas Fogarty 2003-01-22 442

History of Balloon Angioplasty Catheter: Thomas Fogarty

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Yock continues the story about a non-invasive cardiac technique and how it quickly had a Stanford connection. Thomas Fogarty, a surgeon at Stanford, worked with Charles Dotter and soon developed another technology - the Balloon Angioplasty Catheter.

Yock, Paul G., Coronary Angioplasty: Andreas Geruntzig 2003-01-22 443

Coronary Angioplasty: Andreas Geruntzig

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Yock talks about the fundamental problem of applying the balloon technology to dilating the heart narrowing. The balloon was too compliant. He talks about the development of a balloon that actually worked.

Yock, Paul G., Guidewire Catheter: John Simpson 2003-01-22 444

Guidewire Catheter: John Simpson

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John Simpson, a Stanford trainee in cardiology, thought the catheter system didn't work so he worked in his kitchen in Menlo Park to develop a catheter that is easier to use. He used a guidewire to travel down into the coronary artery . With money from Fogarty and Ray Williams, an angel investor, he started a company called ACS, which grew into Guidant.

Yock, Paul G., Mentoring Changed My Life 2003-01-22 445

Mentoring Changed My Life

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When Yock started getting involved in training, he worked with John Simpson and the mentoring changed his life. One thing that was starting to become clear in mid 80's was that there was a problem with angioplasty - arteries were narrowing at an alarming rate. Hence surgical procedure had a 40% recurrence rate. Yock started to focus on the need to visualize during a surgery and hence the need to get inside the blood vessel. With Simpson, Williams and Fogarty, Paul started a company with technology that went inside the artery and saw in high resolution. He talks further about this technology.

Yock, Paul G., Testing Medical Devices and Overcoming FDA Hurdles 2003-01-22 446

Testing Medical Devices and Overcoming FDA Hurdles

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Yock talks about his company and his experience with the FDA and a Norwegian government official who approved their technology very quickly.

Yock, Paul G., Restentosis and Stents: Just in Time Design 2003-01-22 447

Restentosis and Stents: Just in Time Design

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Yock talks about how over the years the technology improved and the problem of re-narrowing of blood vessels could be addressed. He shares the reasons of this re-narrowing - the blood vessels shrink. He further discusses the solution that he and other doctors have employed.

Yock, Paul G., Using Stents as Drug Delivery System 2003-01-22 448

Using Stents as Drug Delivery System

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Yock talks about further developments moving from radiations to using drugs with the stents as a carrying mechanism. This is a blockbuster idea which has dropped the recurrence rate from 20% to essentially 0.

Yock, Paul G., Opportunity: How to Cover Economic Loss from Stent Use? 2003-01-22 449

Opportunity: How to Cover Economic Loss from Stent Use?

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Yock mentions a problem - there is a tremendous diseconomy because loss per stent has gone up. There will be serious economic trouble with this new technology, he says.

Yock, Paul G., Medtech: What's Going on in Region and at Stanford 2003-01-22 450

Medtech: What's Going on in Region and at Stanford

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Yock comments about what is going on in the region and at Stanford in the Medtech sector. Things that make up regional advantage in this sector are very similar with what is being studied in different industries, he says. A network of expertise has now been setup in this area.

Yock, Paul G., Interdisciplinary Biomed Education and Clark Center at Stanford 2003-01-22 451

Interdisciplinary Biomed Education and Clark Center at Stanford

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Yock talks about next generation of Medtech and biotech innovation at Stanford. The idea behind the Clark Center is to put something physically at the interface between school of engineering, school of medicine and H&S and draw people in to start interdisciplinary collaboration between the sciences. The new department of Bio-engineering, under both school of engineering and medicine, will be housed here. Yock also talks about the BioX program at Stanford.

Yock, Paul G., Identify the Need: Invention and Being Contrary 2003-01-22 452

Identify the Need: Invention and Being Contrary

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Yock declares that the key is to identify needs correctly. He suggests that one finds an area of strong consensus among thought leaders--and then do something different.

Yock, Paul G., MedTech: Keep it Simple 2003-01-22 453

MedTech: Keep it Simple

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Yock states that the most important thing he learned in his in whole career was that in medtech, you have to keep it simple. The reason is that people in MedTech seem to have less skill, and even less patience than a typical kid in an 8th grade shop class.

Yock, Paul G., Patents Dominate MedTech 2003-01-22 454

Patents Dominate MedTech

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Yock explains why MedTech is dominated by the importance of patents. People who don't patent their early ideas lose out.

Yock, Paul G., FDA and Medicare 2003-01-22 455

FDA and Medicare

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Yock emphasizes that in MedTech, there are two forces that can make your life miserable-- the FDA and Medicare. He emphasizes the importance of understanding how medicare will handle new technology. Same with the FDA; there are different pathways through the FDA and sometimes it takes longer than a year and that can be a problem in getting a technology through.

Yock, Paul G., Think Big and Pay Close Attention to Market Assessment 2003-01-22 456

Think Big and Pay Close Attention to Market Assessment

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Yock suggests that entrepreneurs pick a big idea. He gives an example of the smart needle. Pay attention to market assessment; time is a valuable resource, he adds.

Yock, Paul G., Envisioning the Future in Medtech: Go Where the Puck Will Be 2003-01-22 457

Envisioning the Future in Medtech: Go Where the Puck Will Be

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Yock's final suggestion comes from Wayne Gretzky. How is he so successful? Gretzky knows how to go where the puck will be, he says.

Yock, Paul G., Who Does Non-surgical Procedures? 2003-01-22 458

Who Does Non-surgical Procedures?

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Yock talks about a group of people called interventionists who train in catheter techniques. This requires a different set of skills. One of the trends recently is for surgeons to cross train, he says.

Yock, Paul G., Medical Inventions: Physicians and Entrepreneurs in Partnership 2003-01-22 459

Medical Inventions: Physicians and Entrepreneurs in Partnership

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According to Yock, physicians characterize needs. Half of the medical inventions depend upon characterizing needs well, he says.

Yock, Paul G., How are Financials for Cardiac Surgery? 2003-01-22 460

How are Financials for Cardiac Surgery?

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Yock talks about how the hospitals make money on cardiac surgery, but they are concerned that the stents will take away the nice margins they have in cardiac surgery. This would mean loss of revenue for the hospital, he says.

Yock, Paul G., Cost vs. Price for Medical Stents? 2003-01-22 461

Cost vs. Price for Medical Stents?

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Yock talks about the costs versus the charges of medical stents. A cynical approach is that the actual metal stents themselves cost 80-90 cents to make and their charge is about $1200. However, there is an enormous amount of R&D effort to get it approved, he says. For example, a clinical trial can cost as much as 10 millon dollars.

Yock, Paul G., Future of Robotics in Minimally Invasive Surgery? 2003-01-22 462

Future of Robotics in Minimally Invasive Surgery?

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Yock discusses the future of minimally invasive robotic surgery. He says it is very exciting and Stanford actually has a lot of expertise in this area.

Yock, Paul G., Attributes of a Successful Entrepreneur in MedTech 2003-01-22 463

Attributes of a Successful Entrepreneur in MedTech

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Yock talks about the attributes of a successful entrepreneur. The key is being able to find needs and to frame them well, he says.

Yock, Paul G., What's the Future of Medical Diagnostics? 2003-01-22 464

What's the Future of Medical Diagnostics?

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Yock explains that the biotech sector is starting to get a glimmer of hope that they will be able to change the genetic make-up of cells and have a huge impact on patients. Having said that, he notes that the press reminds this sector that it is not an easy road to travel.

Yock, Paul G., Who is Leading the Stent Market Today? 2003-01-22 465

Who is Leading the Stent Market Today?

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Yock emphasizes how dynamic the stent market is because the numbers are just so big.

Yock, Paul G., Startups: How to Avoid Being Squashed by Big Companies? 2003-01-22 466

Startups: How to Avoid Being Squashed by Big Companies?

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Yock states that the best pathway has been the start-up. The best platform-shifting comes from these companies. Get some angels and venture companies to back you and then you're good to go, he says.

Yock, Paul G., Convergence and Drug Delivery 2003-01-22 467

Convergence and Drug Delivery

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Yock addresses the question: Where else is convergence happening between biology and devices? He believes that outside of the cardiovascular area, convergence is happening in drug deliveries for many uses. The combination of sensing some condition and delivering and optimizing drugs is something that will be seen in the future, he says.

Yock, Paul G., Medical Devices and Nanotechnology 2003-01-22 468

Medical Devices and Nanotechnology

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Yock sees tremendous theoretical progress for nanotechnology. However, he does not see the first hand hold at least in the cardio vascular area.

Yock, Paul G., Scaling Technologies to the Developing World 2003-01-22 469

Scaling Technologies to the Developing World

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In areas of the world that can't afford new technologies, there is progress in making them available, he says. Yock gives an example of how this is being done. Money is being invested in appropriate technologies as cardio vascular disease is spreading to other developed nations.

Smith, Kim, Hybrids: Entrepreneurs Must Lead People from Radically Different Sectors 2003-10-19 605

Hybrids: Entrepreneurs Must Lead People from Radically Different Sectors

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Kim Smith, co-founder and CEO of NewSchools Venture Fund, is a leader in a hybrid environment between business people and educators, who speak different languages and come from different frameworks. A hybrid in this context includes the public sector, non-public sector and business sector. It is difficult to manage a group that comes from such diverse backgrounds, says Smith. A lot of technology companies have to deal with the same sort of dynamic between technologists and business people.

Smith, Kim, Founding of Teach for America: Entrepreneurs Envision What Others Say is Impossible 2003-10-19 606

Founding of Teach for America: Entrepreneurs Envision What Others Say is Impossible

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Smith talks about how a series of experiences prepare an entrepreneur to found a new venture. Entrepreneurship is about solving a problem in a better way and finding a way to make it happen, despite everyone telling you it cannot be done, she says. People did not believe Teach for America would work, but Smith and founder Kopp, Wendy realized people weren't becoming teachers because they weren't being recruited and the process to get certified was too bureaucratic. They created a model in Teach for America that solved these problems, and were successful, she adds.

Smith, Kim, A Theory of Change = Business Model + Strategy 2003-10-19 607

A Theory of Change = Business Model + Strategy

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Smith explains that a theory of change in the social sector is roughly equivalent to a combination of the business model and strategy in the for-profit world. You need to identify a change and have a hypothesis about how to make it happen, she says. This is more complex in the social sector because, in additional to market forces, you have to deal with regulatory forces, emotional forces, social forces, and political forces, she adds. A set of core beliefs are usually taken for granted in the business world, but in the social sector they need to be established. She believes the core beliefs are the basis of the theory of change and help you decide what to do--otherwise you could end up trying to change too much. Though there is always a need elsewhere, a social venture can only take on what falls into its focused mission.

Smith, Kim, Focus 2003-10-19 608

Focus

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Smith talks about how focus is crucial for entrepreneurial leadership. It is impossible to do everything so the core beliefs of the venture provide the necessary direction. It is sometimes hard to turn down a project that will help the people you are trying to serve, but a good leader knows what he is able to take on and what he must leave for someone else, she explains. It is important to recognize that change in education is not as easy as moving a policy lever, and therefore entrepreneurs are critical for spurring the desired change.

Smith, Kim, Hybrid Leaders 2003-10-19 609

Hybrid Leaders

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Smith talks about how hybrid leaders are crucial problem solvers because they are able to think outside the box. It is very difficult to have no ideas and instigate change if you have spent your entire career in the same sector. Creativity comes out of this diversity in experience and background.

Smith, Kim, Education: Shift From Culture of Compliance to Culture of Performance 2003-10-19 610

Education: Shift From Culture of Compliance to Culture of Performance

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There is a current shift in K-12 education from a culture of compliance, says Smith. Compliance is not a high enough standard and should not be accepted. Unfortunately, the culture shift to a new standard is uncomfortable since the old system is so engrained.

Smith, Kim, Venture Philanthropy 2003-10-19 611

Venture Philanthropy

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Smith explains that venture philanthropy means investing in ventures that lead to greater changes in the overall system to improve education for kids. The entrepreneur is a part of a much larger system and the aim is to leverage the investments to provide the greatest possible impact. This strategy has led to three key activities at New Schools: the creation of a network to generate more hybrid leaders and inform policy makers, a charter accelerator fund to create charter schools, and a performance accelerator fund to help schools become performance-oriented.

Smith, Kim, New School Venture Fund History and Operations 2003-10-19 612

New School Venture Fund History and Operations

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New School Ventures is a non-profit public charity with the sole purpose of creating better opportunities for children who are not currently being served by public education, says Smith. They are unique in that they feel it is important to be able to invest in both for-profit and non-profit entrepreneurs, depending on the situation. Any returns are folded back into the fund and reused.

Smith, Kim, New School Portfolio 2003-10-19 613

New School Portfolio

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In five years, New Schools has given 10,000 kids access to new schools, says Smith. Public charter schools provide an alternative to government-run schools by giving the school much more flexibility while maintaining accountability. She believes this flexibility encourages innovation and increased performance. Other portfolio items include: 1) Teachscape - an online teacher-training program, which uses a video case method of instruction 2) Successforall - a non-profit literacy program spun out of John Hopkins 3) Carnegie Learning - a for-profit literacy program competitor.

Smith, Kim, Strategic Investment Analysis Via a Hybrid Partner Group 2003-10-19 614

Strategic Investment Analysis Via a Hybrid Partner Group

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Smith believes that since their monetary values are not large in comparison to the size of the education industry, investments must be leveraged to get maximum effect. New School's helps to leverage their investments by bringing together a partner group that includes venture capitalists, entrepreneurs, and educators, who each bring different strengths and views to the venture.

Smith, Kim, Leadership, Communication, and Facilitation Skills 2003-10-19 615

Leadership, Communication, and Facilitation Skills

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Smith says that Doerr, John, renowned venture capitalist at KPCB, attributes his success to his ability to communicate and facilitate, above his technological expertise. Technical knowledge is useless if you cannot motivate people to do something with it, she adds.

Smith, Kim, Taking Risks 2003-10-19 616

Taking Risks

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John Kennedy said that there is risk and cost to a program of action, but it is far less than the long-range risks and costs that come from comfortable inaction, says Smith. Though it may seem scary to make changes and safe to do nothing, it is not true. A leader's job is to be passionate, figure out what needs to be done, and then be willing to take the necessary risks to make it happen, she notes.

Smith, Kim, Achieving Profits Through Customer Focus 2003-10-19 617

Achieving Profits Through Customer Focus

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Smith poses the question: How can companies be profitable in the education sector? She discusses how education is more recession-proof than other industries and how newer schools have shifted their program focus to non-profit.

Smith, Kim, Forming the Founding Team 2003-10-19 618

Forming the Founding Team

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Smith believes that the most successful teams combine someone who has experience within the system, someone who understands technology, and a sales expert. The environment of the group has to be team based, with each member having a voice in the company.

Smith, Kim, Measuring Social Return for Investors 2003-10-19 619

Measuring Social Return for Investors

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New Schools is non-profit fund with only a social return; any earnings are reinvested into the fund, says Smith. Ventures are chosen for their social impact.

Smith, Kim, Venture capitalists as incubators and co-creators of new ventures 2003-10-19 620

Venture capitalists as incubators and co-creators of new ventures

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Smith talks about how New Ventures aims to create systems that are K-12 to provide a coherent experience to children. Incubation is important. New Schools buys run down buildings and turns them into successful schools. They do everything from recruitment to management to building, she adds.

Smith, Kim, Charter Schools - encourage diversity in the approach 2003-10-19 621

Charter Schools - encourage diversity in the approach

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The charter school system allows the alignment of all the stakeholders: the board, the management, the teachers, and the kids, says Smith. They all are choosing to be part of this alternative system and therefore have a stake in its success.

Smith, Kim, Parents as part of the K-12 learning community 2003-10-19 622

Parents as part of the K-12 learning community

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Smith belives that parents sometimes do not know what is best for their children. GreatSchools.net aims to make parents more informed about their education choices.

Smith, Kim, Fixing problems in K-12 education 2003-10-19 623

Fixing problems in K-12 education

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School finance is inequitable between low- and high-income communities, says Smith. Is it better to try to fix the system or provide alternatives? New Schools funds projects for both options. Most reform efforts to date have focused on only small improvements inside the system. Though most people think of charter schools as competition, says Smith, New Schools describes them as 'co-opitition,' providing an alternative but also helping to encourage improvement in public schools.

Smith, Kim, The investor community for educational ventures 2003-10-19 624

The investor community for educational ventures

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Smith explains that fundraising is very hard in the non-profit sector. New Ventures typically co-invests in A rounds with other venture capital firms, typically newer groups that have an openness to thinking about new solutions and understand the power of entrepreneurs. Generally, deals are in multi-millions with clearly defined milestones over several years.

Smith, Kim, Scalability and Sustainability in non-profit sector 2003-10-19 625

Scalability and Sustainability in non-profit sector

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Scale is very difficult in the non-profit sector, says Smith. The franchise model is not successful because there is no authority or ability to take away value if a franchise is not performing.

Smith, Kim, VC Values impact on education and non-profit world 2003-10-19 626

VC Values impact on education and non-profit world

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Smith talks about how the VC model allows for larger investments over a longer period of time. Also, the investment tends to be in organizational infrastructure rather than a service. VCs are more focused on growth than bottom-line success, she says. An entrepreneur must be disciplined and willing to walk away from people who do not share the same values.

Smith, Kim, Measuring success 2003-10-19 627

Measuring success

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Smith explains that New Ventures measures success in four layers. The first layer of success is immediate outcomes for the kids served by current ventures. The second layer is the ventures' impact on the system. The third layer is the success of New Schools in assisting their ventures. The last layer is the change in the entire system to a performance-based model with greater hybrid thinking.

Smith, Kim, Funding for arts and sports 2003-10-19 628

Funding for arts and sports

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Smith believes that extracurricular activities are essential. Funds are being cut currently because, in trying to achieve funding equity, everyone's funding was reduced instead of simply increasing funding to those who needed it. Fixing this is a matter of political will, she adds.

Jurvetson, Steve, How should startups adapt to changing times? 2003-10-22 629

How should startups adapt to changing times?

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Companies today need to be nimble and adaptable to the changing environment and market around them. Being nimble is important. The second skill is to think through when you're going to ship your product. If you think about the innovation; is it a 2x improvement, is it a 10x improvement? Think about what the market will be when you ship your product. If you have a four-year development cycle, youwill have a physical product that's going to be a very different world you're entering in than if you enter in today. Being open to learning about interdisciplinary things involves a willingness to ask dumb questions. And, finally, it's important to realize that the longevity of companies is shorter today than ever before. Eventually all companies die. Just give it a billion years; you think long enough it's going to happen, even the Microsoft. And the question is just where on that spectrum you are - how do you think about organizational form, federation of people, and the business structure? Most of all, companies must embrace change, plan for change, and view it as an opportunity.

Jurvetson, Steve, How do venture capitalists decide what to invest in, and why? 2003-10-22 630

How do venture capitalists decide what to invest in, and why?

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Jurvetson, Steve, Managing Director of Draper Fisher Jurvetson (DFJ), explains that VC firms are supposed to think first about maximizing investment return for investors--but they also have a perfect opportunity to change the world through entrepreneurs. When DFJ evaluates an opportunity, they look at whether it extends lives, makes a sustainable planet, provides better energy with renewables, and even narrows the rich/poor gap, he says.

Jurvetson, Steve, What is the average size of a VC investment? 2003-10-22 631

What is the average size of a VC investment?

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Jurveston describes the average investment at Draper Fisher Jurvetson. The three most recent investments were $100,000, $550,000 and $1,000,000. The average for DFJ is $2-3 million in the first round of investment and the high end for is $4-5 million, with a possibility of $6 million for a later stage company, he adds.

Jurvetson, Steve, Is it too early to invest in nanotech? 2003-10-22 632

Is it too early to invest in nanotech?

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Jurvetson describes his position and interest in the nanotechnology industry. In his opinion, it is still too early for the average venture firm to invest in the industry--in part, because they invest in companies that are much farther along on the risk spectrum. However, individual partners or firms that do early-stage investing are interested and the numbers are growing. Draper Fisher Jurvetson is one of them, and likes to be early in any new wave. In addition, the government funding for the sector is going up immensely, $3 billion internationally next year, and most of it is outside the US. The number of companies in nanotechnology are going up dramatically, so there is a lot of activity, he says.

Levinson, Frank, Startups that Fail: Netek 2001-10-31 652

Startups that Fail: Netek

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Levinson, Frank, founder of Finisar, begins his talk with a story about a failed startup of his, Netek. Netek is an example of company that had all of the components that are commonly considered to be necessary - idea, business plan, VC investment, team and space. But even with all of that, Netek couldn't get off the ground, he says.

Levinson, Frank, Top 10 Must Have For a Start-up 2001-10-31 653

Top 10 Must Have For a Start-up

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Levinson, Frank's Top 10 Things You Must Have to Start a Business. These include: 1) Spending everything on a good team and equipment 2) Letting people know the company is in business 3) Raising limited capital 4) Taking stock of a company and determining its needs 5) Being open to opportunities 6) Having a supportive family 7) Targeting mass markets, not just niche markets 8) Having confidence in new ideas 9) Acquiring and selling to real customers 10) Choosing a great partner

Levinson, Frank, Invest in Great People and Great Equipment - Not Furniture! 2001-10-31 654

Invest in Great People and Great Equipment - Not Furniture!

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Number 10 in Levinson, Frank's Top 10 Things You Must Have to Start a Business. The first thing you need is comfortable, cheap furniture. Spend everything you can on great people and great equipment, that's everything, Levinson says.

Levinson, Frank, Naming Your Company: Put Up a Sign 2001-10-31 655

Naming Your Company: Put Up a Sign

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Number 9 in Levinson, Frank's Top 10 Things You Must Have to Start a Business. Let people know you're in business, says Levinson. Name your company and put a sign up as soon as possible. Your main motivator should be the customers, he adds.

Levinson, Frank, You Need Little Capital 2001-10-31 656

You Need Little Capital

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Number 8 in Levinson, Frank's Top 10 Things You Must Have to Start a Business. Levinson believes you need "too little" money. He uses the famous coconuts from "Monty Python and the Holy Grail" as an example.

Levinson, Frank, Businesses Must Have Customers 2001-10-31 657

Businesses Must Have Customers

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Number 7 in Levinson, Frank's Top 10 Things You Must Have to Start a Business. Levinson believes you should take stock of your company and determine what it is that you really need. He is an advocate of using common sense and realizing the main thing you need is customers.

Levinson, Frank, Whatever it Takes to Stay in Business 2001-10-31 658

Whatever it Takes to Stay in Business

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Number 6 in Levinson, Frank's Top 10 Things You Must Have to Start a Business. In the spirit of doing anything to keep your business afloat, Levinson explains why it's important to be open to all opportunities.

Levinson, Frank, You Need a Supportive Family 2001-10-31 659

You Need a Supportive Family

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Number 5 in Levinson, Frank's Top 10 Things You Must Have to Start a Business. When starting a business, says Levinson, it becomes your life. Having a family that supports you and understands that they may not see you often is a great benefit. He talks about his family and the way they adapted.

Levinson, Frank, Follow Standards 2001-10-31 660

Follow Standards

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Number 4 in Levinson, Frank's Top 10 Things You Must Have to Start a Business. Niche markets aren't always the way to go, says Levinson. He advises that your company should stay flexible and be willing to work with, and for, the masses.

Levinson, Frank, Develop a Culture Where New Ideas Are Expected 2001-10-31 661

Develop a Culture Where New Ideas Are Expected

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Number 3 in Levinson, Frank's Top 10 Things You Must Have to Start a Business. You and the members of your company must have the confidence that new ideas will always be present, says Levinson. He talks about creating a culture that encourages and expects new ideas, and learning to give those new ideas away.

Levinson, Frank, Real Sales and Customers in Business 2001-10-31 662

Real Sales and Customers in Business

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Number 2 in Levinson, Frank's Top 10 Things You Must Have to Start a Business. Levinson talks about how a real business involves selling to customers and receiving money in return. He warns new businesses not to shy away from selling their products early on. He also gives advice on recognizing a real customer.

Levinson, Frank, Choosing your Business Partner 2001-10-31 663

Choosing your Business Partner

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Number 1 in Levinson, Frank's Top 10 Things You Must Have to Start a Business. Levinson claims that the people you work with and your team are key in making your business successful. He explains the factors that should go into choosing your partner

Levinson, Frank, Why are Ethics Important? 2001-10-31 664

Why are Ethics Important?

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It's often more difficult than it sounds, but it's important to be fanatically ethical when building a company, says Levinson. He believes people understand if it's an ethical environment right away. It is something that people gravitate to, he says, so you just have to build it early and never step off of it.

Levinson, Frank, Communicate with Customers 2001-10-31 665

Communicate with Customers

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Levinson offers the following bit of advice to brand new entrepreneurs: Talk to customers. Identify potential customers and pick their brains: What do they want? Would they buy what you're selling? And how much would they pay?"

Levinson, Frank, Creating Win-Win Relationships With Large Customers 2001-10-31 666

Creating Win-Win Relationships With Large Customers

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Levinson believes it is easy to feel like a little fish in a big pond when you're starting your company. He talks about leveraging what you have to make your company stand out from the rest, and it all comes back to customers.

Levinson, Frank, Sustenance of Growth Rate 2001-10-31 667

Sustenance of Growth Rate

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The rate at which a company grows will vary for each individual venture, says Levinson. Sustaining the growth can be a tricky thing. He explains Finisar's rapid growth and weighs the pros and cons of quick growth and sustainability.

Levinson, Frank, Why Go Public? 2001-10-31 668

Why Go Public?

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A company's IPO is often a symbol of success, says Levinson, but with that success comes a great deal of stress and change. He talks about his company's decision to go public, and their reasoning behind the decision.

Levinson, Frank, Was Finisar a Technology Looking for a Problem, or a Problem Looking for a Technology? 2001-10-31 669

Was Finisar a Technology Looking for a Problem, or a Problem Looking for a Technology?

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Levinson discusses the starting point of Finisar, and why he founded it. He also talks about the initial months of the business and trying to make a profit.

Levinson, Frank, Operational Experience Before Starting a New Venture 2001-10-31 670

Operational Experience Before Starting a New Venture

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A familiar question among potential founders, says Levinson, is how much business and operational experience do I need to have before starting this business? He talks about the best experience a founder can have - the kind learned only by jumping in with both feet and learning as you go.

Levinson, Frank, Hiring Ethical People 2001-10-31 671

Hiring Ethical People

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The personalities of team members and the culture of the company are vital to its success, says Levinson. An unethical member of the team can cause stress, tension, and ultimately division within the company.

Levinson, Frank, Innovate Fast and Keep The Team Small and Focused 2001-10-31 672

Innovate Fast and Keep The Team Small and Focused

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Levinson talks about how competition is unavoidable among businesses, and in the high-tech industry, it's fast-paced and often cutthroat. Keeping ahead of the competition comes down to two things, according to him: quick innovation and keeping your team small and focused.

Levinson, Frank, How Does Going Public Change You and Your Company? 2001-10-31 673

How Does Going Public Change You and Your Company?

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Inevitably, when a company goes public, there's an enormous amount of change that takes place, says Levinson. While the IPO may be an indication of financial success, the true measure is within the company, and maintaining a level of normalcy and maintaing the company's original culture, he adds.

Levinson, Frank, Envisioning The Future For Optics 2001-10-31 674

Envisioning The Future For Optics

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Levinson believes leadership skills are vital in maintaining a successful company. These skills include being able to see into the future, and predict where the company should go. He talks about the possible future of Finisar.

Levinson, Frank, Changing Finisar Technology and Business Practices 2001-10-31 675

Changing Finisar Technology and Business Practices

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As a company grows and develops, it is possible that its methods for design and production change, says Levinson. The company may also look to new avenues of possible innovations. He describes the changes Finisar has seen over the years.

Levinson, Frank, Importance of Family In Building a Start-up 2001-10-31 676

Importance of Family In Building a Start-up

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When starting a company, it's important to tell your family that they'll rarely see you, says Levinson, and to tell them how important they are to the whole process. The stress involved with a startup is often mind-boggling, and the support of family can be the saving grace, he adds.

Levinson, Frank, Managing The Leverage of Customer Input on Product Development 2001-10-31 677

Managing The Leverage of Customer Input on Product Development

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Clearly, without producing something that meets a customer's needs, says Levinson, a business is not a good position to succeed. However, it's important that the business create its own goals and work to fulfill its own needs as well. He describes the best methods to reaching a compromise in this situation.

Kelley, David, 1951-, Career Development 2001-10-03 678

Career Development

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Kelley, David, founder and CEO of IDEO Product Development, grew up in Ohio, where he survived on a diet of Velveeta cheese and white bread, He attended Carnegie Mellon and studied electrical engineering, but spent more time working on carnival floats. After graduation, he worked for Boeing on the 747. He learned early that in a large company, he didn't get to choose the people he worked with. He came to the Graduate Product Design Program at Stanford, where he discovered his passion--design. His first company was called the Intergalactic Destruction Company. One of the things he learned in graduate school was that you can use design in any situation in life.

Kelley, David, 1951-, Building a personal Gratification Company 2001-10-03 679

Building a personal Gratification Company

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Kelley explains that he has a unique perspective on starting companies--his goal is not growth, but to create a personal gratification system. A place where he can work with friends. He explaines that many of his comments on starting a company may not apply to companies that are trying to grow as fast as possible.

Kelley, David, 1951-, Follow Your Passion 2001-10-03 680

Follow Your Passion

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Kelley describes three important steps in starting a company: 1) Follow your passion 2) Hire great people 3) Focus on process. His passion is design, but there must be a balance between passion and business issues. People often worry too much about the financial side of the company and fail on the emotional side of the company, he says.

Kelley, David, 1951-, Design is Risk-Taking 2001-10-03 681

Design is Risk-Taking

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Kelley further describes his passion and what design means to him. He describes design as a process of having a combination of ideas in the head that need to be organized, while making a leap of faith about how it will be presented. It is a totally enjoyable experience, he says, there's a zen moment where time goes by and you lose track of everything. He presents a few design projects, including personal Sky, SpyFish and weather-related inventions.

Kelley, David, 1951-, Hire Great People 2001-10-03 682

Hire Great People

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IDEO Founder Kelley, David suggests avoiding conventional approaches to hiring employees and building teams. In this clip, Kelley offers a few suggestions: 1) Hire individuals or non-confomists to stimulate the organization, 2) Hire a diverse range of experts and generalists from different fields, and 3) Form "hot groups" of 8-12 people for maximum impact. Kelley also encourages building close ties to universities to source potential staff. To Kelley, an ideal hire interacts well with established staff and demonstrates an "attitude of wisdom" that strikes a balance between the ability to promote ideas and the ability to consider feedback.

Kelley, David, 1951-, The Process of Design 2001-10-03 683

The Process of Design

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Kelley believes that you need a language, a process and a framework in order to design. He stresses that experience is key success factor: learn from all the projects you've worked on, distil the knowledge and apply it to your future projects. He recommends reading The Art of Innovation for IDEO's concept of a great process.

Kelley, David, 1951-, Product Development Process: Observation 2001-10-03 684

Product Development Process: Observation

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Kelley talks about how the observation phase is the most overlooked part of the development process. Kelley hires social scientists to watch people complete tasks instead of asking them usability questions. He prefers to see them as customers instead of users and strongly believes that customer satisfaction comes with understanding their values. He gives examples of how his team will observe a customer in their usual environment instead of inviting them into a sterile lab for product testing. The case studies he presents include a television remote control.

Kelley, David, 1951-, Designing Products vs Designing Experiences 2001-10-03 685

Designing Products vs Designing Experiences

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Kelley believes you start to think about things completely different when you think your job is to design the experience of using the device as opposed to designing the device itself. Kelley feels that to captivate an audience you need to build a context around the technology you are marketing and take into consideration how outside factors will affect how your product is perceived. He uses methods of transportation as an example

Kelley, David, 1951-, Design as an Iterative Process 2001-10-03 686

Design as an Iterative Process

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Kelley believes that how quickly you create an initial prototype is directly proportional to how successful a product will be. Essentially, given a set project deadline, the earlier you invite feedback, the more chances you have to revise and improve. He calls this "enlightened trial and error."

Kelley, David, 1951-, Prototyping the Mouse 2001-10-03 687

Prototyping the Mouse

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Kelley narrates his experience prototyping the Apple and the Microsoft mice.

Kelley, David, 1951-, Career Advice 2001-10-03 688

Career Advice

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Follow your passion, hire great people, and focus on process, says Kelley

Kelley, David, 1951-, How do you pick clients? 2001-10-03 689

How do you pick clients?

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Kelley begins by joking that in current times, an individual or business that shows up with the promise of cash is a customer of IDEO. He recounts a previous client categorization schematic IDEO employed to color-code their clients. He also emphasises the importance of taking on balanced projects which pay well, are innovative and of interest to his designers.

Earl, Nick, Organizational Structure: General Manager at EA 2003-11-12 714

Organizational Structure: General Manager at EA

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Earl, Nick, General Manager of Electronic Arts Redwood Shores Studio, talks about how the General Manager's job is to run one of EA's six studios, which are the places where they actually build the product. The GM administers and manages the portfolio of products at the site. Each product is then run by an executive producer. The executive producers are entrepreneurs in their own right and the products are managed almost like independent ventures.

Earl, Nick, Allocating capital for new products 2003-11-12 715

Allocating capital for new products

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Earl talks about how the majority of the products at EA are sequels that are released every year. The main decision for EA on these projects is budgeting how many people to work on each every year, he says. Occasionally, there is a new product idea. This idea must pass a lot of market opportunity analysis before it is launched because it is very expensive and risky to build a new product. Still, new products are seen as a critical part of the future of the company, he adds.

Earl, Nick, The Entrepreneur in the Game Industry 2003-11-12 716

The Entrepreneur in the Game Industry

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According to Arcadia Kim, Chief Operating Officer for Electronic Arts Los Angeles, an entrepreneur is someone who sees an opportunity that other people cannot see, tries to understand the competitive landscape around this opportunity, assumes the inherent risk, and relentlessly and persistently pursues success. Specifically in the game industry, however, the objective for the entrepreneur is to deliver fun, she adds.

Earl, Nick, Game Development Process 2003-11-12 717

Game Development Process

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Kim explains that EA's strategy is based on nailing down the "X," or organic fun concept for that product. EA shares knowledge across studios and around development creating a collaborative environment. The development process is pretty standard: build prototypes, do market tests, start to build it and, ultimately, finalize the product, she says.

Earl, Nick, Intellectual Property 2003-11-12 718

Intellectual Property

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Kim talks about how there is a large range in the projects at EA. Team sizes range from 30 people to 200. Development times take 10 months to 2-3 years. Some projects are original licensed intellectual property, like Lord of the Rings; others are hybrid intellectual property, like Golden Eye, based off of James Bond. Some games at EA are developed completely internally, others are partly outsourced to third party companies, and some are the result of partnerships.

Earl, Nick, Market potential: GameBoy 2003-11-12 719

Market potential: GameBoy

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Erin Turner, a producer at Electronic Arts specializing in action-hero titles, explains that the GameBoy has a pretty substantial market with 40 million sold worldwide. The mission with the GameBoy is to create some unique draw or additional fun factor, since it does not have nearly the graphical capabilities as a console, she says. The team's challenge is to provide the optimal gaming experience, while working within the constraints of the limited hardware.

Earl, Nick, Positioning: James Bond and GameBoy 2003-11-12 720

Positioning: James Bond and GameBoy

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There were a number of creative imperatives that were addressed in the development of James Bond, says Turner, primarily, retaining authenticity to the Bond character. Bond has an aura of always being in control of his environment, and this had to be maintained in the game. At a practical level, this required integrating combat and stealth in moment-to-moment game play. This was achieved by combining the best features of two competitive products, she adds.

Earl, Nick, Team Size and Product Development 2003-11-12 721

Team Size and Product Development

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Turner explains that while console teams can be upwards of 100 people, GameBoy games can be built with 10-15 people. This core group of people is divided up into engineering, art, animation, game design, and production. The product cycle was optimized to get the best product out as quickly as possible by condensing the concept cycle, focusing on a target, and rapidly incorporating feedback, she says.

Earl, Nick, Lessons Learned: Game Development 2003-11-12 722

Lessons Learned: Game Development

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Turner talks about lessons learned in game development. The first lesson, she says, is that the product is only as good as the people that build it. The second lesson is to be a customer. In order to create a good product, she notes, the team was using the product everyday. The last lesson is to know when to add more features and when to cut and ship the product.

Earl, Nick, Organizational Structure: Directors vs. producers at EA 2003-11-12 723

Organizational Structure: Directors vs. producers at EA

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Kim talks about how producers have the creative vision for a product, while directors make sure the resources are properly allocated and the game ships on time. These are basically flipped from the roles of movie directors and producers, she adds.

Earl, Nick, Career Development: Going in circles until you come home 2003-11-12 724

Career Development: Going in circles until you come home

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Kim describes her own path into game development at EA. She majored in film making as an undergraduate, started working in management consulting, and then decided to start a web-design company. Afterward she acquired an MBA and joined a startup company. Later on, she joined EA online in an entry-level position.

Earl, Nick, Seeing Failure as Opportunity 2003-11-12 725

Seeing Failure as Opportunity

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Kim's first game experience was a hugely successful online parlor game that was launched on AOL. Majestic, her second game, tried to stretch the Internet experience into the next generation of games, but didn't do as well, she says. The core team from Majestic was out of work and looking for another project, and stumbled into the Lord of the Rings.

Kim, Arcadia, Opportunity Assessment: Lord of the Rings 2003-11-12 726

Opportunity Assessment: Lord of the Rings

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Kim talks about how in November 2001, the value proposition for Lord of the Rings was mixed. There was no movie yet and movie producer Peter Jackson had a questionable record. There was a lot of uncertainty over the successful prospect of the movies. However, the core team took an entrepreneurial attitude and decided to see what they could make of the opportunity.

Kim, Arcadia, Opportunity Assessment: Two Towers 2003-11-12 727

Opportunity Assessment: Two Towers

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Kim explains that the Two Towers development was done with a team of 40 at EA and the help of a third party developer in order to get it finished in time. The EA team injected their values, processes, management style and work ethic into the outside team, she says.

Earl, Nick, Opportunity Assessment: Return of the King 2003-11-12 728

Opportunity Assessment: Return of the King

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he goal from the outset with Return of the King, says Kim, was to turn it into a perennial business. The "X" for Two Towers was "play the movie," but Return of the King was "live the movie." The development was brought in-house. Fan feedback was incorporated. The game was done in 16 languages for X-Box, Playstation2, GameBoy Advance, Nintendo GameCube, and the PC.

Earl, Nick, Lessons Learned: Game Development 2003-11-12 729

Lessons Learned: Game Development

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Physical Description: 1 computer file(s) (mp4)

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Kim talks about lessons learned in game development. The first lesson is to focus. You can't build a game unless you know what it is, she says. The second lesson is that with an enormous team, team culture is an issue. EA solved this by dividing the teams into smaller pods with their own leadership, she notes. The pod leaders would all coordinate on reaching milestones.

Earl, Nick, Game Design: James Bond 2003-11-12 730

Game Design: James Bond

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Turner talks about how the James Bond character was done in the third person in the game and his style and control comes from the mechanics of how he moves. He is always the master of his environment, she says.

Earl, Nick, Competition 2003-11-12 731

Competition

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Earl and Kim respond to the question: How has the competition from Grand Theft Auto influenced EA? Vice City is brilliant in its open world design, says Earl, you can go in any direction and interact with the environment. Grand Theft Auto was a little bit of a wake up call for EA suggesting that they should be doing something like it and watching out for the competition, he adds.

Earl, Nick, Innovation and Growth Post-IPO 2003-11-12 732

Innovation and Growth Post-IPO

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Earl and Kim respond to the question: How do you increase innovation when a lot of the game development relies on established brands and sequels? A lot of efforts are going onto create new intellectual property, says Earl. Though risky, the new products will ultimately be the core component of the company's future.

Earl, Nick, Making an Interactive Game Successful 2003-11-12 733

Making an Interactive Game Successful

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Earl talks about how EA is good at figuring out early on if a game is not going to be successful and starting over before it is too late. EA brings a compliment of distribution, marketing, resources, larger teams, better technology, and high caliber designers, artists, and engineers to help increase the chances of creating a successful game, he says.

Earl, Nick, Flexibility: Recognizing Growth Sectors 2003-11-12 734

Flexibility: Recognizing Growth Sectors

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Earl explains that EA was previously focused mainly on sports games, but they found that they could not grow fast enough without expanding into other areas, namely entertainment. Games are continually becoming more mainstream and a lot of people can relate to movies making them a popular choice a game topic, he says. EA is now divided into three brands, EA Big (sports), EA Games, and EA Online.

Earl, Nick, The Future of Online Games 2003-11-12 735

The Future of Online Games

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The PC market has not been growing as much as was hoped, says Earl. Creating games that can be played against other players from a TV set is an important goal, but the commercial side about how to make money is still under development.

Earl, Nick, The EA Creative Process 2003-11-12 736

The EA Creative Process

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Earl and Kim respond to the question: How do you manage the business imperatives versus the creative imperatives when developing a game? The decision makers at EA are people who really understand the creative side and have generally worked on the production side as well, says Earl, and are therefore able to make more informed decisions.

Winblad, Ann L., Introduction to Hummer Winblad and Mobius Venture Capital 2004-02-25 788

Introduction to Hummer Winblad and Mobius Venture Capital

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Winblad, Ann, co-founding Partner of Hummer Winblad Venture Partners, introduces herself and venture capitalist Heidi Roizen, who was not able to be there. She says that now is a very exciting time for entrepreneurship because there are lots of holes to fill in the software market and in the business landscape. She explains the founding and progress of Hummer Winblad Venture Partners and Mobius Venture Capital.

Winblad, Ann L., Drivers for Software Innovation 2004-02-25 789

Drivers for Software Innovation

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Winblad, Ann of Hummer Winblad Ventures argues that there has been a steady dealflow in venture capital from 2002-2004. The software sector is still the big leader, though biotech is catching up. Though she doesn't discuss outsourcing, Winblad emphasizes that a company must consider where they can get the best intellectual capital. Today, company strategy starts globally. She also discusses trends in the software market, including open source material, Moore's Law (storage is free) and Metcalf's Law, and mergers and acquisitions.

Winblad, Ann L., How Consumer Markets and Enterprise Markets Drive the Software Industry 2004-02-25 790

How Consumer Markets and Enterprise Markets Drive the Software Industry

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Winblad talks about how the market is driven by consumers who want connectivity across devices, customizable products, and fair prices. Communication and collaboration are key to delivering the product the consumers want, she notes. The pricing structure cannot just be made up -- a company must demonstrate they can deliver undeniable short-term return on investment to the customer in order to justify the price.

Winblad, Ann L., 2004: Start of an Era of Optimism 2004-02-25 792

2004: Start of an Era of Optimism

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Winblad talks about how in 2001, there was a challenge finding consumers for software products and costs had to be cut. Now, demand is improving and CIO's are looking for larger revenue opportunities, she says.

Winblad, Ann L., Trends in Seed and Series A Investing 2004-02-25 793

Trends in Seed and Series A Investing

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Winblad explains that very few Series A investments were done in 2002. However, a lot more were done in 2003 and will be done in 2004, she says. The reasons for the decline since 2000 include: restart dollars were competing with the A round dollars; corporate investors disappeared (excpet Intel); and individual investing declined. Additionally, during this era, VCs were doing deals individually, creating twice as many A round deals and putting only one person on the board. Now, A round deals are syndicated to provide more coaching, she adds.

Winblad, Ann L., Hummer Winblad's and Softbank's Recent Investments 2004-02-25 794

Hummer Winblad's and Softbank's Recent Investments

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Hummer Winblad is focused on enterprise, says Winbland, and Softbank on the consumer segment. Hummer Winblad's investments include: Voltage, the BASES contest winner in 2002, in security and reliability; Cenzic, in applications security space; two blade server companies, Scalent and Jareva; Knowmadic, in application integration; and Bridgestream, in provision and identity management. Softbank's projects include: Planitax, MessageCast, Castbridge, AuctionDrop, Perpetual Entertainment, and Reactrix.

Winblad, Ann L., VC Words of Wisdom for Entrepreneurs 2004-02-25 795

VC Words of Wisdom for Entrepreneurs

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According to Winblad, the intellectual capital in your company and the coaching it gets is more important than money. There is a high bar for hiring employees. Most companies die of self-inflicted wounds rather than from competition or lack of opportunity, she says.

Winblad, Ann L., Keep Testing Your Core Assumptions 2004-02-25 796

Keep Testing Your Core Assumptions

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Winblad, Ann advises entrepreneurs to boil down their business plan and tell everyone in the company the top five assumptions for success. "As time goes on, turn the assumptions into facts," says Winblad. She also reminds entrepreneurs to constantly reevaluate these assumptions as their company moves forward.

Winblad, Ann L., Outsourcing Software Development to Asia 2004-02-25 797

Outsourcing Software Development to Asia

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Winblad talks about how whole projects are not outsourced. The core technology is separated and written, while incremental pieces that would be done linearly are outsourced abroad. There are a lot of talented architects and developers around the world, she notes, but they do not have the vision to be inventors.

Winblad, Ann L., Customers are Key 2004-02-25 798

Customers are Key

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Winblad talks about how VCs spend a lot of time with the leaders of major technology companies to find out what they are looking for. It is important to talk to consumers early rather than late, she notes. Today's leaders are technologically-savvy, know what they need, and are willing to tell you if you ask, she adds.

Winblad, Ann L., The Economic Context in 2004 2004-02-25 799

The Economic Context in 2004

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According to Winblad, M&A is picking up because companies now feel they can take risks in working with younger companies. Major corporations also went through a period of downsizing, but are now adding, she notes.

Winblad, Ann L., The Java Standard (and Competing Technology Standards) 2004-02-25 800

The Java Standard (and Competing Technology Standards)

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Winblad explains that companies use both a .net and a Java standard and neither has taken over. Most likely, neither will. Customers like to have a blend of technologies and programmers like to be looking at the new latest thing so there is currently no force to change to a single standard.

Winblad, Ann L., The Threat of Linux to Microsoft 2004-02-25 801

The Threat of Linux to Microsoft

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Winblad believes IBM has done an extraordinary job at establishing itself as a leader in software. IBM is proactive with acquiring early stage companies and partners well. Microsoft is successful because they view everything as a threat and don't take anything for granted, she says. Linux is still a force and will not easily go away because it is really hard to kill large companies in the software industry.

Winblad, Ann L., Are Technologies Ahead of Their Time? 2004-02-25 802

Are Technologies Ahead of Their Time?

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Winblad talks about how VCs are generally optimistic about market uptake, so in due diligence it is important to assess whether the customers are real or imaginary. The source of most bad investments is misjudging the market risk from competitors or timing, she says.

Mandelbaum, Fern, Putting Together a Team 2004-05-19 840

Putting Together a Team

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When putting together a team, Mandelbaum, Fern, Partner at Monitor Venture Partners, focuses on the CEO. She looks for someone who is incredibly committed, persevering, a great listener, attracts talented people, and knows their strengths and weaknesses.

Mandelbaum, Fern, Fern's Career Path 2004-05-19 841

Fern's Career Path

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Mandelbaum has been an entrepreneur her whole life, starting her first company at the age of 3. She spent her early career years working at companies she was not passionate about and these experiences taught her that she could sell anything to anyone. When she decided to work on something that really inspired her, she discovered that a great group of advisors was an indispensable resource.

Mandelbaum, Fern, The Decision to Sell 2004-05-19 842

The Decision to Sell

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Mandelbaum sold her first major company, Skyline Toys, when the company was at a critical juncture: they either need to find a strategic partner or raise a lot of money. A perfect partner was found in IDEO, and she sold the company. Mandelbaum decided to take her career in a new direction because she was intrigued by the opportunities of the internet and was interested in joining a venture firm.

Mandelbaum, Fern, What Do You Look For in a Company? 2004-05-19 843

What Do You Look For in a Company?

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When deciding what companies to invest in, Mandelbaum spends a lot of time with the prospective company. She considers what skills the founders have and what positions they could fill in the company through time. She wants only the companies that have great aspirations, not just the ones that want to be good. Finally, she considers the IPO scenarios available to the company.

Mandelbaum, Fern, Common Problems Facing Startups 2004-05-19 844

Common Problems Facing Startups

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A common problem Mandelbaum sees in new companies is an unwillingness of the founder to let go. The mark of a great entrepreneur is the ability to recognize what skills you have and what tasks would better be left up to someone else, she says. Choosing the best people and board members is essential to the future of the company.

Mandelbaum, Fern, Advice for Aspiring Entrepreneurs 2004-05-19 845

Advice for Aspiring Entrepreneurs

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The most important piece of advice that Mandelbaum would give to an aspiring entrepreneur is to surround oneself with great people and ask these people lots of questions. Take the opportunity to meet with as many people as possible because they could potentially become a best friend, she suggests.

Mandelbaum, Fern, From Startup Coach to Venture Capitalist 2004-05-19 846

From Startup Coach to Venture Capitalist

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Mandelbaum did not consciously make the decision to shift her life's work, but was asked by two friends to help them with their new venture firm. This was in 2002, and a very difficult time to start this type of company. She got very involved in the challenges of the project and decided to commit herself to what Monitor Ventures was trying to do.

Mandelbaum, Fern, The Value of Business School 2004-05-19 847

The Value of Business School

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Mandelbaum believes that the best, and arguably most valuable, part of business school is the people you meet. She recommends working before going into business school to provide some experience that can be shared among classmates. Though the business school material can be learned just about anywhere, the experience, because of the networking possibilities, is invaluable, she adds.

Mandelbaum, Fern, How Do You Balance Work and Family? 2004-05-19 848

How Do You Balance Work and Family?

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Mandelbaum answers a question she thinks about every day: How does she make time for what is the most important part of her life, her family, while making sure her companies stay alive? She checks in with her family everyday to see that they are happy. She also recommends listening to advice from friends that have older children and have gone through many of the challenges of parenthood before.

Mandelbaum, Fern, What Special Factor Makes an Entrepreneur Successful? 2004-05-19 849

What Special Factor Makes an Entrepreneur Successful?

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Mandelbaum talks about how luck and timing are key factors in entrepreneurial success. Commitment and perseverance are also essential. In most cases, if you try hard enough and are willing to do whatever it takes, the company can be successful, she notes.

Mandelbaum, Fern, Matching Interest with Business Opportunities 2004-05-19 850

Matching Interest with Business Opportunities

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Mandelbaum moved into the outdoor toy market because she loves sports and outdoor games. She is thriving at Monitor because they focus on companies that have developed innovative applications for technologies that exist, rather than brave new world startups.

Mandelbaum, Fern, Creating a Company Out of a Founder and a Great Idea 2004-05-19 851

Creating a Company Out of a Founder and a Great Idea

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The paradox in starting a company is trying to get funding without any team while trying to get a team without any funding, says Mandelbaum. She also emphasizes that the solution to the paradox is to find a way just get to that next step, where there will be different opportunities and different risks.

Mandelbaum, Fern, How Much Should You Tell Investors? 2004-05-19 852

How Much Should You Tell Investors?

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Mandelbaum answers the questions: How much of my business idea should I reveal to investors? She believes that if you have a great team and a developed idea, it is fine to talk about the idea with investors. If you never talk about it, it will never get anywhere, she adds.

Mandelbaum, Fern, The VC Market Today 2004-05-19 853

The VC Market Today

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Mandelbaum is optimistic about the opportunities in the market today based on her assessment of holiday parties, which she believes are a valuable indicator of market climate.

Mandelbaum, Fern, How Do You Meet Really Great People? 2004-05-19 854

How Do You Meet Really Great People?

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Mandelbaum suggests that one should surround themselves with really great people in order to bolster their chances of success. But how can we meet these people? She explains that you can meet people anywhere, from Border's to the supermarket. You never know where a valuable relationship might develop, she adds.

Mandelbaum, Fern, Can Entrepreneurship Be Taught? 2004-05-19 855

Can Entrepreneurship Be Taught?

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Mandelbaum believes that one is born an entrepreneur. A person can learn the basics of entrepreneurship, but the willingness and eagerness to take risks should come naturally and cannot be taught. A great entrepreneur is someone who keeps the team going through the bad times when the future looks dim, she notes.

Mandelbaum, Fern, Attracting People in the Early Stages 2004-05-19 856

Attracting People in the Early Stages

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Even without money for salaries, people are often attracted to companies with equity, says Mandelbaum. Obviously, equity is more attractive for people early on in their careers without a family to support and mortgage payments to make, she adds. However, there is angel money available right now from people looking for great ideas, so equity doesn't have to be the only compensation option.

Mandelbaum, Fern, Making Connections 2004-05-19 857

Making Connections

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Mandelbaum recommends trying to meet someone that has connections in the venture capital community. It is very difficult to approach a venture firm unsolicited, but much easier with the introduction of an influential person in the community. Take advantage of opportunities to get in touch with venture capitalists, she suggests.

Worthington, Gajus, Forming the Founding Team and Seizing the Opportunity 2004-03-07 858

Forming the Founding Team and Seizing the Opportunity

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Worthington, Gajus, co-founder of Fluidigm, talks about how the three members of the founding team of Fluidigm met in Stanford Physics professor Doug Osheroff's lab. Though the men went in separate directions after college, the bond that had formed between them remained. When one of them approached the two others with a business proposition about ten years later based on his research at Caltech, they joined him, and Fluidigm was formed.

Worthington, Gajus, The Breakthrough Idea 2004-03-07 859

The Breakthrough Idea

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Worthington explains that the market climate at the time of the formation of Fluidigm, around 1999, was not favorable towards anything without dotcom in the title, and their funding requests were met with hundreds of no's. However, as the technology continued to develop, it became clear that they were on to something big; a small, simple rubber valve that was like an integrated circuit for biology, he says.

Worthington, Gajus, Breaking Convention: Technology First, Market Opportunity Second 2004-03-07 860

Breaking Convention: Technology First, Market Opportunity Second

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Fluidigm started the wrong way, notes Worthington. Instead of discovering a market opportunity and then finding the technology and team to take advantage of it, they invented the technology first, realized its potential, and then searched for an application for it. Worthington suggests that most technology companies, in fact, work the latter way.

Worthington, Gajus, Building a Team and Picking the Right VCs 2004-03-07 861

Building a Team and Picking the Right VCs

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Worthington talks about how the founders understood that the key to creating a successful company was picking only the very best people at every level of the company, especially the VCs and Board of Directors. Gajus sacrificed time (it took a year and a half to recruit some board members) and money (settling for a lower valuation from a better VC) to assemble the right team.

Worthington, Gajus, The Challenges of Building a Company 2004-03-07 862

The Challenges of Building a Company

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Worthington explains that creating a company puts incredible strain on the founders and calls upon them to do things that people do not normally have to do. They way to get through these challenges is not by talent, but by obsession and determination, he says. Without these qualities, he would not recommend starting a company.

Worthington, Gajus, Product Development 2004-03-07 863

Product Development

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After bringing together the best team, raising money in tough environments, and establishing and living by core values, says Worthington, Fluidigm focused on launching the product. The product development went much faster than anyone could have hoped and soon they had a product with many important features, including an immediate economic benefit to the customers, he notes.

Worthington, Gajus, Keeping a Financial Focus 2004-03-07 864

Keeping a Financial Focus

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Worthington warns that a lot of entrepreneurs get so caught up in the technology or science behind their product that they forget to focus on the business metrics which drive success. It is essential to pay attention to the margins and avoid price erosions.

Worthington, Gajus, Raising Money and Recognizing Interest in VCs 2004-03-07 865

Raising Money and Recognizing Interest in VCs

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Though Fluidigm is essentially a tool company, which is not very glamorous, says Worthington, they were successful in raising funding because they were a real, functioning company that already had customers and were able to prove a real market. Worthington recommends not wasting time with venture capitalists that are not immediately enthusiastic about the company. Once they make up their mind against the company, there is no use pursuing it. On the other hand, when there is that mutual connection, pursue the VC relentlessly.

Worthington, Gajus, Can You Continually Increase Value? 2004-03-07 866

Can You Continually Increase Value?

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Worthington answers the questions: Will the stock price of a company keep going up? He discusses Fludigm's financial history and how the company was able to continue to provide investors with a nice return.

Worthington, Gajus, Recruiting the Best 2004-03-07 867

Recruiting the Best

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Worthington relates an anecdote about how renowned intellectual property lawyer Bill Smith joined Fluidigm as general counsel. Worthington gave Smith the pitch before Fluidigm was even funded. Nonetheless, Worthington notes, Smith decided to join the team with the idea that it was going to be a total train wreck, and it was going to be really fun to watch.

Worthington, Gajus, Challenges of Managing: Firing People 2004-03-07 868

Challenges of Managing: Firing People

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If Worthington could start the company over, he would hesitate less in firing people. Firing is one of the hardest things to do as a manager, but unfortunately is necessary in some situations and important to the future of the company.

Worthington, Gajus, How to Recruit Top Talent 2004-03-07 869

How to Recruit Top Talent

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Worthington talks about how Fluidigm relied on two assets to help them recruit top talent: breakthrough technology and chemistry. Obviously, the technology was a big draw for many people to come to Fluidigm, he says. Chemistry was not as obvious an asset. Worthington got along well and developed strong relationships with many individuals that helped Fluidigm to recruit the top talent.

Worthington, Gajus, To MBA or Not?: Technical Degree or MBA 2004-03-07 870

To MBA or Not?: Technical Degree or MBA

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Worthington would not trade his technical degree for an MBA. He sees entrepreneurship being about breaking many of the rules that one learns in business school. He sees being able to lead as much more important to having an MBA, and suggests practical experience as a better alternative.

Worthington, Gajus, Envisioning the Future: Other Potential Applications of the Technology 2004-03-07 871

Envisioning the Future: Other Potential Applications of the Technology

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The applications for the Fluidigm technology may be far from being realized, says Worthington. Fluidigm is currently working on high-throughout methodologies, like genome screening and protein-protein interactions, as well as what could turn out to be breakthrough science: using rubber pumps to simulate body functions to trick cells into thinking they are inside the body, he says.

Worthington, Gajus, Lowest Lows and Highest Highs 2004-03-07 872

Lowest Lows and Highest Highs

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The financial hardships Fluidigm encountered after September 11 were the most difficult stage for the company, says Worthington. The company needed financing quickly or it would disappear - a time that was incredibly physically and emotionally draining for him. Fortunately, the tough times were more than balanced by a number of fantastic highs, including the first major reorder, the first shipping of a complete system and the first success report from a customer, he notes.

Worthington, Gajus, Going Global: Why Singapore? 2004-03-07 873

Going Global: Why Singapore?

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From the beginning of the company, Worthington was aware in the back of his mind that someday Fluidigm would have to go global and setup manufacturing overseas. He has had previous successful experience in Singapore and was drawn by the favorable economic and governmental conditions.

Worthington, Gajus, Founding Team: Technical or Business Saavy? 2004-03-07 874

Founding Team: Technical or Business Saavy?

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Worthington tried to create a balance between technical skills and business skills within the founding team. A mix of background provides a wider set of knowledge and experiences that are beneficial to the success of the company, he adds.

Worthington, Gajus, Experimenting with New Technologies 2004-03-07 875

Experimenting with New Technologies

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When experimenting with new capabilities and technologies, unexpected things happen, notes Worthington. These unexpected results can often be a useful source of new knowledge.

Worthington, Gajus, Finding a Market 2004-03-07 876

Finding a Market

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When in search for a market, Worthington advises not to focus the company too early. Though there is tremendous pressure in the beginning to focus, this is dangerous; once a company has defined a focus the decision is very hard to undo. Worthington suggests waiting it out and seeing how the product develops before focusing.

Worthington, Gajus, Disposable vs. Reusable in Biology 2004-03-07 877

Disposable vs. Reusable in Biology

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There are no plans at this time to make the rubber chips reusable, says Worthington. Because the chips are so cheap to produce, Fluidigm would have to charge an enormous amount for them in order to make a viable business model where the customers are reusing the product, he adds. There is also the practical consideration of using pristine materials in experiments to ensure against contamination, he notes.

Worthington, Gajus, Establishing a Market 2004-03-07 878

Establishing a Market

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If Fluidigm had not decided to market the crystallization chip, says Worthington, they would have developed a platform for doing large-scale parallel PCR. However, they decided against it because the market was already firmly established by major companies and Worthington was not optimistic about forming a partnership with a large company.

Worthington, Gajus, How Do You Establish a Decision-Making Process? 2004-03-07 879

How Do You Establish a Decision-Making Process?

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Though the Fluidigm executive staff was incredibly bright and talented, says Worthington, they initially were almost incapable at making decisions and constantly argued. Worthington decided that the only solution was to set up a decision making process. He set a timeline for the decision, organized the staff into teams, and gave them specific instructions to evaluate the options. Each team performed wonderfully and the process even spurred invention, he notes.

Davidson, Gordon K., Early Silicon Valley Influences 2004-05-26 880

Early Silicon Valley Influences

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Early in his career, Gordon was influenced by some of Silicon Valley's great founders. He started out as a mechanical engineering student at Stanford and developed a strong relationship with a professor who challenged his assumptions and forced him to not be satisfied with an incomplete answer.

Davidson, Gordon K., The Decision to Become a Lawyer in Silicon Valley 2004-05-26 881

The Decision to Become a Lawyer in Silicon Valley

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Gordon caught the startup bug while working for Measurex, but wondered if there was a way he could work for multiple startups at a time, as an advisor for many companies rather than as an executive at just one. He attended law school and Apple was one of his first clients. He deeply regrets not accepting Steve Job's request to pay the $500 legal fees in stock instead of cash!

Davidson, Gordon K., Elements of Entrepreneurship 2004-05-26 882

Elements of Entrepreneurship

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Entrepreneurs are creative and believe that they can change the world. They also must have drive and perseverance and believe the company is going to succeed, no matter how trying the circumstances. The advice of mentors is also invaluable.

Davidson, Gordon K., Using Creativity to Solve Problems 2004-05-26 883

Using Creativity to Solve Problems

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Gordon describes the idea of bullet train thinking. You assume you want a train that can travel at ten times the speed of a conventional train and then figure out what would have to be possible in order to make it work. With this assumed result, you must think of creative solutions that otherwise would not likely be considered. In a startup, when you only have two months left of money, you find a solution in those two months because it is the only option.

Davidson, Gordon K., Entrepreneurs Must Have Drive and Perseverance to Be Successful 2004-05-26 884

Entrepreneurs Must Have Drive and Perseverance to Be Successful

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Gordon discusses companies he believes exemplify outstanding drive and perseverance. Apple has tremendous creativity that has paid off with the success of the iPod. Oracle is extremely dedicated to its vision and has surmounted obstacles in order to achieve it. Intuit has a relentless commitment to the customer that has led the company through tough times.

Davidson, Gordon K., The Ins and Outs of Financing a Company 2004-05-26 885

The Ins and Outs of Financing a Company

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Scott Cook and Tom Proulx of Intuit approached Gordon for advice on what venture capital to accept. Gordon recommended they accept the funding based on the two lowest valuations for the company because the offers came from Doerr, John and Burt McMurty, two of the best venture capitalists in the business. Even at the lower valuation, Gordon predicted that the leadership from these two men would more than make up for the lost profits in the long run.

Davidson, Gordon K., Taking Your Company to a New Level: The IPO 2004-05-26 886

Taking Your Company to a New Level: The IPO

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Google has decided to IPO though the Dutch auction method, which has never been done for such a large-scale offering. In the Dutch auction method, each buyer makes a blind bid for what they are willing to pay. The seller then finds a clearing price for how many shares they want to sell, and the people with bids above that price are awarded stock. The method is designed to avoid the tremendous first day stock price volatility experienced by newly-public companies.

Davidson, Gordon K., How Fenwick & West, LLP Choose Their Clients 2004-05-26 887

How Fenwick & West, LLP Choose Their Clients

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Fenwick & West selects clients based on interviews, but also recognizes that a wide range of people can be successful. If a client is intriguing and seems to have promise, F&W help to set them up with venture capitalists. If the project gets funded, F&W invest a number of months' work into the company and they go along for the ride.

Davidson, Gordon K., The Role of Lawyers in the Startup Ecosystem 2004-05-26 888

The Role of Lawyers in the Startup Ecosystem

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In addition to handling the legal work, lawyers help companies get off the ground by making introductions for founders of start-ups to potential investors, mentors, and accountants. They also help negotiate licenses, execute customer contracts, public offerings, and mergers, sit in on board meetings, and give advice.

Davidson, Gordon K., How Can First-Time Entrepreneurs Be Successful? 2004-05-26 889

How Can First-Time Entrepreneurs Be Successful?

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A number of great companies including Oracle, Apple and Google were started by first-time entrepreneurs. Even with great mentoring, how were they so successful without experience? Gordon answers that first-time entrepreneurs are the ones with the passion and drive to build a great company.

Davidson, Gordon K., The Impact of Outsourcing on Intellectual Property Protection 2004-05-26 890

The Impact of Outsourcing on Intellectual Property Protection

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Outsourcing is a common trend in the market right now and has been a topic at every board meeting. The economics for outsourcing are compelling, but it is hard to know what the intellectual property protections are like. Though copyright and patent protection exists in theory, it is still difficult to ensure protection overseas.

Davidson, Gordon K., Changes in Stock Options 2004-05-26 891

Changes in Stock Options

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The way in which stock options are valued is going to change. Though many companies have generous stock options, they also pay generous salaries because Silicon Valley is an expensive place to live and engineers need cash. Therefore, there is not a big differential between the salary with stock options and the salary without stock options. The size of stock options is likely to decrease, which means a reduced ownership of the company by employees and therefore a lowered incentive for creativity and innovation.

Davidson, Gordon K., When is a Dutch Auction Appropriate? 2004-05-26 892

When is a Dutch Auction Appropriate?

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Gordon questions whether the Dutch auction system is ever appropriate for stock, since it was developed for tulips, of which there is a finite quantity. He worries that people will artificially inflate their bids if they know that the company is planning on giving each bidder only a percentage of what they ask. He also speculates that the institutional investors may not bid, but will wait until the market settles. Whatever the case, there is not yet enough data to convincingly predict when a Dutch auction will be successful.

Davidson, Gordon K., The Duties of a Lawyer Board Member 2004-05-26 893

The Duties of a Lawyer Board Member

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Do people expect unusual services from a board member who is also a lawyer? Gordon himself does not serve on boards for this reason. He wants to keep a clear role for himself and maintain a straightforward attorney-client relationship. He wants his clients to know that his advice comes from an objective point of view, and not because of an interest from a board seat that he may hold.

Davidson, Gordon K., What Should an Engineer Know About Law and Business? 2004-05-26 894

What Should an Engineer Know About Law and Business?

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Gordon recommends that everyone understand the basics of stock, financings, intellectual property protection, and the necessary ecosystem to launch a company. He also suggests having role models and understanding the mentality and infrastructure that makes Silicon Valley so conducive to startups.

Francis, Donald P., Don Francis's Mission - Kids and Kids' Health 2004-01-28 896

Don Francis's Mission - Kids and Kids' Health

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Don Francis, a pioneer in the field of HIV/AIDS research, had a long history as a pediatrician and an employee of the CDC before he joined Genentech to develop an AIDS vaccine. He realized that the only way to truly combat AIDS was to develop a vaccine. He chose Genentech because it was the world leader on vaccines at that time, but he became disappointed when the development was not going anywhere and decided to start his own company.

Francis, Donald P., Vaccines Have a Social Problem! 2004-01-28 897

Vaccines Have a Social Problem!

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Francis talks about the social problem surrounding vaccines. People are only scared of a disease and willing to endure vaccination when they see evidence of the disease. Because vaccines are very effective at wiping out diseases, he notes, society does not tend to be interested with vaccines. In general, society neglects preventative activities, but instead invests huge amounts of money when people actually do get sick, he adds.

Francis, Donald P., A Tale of Two Markets for AIDS Vaccine (Developed vs. Developing World) 2004-01-28 898

A Tale of Two Markets for AIDS Vaccine (Developed vs. Developing World)

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The major market for the AIDS vaccine is in the developing world, says Francis, but there is significant demand in the United States with 40,000 new cases a year. There are a lot of unknowns in the business climate in the United States affecting the profitability of a vaccine. It is difficult to encourage investment when a blockbuster drugs would have a much higher rate of return, he adds.

Francis, Donald P., The Vaxgen Story 2004-01-28 899

The Vaxgen Story

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Genentech and Vaxgen have spent a total of 20 years and $300 million on developing the vaccine, says Francis, but there is still a long way to go. Francis discusses some of the difficulties they have faced along the way.

Francis, Donald P., Bush and 9/11 Put AIDS on the Back Burner - And a New Social Venture is Born 2004-01-28 901

Bush and 9/11 Put AIDS on the Back Burner - And a New Social Venture is Born

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Francis talks about how after 9/11, the government became interested in vaccines. Vaxgen shifted to making a small pox vaccine and an anthrax vaccine and has been very successful in these pursuits. Unfortunately, AIDS was not named as an immediate concern and was but on the back burner. Due to the unwillingness of both the government and private businesses to provide funding, Francis has now decided that the AIDS vaccine cannot be developed in the private sector and is founding a non-profit foundation to pursue the development of the vaccine for less developed parts of the world.

Francis, Donald P., Intellectual Property Issues Between Vaxgen and the New Social Venture 2004-01-28 902

Intellectual Property Issues Between Vaxgen and the New Social Venture

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Francis explains there are IP issues associated with forming the new venture, but since they are working for the less-developed world the licenses were given free of charge.

Francis, Donald P., Non-profit vs. Free Market: The Gates Foundation Changes the Game 2004-01-28 905

Non-profit vs. Free Market: The Gates Foundation Changes the Game

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Neither private investors nor the government was willing to make the necessary investment in the vaccine, says Francis. Therefore, Francis and his team had to look elsewhere for funding. The formation of the Gates Foundation has provided the desired alternative.

Francis, Donald P., Is HIV Vaccine Possible? 2004-01-28 907

Is HIV Vaccine Possible?

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The scary thing about HIV, says Francis, is the numerous variations around the world. Still, there is no scientific reason that it would not be possible to cover all the strains in a single vaccine; it would just be more expensive to create such a vaccine, he adds.

Francis, Donald P., Career Advice: Follow Your Passion and Come to the Bay Area! 2004-01-28 909

Career Advice: Follow Your Passion and Come to the Bay Area!

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Francis urges inspiring entrepreneurs to follow their passion. He comments on how difficult it is to follow a social cause in a society based on capitalism. The Bay Area is unique in its climate of venture capitalism and risk-seizing attitude.

Francis, Donald P., Alliances and Collaboration 2004-01-28 910

Alliances and Collaboration

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Francis talks about how the NIH and the International AIDS Vaccine Initiative in New York are also doing AIDS vaccine research. With the help of his foundation, Gates envisions establishing a network of 6-10 AIDS vaccine development centers that would be both competitive and collaborative in their mission to develop a vaccine.

Raikes, Jeff, Be Open to Opportunity 2004-05-05 911

Be Open to Opportunity

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Raikes, Jeff, group vice president of Productivity and Business Services (PBS) at Microsoft Corporation, explains his own background and how being open to opportunities helped him become the only undergraduate from the Engineering Economic Systems department at Stanford. Plans change as opportunities arise, he says. He also recommends entrepreneurs look for a job they love.

Raikes, Jeff, Overview of Microsoft Today 2004-05-05 912

Overview of Microsoft Today

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Raikes explains how Microsoft has 5 computers for every employee, close to 70 subsidiaries around the world, and only 40% of their revenue comes from the Unites States. Microsoft's revenues this year will be around $36 billion, or $100 million a day, he adds. Soda is free for employees and over 3 million cans of Coca-Cola are consumed a year.

Raikes, Jeff, Challenges in Structure Transformation - Microsoft Business Divisions 2004-05-05 913

Challenges in Structure Transformation - Microsoft Business Divisions

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Raikes talks about how Microsoft participates in a broad range of competitive and evolving businesses in the software industry. They are transforming into seven business: client (Windows), information worker business (Office), Business Solutions (small to medium businesses), server and tools, MSN, and Home and Entertainment (X-Box, PC gaming).

Raikes, Jeff, The Principle of Agility 2004-05-05 914

The Principle of Agility

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In Raikes' early days at Microsoft, the strategy was to focus on agility--to have the products run on a number of different computing platforms. To be a successful entrepreneur, you have to learn and respond to challenges that arise and adapt your strategy accordingly, says Raikes.

Raikes, Jeff, The Importance of Vision 2004-05-05 915

The Importance of Vision

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Raikes explains that PowerPoint was created as a new way to present overhead slides. Microsoft made the bet that people would be willing to change the way they present information and launched PowerPoint into one of their most successful applications. You have to listen to your customers, but you also have to see beyond what your customers do now to what they might do in the future, he says.

Raikes, Jeff, Innovation in Business Models 2004-05-05 916

Innovation in Business Models

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Raikes talks about how Microsoft's success at innovating business models equals its success in technology innovation. Before Microsoft, there was no market for a company that did operating systems. The business model to license operating systems was novel and helped to propel Microsoft to success.

Raikes, Jeff, The Value of Broad-Based Leadership and Experience. 2004-05-05 917

The Value of Broad-Based Leadership and Experience.

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Broad-based leadership is important to the success of a venture, says Raikes. Though everyone cannot have every skill, it is important to bring together a leadership team that has both a broad and deep set of experiences. Still, people should be hired more because they are passionate about what they do and willing to work hard, rather than their experiences.

Raikes, Jeff, Small/Medium Businesses and the Internet 2004-05-05 918

Small/Medium Businesses and the Internet

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In this decade, there will be a shift in the way small and medium companies do business, says Raikes. The next generation of workers will have 15 years of Internet experience when they enter the workforce and will expect great computing tools. They will only hire companies they can communicate with online. Small to medium businesses will need to adopt new business application software to help them communicate with customers, he adds.

Raikes, Jeff, The Principle of Persistence 2004-05-05 919

The Principle of Persistence

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Raikes talks about how many palm devises failed before Palm because hugely successful. Microsoft is still working on a tablet PC, though efforts in the past have failed. Microsoft's entrepreneurial success is characterized by persistence: keep investing and keep trying, says Raikes. Persistence is a part of agility. You learn to respond and then you keep trying, he adds.

Raikes, Jeff, Choosing the Path That is Right for You 2004-05-05 920

Choosing the Path That is Right for You

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Find what you have a passion for and find a company that represents that, says Raikes. Life is too short to focus on money. Interviewers look for three things: high energy, high horse power, and the ability to get things done. It is nice to have relevant experience, but it is more important to be really passionate and willing to learn quickly, he adds.

Raikes, Jeff, Can a Company Be Successful at Both Software and Hardware? 2004-05-05 921

Can a Company Be Successful at Both Software and Hardware?

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Raikes talks about how companies can be successful at software and hardware, but only within a certain scope. If you're looking at the overall market, it has to be either hardware or software, he says. Within a niche, it is sometimes important to do both.

Hennessy, John L., Silicon Valley: History and Secret 2004-04-21 922

Silicon Valley: History and Secret

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Hennessy, John, Stanford University's 10th president, talks about how the future of Silicon Valley lies in supporting the creative environment fueled by the combination of universities, big companies, and the entrepreneurial spirit. The creative environment is conducive to innovation because you never can predict where the next breakthrough will occur, he says.

Hennessy, John L., Faculty and Startups: Conflict of Interest or Conflict of Commitment? 2004-04-21 923

Faculty and Startups: Conflict of Interest or Conflict of Commitment?

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Hennessy answers the question: Can the walls between Stanford and Silicon Valley ever become too permeable? Yes, he says, there are situations in which a conflict of interest or conflict of commitment can cause problems. The break between academia and business should occur when the focus of the research becomes about productizing the research rather than about the research itself.

Hennessy, John L., Observations on the Biotech and Biomedical Devices Space 2004-04-21 924

Observations on the Biotech and Biomedical Devices Space

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Hennessy explians that the biotech and biomedical space are characterized by the importance of patents. Contrarily, patents are not crucial in intellectual property companies because there are often many comparable ways to do the same thing. Additionally, most IT companies spun out of a university fail because they miss the market window, not because the technology fails. For biotech companies, success is much more based on the patent and the quality of the technology, he adds.

Hennessy, John L., A Good Team Needs Technical and Non-technical People 2004-04-21 925

A Good Team Needs Technical and Non-technical People

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A good entrepreneurial company requires a variety of people with diverse skills, says Hennessy. Though there is a natural tendency to focus on the technology side of the company, non-engineering people are just as critical as the engineering people. In addition, the success of a venture is not based solely on the skills of the technical employees, but on the ability of the team to work together.

Hennessy, John L., If You're So Smart, How Come You're Not Rich? 2004-04-21 926

If You're So Smart, How Come You're Not Rich?

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Hennessy answers the question: How do you get people to stay at Stanford when there is so much opportunity in the business sphere? He remarks that companies are great things, but they are missing most of what makes a university so appealing to its employees: the freshness and excitement of the students and the freedom to conduct one's own research.

Hennessy, John L., The Way to Predict the Future is to Invent It 2004-04-21 927

The Way to Predict the Future is to Invent It

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Hennessy predicts that the internet revolution is only half over. The remaining opportunities will be harder to find, but there is still a big impact to be made. Computers are still way too complicated and could be doing a lot more for the user. Wireless technology will increase mobility. In order to allow the continuation of increased performance in computing, there will have to be some major changes in technology.

Hennessy, John L., The Downside of Silicon Valley 2004-04-21 928

The Downside of Silicon Valley

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Hennessy believes there is a penalty for living in the technology center of the world. It comes in the form of a high cost of living and being subjected to the fickleness of the entrepreneurial spirit, demonstrated by the bursting of the bubble. Some sacrifices have to be made to stay, but ultimately, the Silicon Valley is too exciting a place to leave, he adds.

Hennessy, John L., Envisioning New Centers of Entrepreneurial Activity 2004-04-21 929

Envisioning New Centers of Entrepreneurial Activity

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Hennessy explains It is not necessarily a bad thing that centers of entrepreneurship are beginning to emerge elsewhere. The high cost of living in the Silicon Valley will be a key issue in its future because it will be a challenge to be number one in the burgeoning biotech revolution while maintaining the current cost structure.

Hennessy, John L., Bioengineering: Supporting Innovation Across Disciplines in a University Setting 2004-04-21 930

Bioengineering: Supporting Innovation Across Disciplines in a University Setting

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Hennessy explains that the Clark Center is important to the future of Stanford because it represents the growing importance of biology to the coming century. It is a radical organization for a university because it brings together faculty from a broad range of departments in an attempt to understand the translation between basic science and the applications of basic science.

Hennessy, John L., Opportunities in Social Entrepreneurship 2004-04-21 931

Opportunities in Social Entrepreneurship

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Hennessy talks about how entrepreneurship holds great potential for social endeavors. Entrepreneurs think about solving problems in different ways and therefore can offer unique and innovative solutions. Not all the lessons from business can carry over, but many will apply, he adds.

Hennessy, John L., Gravity Pro-B: Government Projects and Spin-off Companies 2004-04-21 932

Gravity Pro-B: Government Projects and Spin-off Companies

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Hennessy explains there are opportunities for spin-off technology from big science government projects which can lead to startups and companies. GPS, which was a successful spin-off of Gravity Pro-B, is an example. He believes that the best environments for discovery and creativity are ones that include a wide range of people with different expertise. Universities are special because they provide the opportunity for people to work together and share ideas, creating a more productive, and more interesting, environment.

Wirt, Ken, The Career Path of a palmOne Executive 2004-02-03 933

The Career Path of a palmOne Executive

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Wirt, Ken, senior vice president of Worldwide Marketing at palmOne, graduated from the University of Michigan with a degree in the psychology of kinetic media - the evolution of how one media, such as television, turns into another, like computers. He worked for a couple small companies before attending business school at Stanford. He then got into computers at Atari, handheld devices at Apple, and online music at a startup called Riffage.com. Following this, he came to Palm Inc., which is now palmOne.

Wirt, Ken, The Convergence of Technology 2004-02-03 934

The Convergence of Technology

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Wirt talks about how the convergence of technology is an interesting trend that has led to an influx of multi-functioning devices. Convergence devices save space, add convenience, and can sometimes enhance the functionality of the combined product. The Palm Treo is a great example of a convergence device and functions as a phone, handheld organizer, wireless email, text messaging, web browsing and even a digital camera.

Wirt, Ken, Examples of When Convergence Works and When it Does Not 2004-02-03 935

Examples of When Convergence Works and When it Does Not

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Though some types of convergence devices become extremely popular, says Wirt, others never catch on. In certain cases, it is clear why the convergence device has never caught on (like a washer-dryer combo), and in others it is not so clear (like why people never use the built-in calculators on their cell phones), he adds.

Wirt, Ken, Historical Example of Convergence - Steam Powered Factory. 2004-02-03 936

Historical Example of Convergence - Steam Powered Factory.

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Wirt explains that the invention of the electric motor revolutionized the way factories operate. With steam power, there was one central boiler which dictated how the factory had to be organized. As electric motors evolved, it became possible to make small motors that could be distributed around the plant to provide power to individual machines allowing for greater flexibility. Now, electric motors are everywhere, he says.

Wirt, Ken, Distributed Computing Became an Appliance 2004-02-03 937

Distributed Computing Became an Appliance

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Wirt explains that computers have become so cheap and common that they can now be found in countless devices. He was able to count 14 computers in his kitchen alone. Optical drives are another example of a device that was once very expensive, but has now become a standard technology and its use and application has greatly expanded.

Wirt, Ken, From Revolution to Evolution 2004-02-03 938

From Revolution to Evolution

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A revolution in technology can occur very quickly, says Wirt. The new product can rapidly displace the old. However, the evolution of a technology takes time. The potential impact of a technology is not often realized until much later.

Wirt, Ken, From Convergence to Appliance 2004-02-03 939

From Convergence to Appliance

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According to Wirt, the biggest factor in determining whether a convergence device is successful or not is the rate of the technical change of its components.

Wirt, Ken, The Future of Appliances 2004-02-03 940

The Future of Appliances

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Wirt makes some interesting predictions about the future of digital music, digital photos, and the trends of high speed networks and increasing storage capacity. He describes a world where almost everything has a built-in hard drive for storing information, but the challenge will be keeping it all in sync.

Wirt, Ken, Future of PDAs as Convergent Devices 2004-02-03 941

Future of PDAs as Convergent Devices

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According to Wirt, PDAs have evolved over the last decade from just an address book and calendar to devices that can play movies and MP3s and carry much more information. In the next decade, he sees an increased ability to carry around many types of information.

Wirt, Ken, Growth Prospects for PDAs and for PalmOne 2004-02-03 942

Growth Prospects for PDAs and for PalmOne

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Though recent market research suggests that the PDA industry may be finished growing, Wirt questions this conclusion. He points out that conventional wisdom is often wrong. It is not the market researchers that create the future, but the entrepreneurs.

Wirt, Ken, How PalmOne Evaluates What Customers Want 2004-02-03 943

How PalmOne Evaluates What Customers Want

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Customers generally are not very good at knowing what they want for the next big product, says Wirt, but they are good at making suggestions for incremental improvements. The next big thing has to come from the product developers, but then has to be refined based on customer feedback.

Wirt, Ken, International Markets 2004-02-03 944

International Markets

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According to Wirt, Europe is ahead of the US in cell phone use. An example of this is the popularity of Bluetooth in Europe and its relative obscurity in the states.

Wirt, Ken, Convergence of PDAs with Automobiles 2004-02-03 945

Convergence of PDAs with Automobiles

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Wirt answers the question: Will there be convergence of PDAs and automobiles in the future? Most likely, he says. Car companies are very interested in adopting the newest technology and are currently working on ideas for integrating the two devices.

Wirt, Ken, Is PalmOne Focusing on Business or personal Segments? 2004-02-03 946

Is PalmOne Focusing on Business or personal Segments?

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Wirt talks about how the PDA is a unique product in that its customers use it for both personal and business use. Still, consumers like to have differentiation. PalmOne has segmented its product line, creating the Zire sub-brand, to better address both consumer groups, he adds.

Wirt, Ken, PalmOne and Palm Source 2004-02-03 947

PalmOne and Palm Source

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According to Wirt, PalmOne and Palm Source are now completely separate companies; PalmOne does hardware and PalmSource focuses on developing and licensing the operating system.

Wirt, Ken, How Do You Compete Against More Established Competitors? 2004-02-03 948

How Do You Compete Against More Established Competitors?

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Wirt explains that PalmOne has competed in the wireless forum by forming close relationships with the carriers to provide solutions that are integrated into their network. The largest market is largely saturated, so wireless companies are looking for additional services to offer their customers, and this is what PalmOne provides.

Komisar, Randy, 1954-, What Does it Mean to Be a Virtual CEO? 2004-04-28 992

What Does it Mean to Be a Virtual CEO?

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Komisar, Randy, a partner at Kleiner Perkins Caufield and Byers, explains his title of Virtual CEO, which does not have a specific meaning. It is extremely adaptive and evolves to his changing roles. The purpose of the title was to provide a sort of identity on a business card that he could point at and say "this is what I do."

Komisar, Randy, 1954-, The History of a Virtual CEO 2004-04-28 993

The History of a Virtual CEO

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The role of the Virtual CEO is peculiar to Komisar and his own strengths and weaknesses. It was created as a way to bring together his diverse experiences in some kind of a flexible role that includes helping to guide emerging leaders and nurture emerging companies.

Komisar, Randy, 1954-, Virtual CEO: First Questions to Ask Yourself About Your Business 2004-04-28 994

Virtual CEO: First Questions to Ask Yourself About Your Business

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According to Komisar, he provides the biggest value to companies at the beginning, and his value diminishes as the company grows and becomes more operational. He initially focuses on helping companies develop an overall strategy and business plan at a conceptual level. As the company evolves, he becomes more of the problem solver, rather than the generalist.

Komisar, Randy, 1954-, Where is the High-Tech Market Headed? 2004-04-28 995

Where is the High-Tech Market Headed?

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Recently, Komisar has noticed that the IPO market is reopening and VCs are becoming anxious to invest. There are a number of companies lined up to go public. There tends to be a lag in the markets of step technologies, while the customers catch up to the advance, but they do catch up and a large amount of value is created in the process, he says.

Komisar, Randy, 1954-, The Biggest Successes are Often Bred from Failures 2004-04-28 996

The Biggest Successes are Often Bred from Failures

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According to Komisar, what distinguishes the Silicon Valley is not its successes, but the way in which it deals with failures. The Valley is about experimentation, innovation, and taking new risks. Only a small business that can deal with failure and still make money can exist in this environment. It is a model based on many, many failures and a few extraordinary successes.

Komisar, Randy, 1954-, How Do You Teach High-Tech Entrepreneurship? 2004-04-28 997

How Do You Teach High-Tech Entrepreneurship?

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A basic skill set covering finance, organization, transactions, strategy, and business models can be taught successfully, says Komisar. These skills are useful for engineers because they provide context about the personality and character of entrepreneurship. However, according to Komisar, having a character suited for entrepreneurship is something that cannot be taught, as being comfortable with uncertainty and ambiguity is something you either have or you don't.

Komisar, Randy, 1954-, Balancing Your Life and Your Career Successfully 2004-04-28 998

Balancing Your Life and Your Career Successfully

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Komisar explains that there is no balanced life in being a CEO. It is a 24/7 job and is all-consuming. After being a CEO, Komisar decided to cut back and bring his life back into balance so he could have time for all the things he enjoyed. It is essential to stay ethical and never put yourself in a situation where you can't say no and cut back. Maintaining a balanced life is a dynamic quest and changes as your priorities change. People who know and respect you can be a powerful resource in helping you find this balance.

Komisar, Randy, 1954-, Exploring New Sales and Marketing Channels 2004-04-28 999

Exploring New Sales and Marketing Channels

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According to Komisar, creating visibility and driving sales are two different tasks. Marketing channels are pretty well honed, but driving sales requires more attention. As an entrepreneur, you play a large part in creating the demand for your product and Google is not going to do that for you. You have to convince people that your product will save them money, he says.

Komisar, Randy, 1954-, How Do You Find Your Passion and How Do You Pursue It? 2004-04-28 1000

How Do You Find Your Passion and How Do You Pursue It?

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Instead of thinking about the passion, expalins Komisar, free yourself to think of a portfolio of passions. Marry this portfolio with the opportunities in front of you, he says. Think of it as a quest towards which you are moving in the right direction, he adds.

Komisar, Randy, 1954-, The Role of a Consultant vs. the Role of a Virtual CEO 2004-04-28 1001

The Role of a Consultant vs. the Role of a Virtual CEO

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Komisar explains that consultants are not in the position of obtaining the level of intimacy with a company that builds confidence in decision making. Strategy consulting exists because senior management wants their strategy to be accepted by a board of directors. Contrastingly, Komisar's role is to come up with bold ideas and steer the direction of the company.

Komisar, Randy, 1954-, The Role of Networking to Find the Best Resources 2004-04-28 1002

The Role of Networking to Find the Best Resources

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To find companies to work with, Komisar engages in a sort of dating process. First, the company has to be referred to him by a trusted source. Second, he holds a meeting in order to get to know the person and find out what they are trying to do with the business. Komisar is only interested if the business is an interesting opportunity and the person is someone who has merit and can make a difference. This process of getting to know the founder can take months before Komisar is willing to commit.

Komisar, Randy, 1954-, Should a Start-up Focus on Going Global Right Away? 2004-04-28 1003

Should a Start-up Focus on Going Global Right Away?

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According to Komisar, globalization needs to be part of the tool set for every entrepreneur doing a start-up today. This doesn't mean immediately going global, but understanding the global market and having a plan for the future, he adds.

Komisar, Randy, 1954-, The Surge of Social Entrepreneurship 2004-04-28 1004

The Surge of Social Entrepreneurship

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Komisar sees social entrepreneurship is taking off. There is a group of highly motivated people wanting to make a difference but who are not as concerned with making money and are creating drastic innovations in business models. There is an incredible level of commitment from these folks and hopefully a bright future ahead of them, he adds.

Levchin, Max, 1975-, Lucky or Brilliant? 2004-01-21 1021

Lucky or Brilliant?

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Entrepreneurs generally describe themselves as either unlucky or brilliant, depending on whether or not they were successful. Since the company can never be founded again, Peter Thiel says it is hard to know whether they were in fact brilliant or merely lucky with Paypal. He does say that they were at the right place at the right time, but undoubtedly did many right things along the process as well.

Levchin, Max, 1975-, Paypal Cofounders Met in Terman at a Seminar 2004-01-21 1022

Paypal Cofounders Met in Terman at a Seminar

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Max met Peter at a free lecture on the currency market held in Terman. The lecture only had six attendees and Max approached Peter afterwards to tell him he was going to start a company. Peter had lots of friends that had been involved in startups, most of which had blown up catastrophically. Still, they were eager to try it themselves. Peter had experience in finance and Max had experience in crypto, and after a great deal of brainstorming, they decided to do something with encrypted money.

Levchin, Max, 1975-, How We Attracted Our First People 2004-01-21 1023

How We Attracted Our First People

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The founders built the initial team of six by recruiting people they knew and trusted. Though it some took convincing, they got the other members to give up whatever they were doing and move out to California.

Levchin, Max, 1975-, Selling Employees, Selling Investors, and Selling Customers 2004-01-21 1024

Selling Employees, Selling Investors, and Selling Customers

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In the beginning, the company had three points of focus: recruiting people, selling investors, and selling the products to customers. Selling the company to investors was initially the most difficult of the three and Peter discusses how difficult it was to secure funding.

Levchin, Max, 1975-, Selling Investors: Beaming at Bucks 2004-01-21 1025

Selling Investors: Beaming at Bucks

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To mark the first major funding round, the Paypal founders staged the famous Beaming at Bucks, where the Paypal money encryption technology was used to send the funding money from one PalmPilot to another across the room in a publicity demonstration. There was a mad rush before the demonstration to get the technology working and there was consideration of faking the event, but they decided to stick to the plan and miraculously pulled off the money transfer successfully.

Levchin, Max, 1975-, Selling Customers -- Getting the Product Out 2004-01-21 1026

Selling Customers -- Getting the Product Out

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Technology companies face four major development hurdles along the path to success: basic concept, the product, getting it to customers, and making money. Focusing on the last, the two prevalent business models for making money in the high tech market are advertising or partnering. After thorough analysis comparing the costs of different advertising strategies, the Paypal founders decided that, however unintuitive, giving each customer $10 for opening a new account was the cheapest method to obtain customers.

Levchin, Max, 1975-, Exponential Growth 2004-01-21 1027

Exponential Growth

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PayPal Co-Founders Peter Thiel and Max Levchin discuss the connections between growth and burn rate during their company's early days. The co-founders also describe why this was a frantic and stressful period for the organization.

Levchin, Max, 1975-, Coping with Fraud 2004-01-21 1028

Coping with Fraud

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The founders soon realized that a major part of the high burn rate was due to fraud. They admit to being very na├»ve about fraud when they started the company. They had to either find a way to beat fraud or the fraudsters would beat them. They were able to successfully stay ahead of the fraudsters and reduce the fraud rate dramatically.

Levchin, Max, 1975-, The Initial Public Offering (IPO) 2004-01-21 1029

The Initial Public Offering (IPO)

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Paypal was the first company to file for IPO status after 9/11 and consequently faced much-stricter-than-normal scrutiny. Additionally, the night before a deadline the founders found out that they were being sued for patent infringement. After a sleepless night and rushed meeting with a lawyer, the suit was dropped. The process was so rushed and stressful that it remains just a blur in the memories of the founders.

Levchin, Max, 1975-, Viral Marketing 2004-01-21 1030

Viral Marketing

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There is no set formula to make viral marketing successful. Rather, it depends on the situation. It worked with Paypal because customers were able to transfer money to non-customers, therefore growing the network quickly.

Levchin, Max, 1975-, Changing the Business Model 2004-01-21 1031

Changing the Business Model

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Though Paypal launched the Palm model and the internet model at roughly the same time with roughly the same number of customers, the internet model took off while the Palm side remained stagnant. Consequently, Paypal shifted its company focus toward the internet model.

Levchin, Max, 1975-, Beating Competitors - and the Conventional Wisdom 2004-01-21 1032

Beating Competitors - and the Conventional Wisdom

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The concept of digital cash had been around long before Paypal. Paypal was unique in that it was successfully able to create a compromise between security, privacy and convenience that was acceptable to the customer.

Levchin, Max, 1975-, Negotiating with eBay 2004-01-21 1033

Negotiating with eBay

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The negotiations with eBay were difficult because eBay did not originally recognize Paypal as an essential part of their business model. After a year-and-a-half long negotiation (and a few marketing ploys by Paypal), eBay recognized the Paypal's value and the two companies were able to agree upon the deal terms and valuation figures.

Levchin, Max, 1975-, Advice to eBay (the acquirer) 2004-01-21 1034

Advice to eBay (the acquirer)

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Peter's advice to eBay for the future of Paypal is to keep scaling the business. At the beginning, it made sense to integrate Paypal's product closely with eBay, but now they are starting to develop applications outside of eBay and these should be vigorously promoted.

Levchin, Max, 1975-, When and Why to Merge With a Competitor to Dominate a Market 2004-01-21 1035

When and Why to Merge With a Competitor to Dominate a Market

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The early merger with the competitor created a unified front that helped convince people that there was a large market with real growth. Though there is no way to tell, it is likely that both companies would have run out of money had they not merged.

Levchin, Max, 1975-, Paypal is Not a Bank 2004-01-21 1036

Paypal is Not a Bank

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The founders of Paypal are often asked if they are a bank. They are not a bank because they are not involved in fractional lending, nor are they backed by the Federal Reserve. Peter likens Paypal to a money market fund.

Levchin, Max, 1975-, Looking Ahead to Their Next Venture 2004-01-21 1037

Looking Ahead to Their Next Venture

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The world is headed in the direction of a global, inter-connected economy in which enormous amounts of money are transferred around the world. Currently, there are outrageous margins on currency exchanges so there is an opportunity in offering transfers at respectable margins.

Schmidt, Eric, 1955 April 27-, Life at Google: Organizational Culture 2002-05-01 1072

Life at Google: Organizational Culture

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Late one night, a group of excited people congregated in the office of Larry Page, co-founder of Google, over a bottle of champagne. Around 80 people came to watch the event from outside, curious about what was going on. The event was the signing of the AOL contract that was the culmination of months of hard work.

Schmidt, Eric, 1955 April 27-, Science as Inspiration 2002-05-01 1073

Science as Inspiration

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Larry Page, co-founder of Google, reveals that basic research and good ideas are the key components to creating a tremendous opportunity in the tech market. A lot of new knowledge is being created all the time and much of it can be used as the foundation for innovation.

Schmidt, Eric, 1955 April 27-, Innovate in Technology and Business: The Founding of Google 2002-05-01 1074

Innovate in Technology and Business: The Founding of Google

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According to Larry Page, co-founder and CEO of Google, not many companies are innovators in both technology and business. In order to be successful in technical innovation, says Page, you must understand the business and marketing side of the equation.

Schmidt, Eric, 1955 April 27-, Tips for the Entrepreneur 2002-05-01 1076

Tips for the Entrepreneur

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Google co-founder Larry Page provides several tips for entrepreneurs. Tip 1: Just don't settle. Especially with employees, it is very important to find great people you are compatible with. Tip 2: There is a benefit from being real experts. Experience pays off. Tip 3: Have a healthy disregard for the impossible. Stretch your goals. Tip 4: It is OK to solve a hard problem. Solving hard problems is where you will get the biggest leverage. Tip 5: Don't pay attention to the VC bandwagon. Don't start a company just because you can. Instead, have a really good idea that is good regardless of the funding situation.

Schmidt, Eric, 1955 April 27-, Google History 2002-05-01 1077

Google History

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Larry Page and co-founder Sergey Brin started Google while at Stanford working on their PhD's. When the company grew too big to be run from their dorm rooms, the founders made a pitch to a computer science professor who wrote them a $100,000 check on the spot. As of 2002, it is a company of almost 400 people, it handles over 1500 million searches a day, and it has been profitable for over a year.

Schmidt, Eric, 1955 April 27-, Google Culture: Encouraging Innovation 2002-05-01 1078

Google Culture: Encouraging Innovation

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Google tries to keep an entertaining and enriching corporate culture by taking company trips and implementing a dog-friendly policy.At the same time, the company tries to maintain an entrepreneurial culture by forming small teams that act like individual startups. The founders have discovered that the groups tend to become more traditional as they grow larger.

Schmidt, Eric, 1955 April 27-, Google Mission 2002-05-01 1079

Google Mission

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Google's mission, according to its founder Larry Page, is to organize the world's information, making it universally accessible and useful. They still believe that search can get a lot better and are working hard to make it so. Google has a global focus and is aiming to do things that matter to everyone around the world.

Schmidt, Eric, 1955 April 27-, Recruiting and Hiring 2002-05-01 1080

Recruiting and Hiring

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A large amount of time is spent in the hiring process at Google because the company is serious about employing only the very best people. Because of the high profile of the company, they receive over a thousand resumes a day, according to co-founder Larry Page and CEO Eric Schmidt. Many hires result from these resumes, but only after comprehensive reference checks.

Schmidt, Eric, 1955 April 27-, How Does Google Actually Make Money? 2002-05-01 1081

How Does Google Actually Make Money?

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Google makes money through selling targeted advertising on its site, which is more effective than broad-based advertising. In addition, they receive revenue from providing search capabilities to other companies, says co-founder Larry Page. Surprisingly, the model used today is remarkably similar to the original business model presented to venture capitalists.

Schmidt, Eric, 1955 April 27-, Partnerships: Google and AOL 2002-05-01 1082

Partnerships: Google and AOL

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Google competed with several other companies, including Overture, for the AOL deal. Though Overture offered more money because they are a public company, Google offered more ideas about additional services for AOL customers. The AOL CEO decided to make the decision that was best for the customers and went with Google, recalls co-founder Larry Page.

Schmidt, Eric, 1955 April 27-, What Would You Change to Make Google More Successful? 2002-05-01 1083

What Would You Change to Make Google More Successful?

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Everything at Google has turned out perfectly, making it hard to determine which decisions were good and which were bad. Co-founder Larry Page remarks that they could have started the company earlier, but were working on their PhD's. Also, it would have been difficult to achieve the same thing five years ago because the market was not as advanced -- and technology was more expensive and less established.

Schmidt, Eric, 1955 April 27-, Founding Team Dynamics 2002-05-01 1084

Founding Team Dynamics

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Google co-founders Page and Brin have a unique relationship. The duo share an office, which is said to be one of the most exciting places in the company. The founder-led company dynamic is an important factor in Google's success.

Schmidt, Eric, 1955 April 27-, Success Factors of Potential Partners 2002-05-01 1085

Success Factors of Potential Partners

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Eric Schmidt, CEO of Google, talks about how real partnerships are a win-win deal. When making a deal, it is important to let your partner win, too, and to form an actual partnership rather than strictly relying on financial gain.

Schmidt, Eric, 1955 April 27-, Google and Language Translation 2002-05-01 1088

Google and Language Translation

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No matter what language people speak, there is much information that is not in their language. Right now, most of the information available online is in English, but that won't always be the case. Google has been interested in translation, especially as it applies to searching. As of this 2002 lecture, automated translation is not perfect, but co-founder Larry Page reports that they are working to make it better.

Schmidt, Eric, 1955 April 27-, Google's Legal Issues 2002-05-01 1089

Google's Legal Issues

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Google has been caught in the middle of free speech vs. censorship issues. The Digital Millennium Copyright Act states that if a company removes information from the internet when requested, they cannot be held liable. If the company is then counter-notified, they can put the information back up and remain legally neutral. Google has followed this policy, says co-founder Larry Page, but it has nevertheless sparked controversy.

Schmidt, Eric, 1955 April 27-, Hiring: What Attributes Do You Look For? 2002-05-01 1090

Hiring: What Attributes Do You Look For?

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The first aspect Google considers when hiring is evaluating the applicant's capability of simply doing the job. Next, they look for people who can think outside the box, but still work within Google culture. Third, communication skills are critical for any employee, even engineers. Overall, co-founder Larry Page and CEO Eric Schmidt have found that if someone is exceptional at something, it is usually a good indicator that they are exceptional at everything.

Schmidt, Eric, 1955 April 27-, Envisioning the Future for Google: Always a Search Engine? 2002-05-01 1091

Envisioning the Future for Google: Always a Search Engine?

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Google will always be a search engine, despite any additional directions the company may take, because it is a critical part of the mission the founders Page and Brin have defined. Also, says the company, the search engine is far from perfect and still requires many developments before it is complete.

Schmidt, Eric, 1955 April 27-, ROI on Advertising Models Online 2002-05-01 1092

ROI on Advertising Models Online

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Google's advertising model has been extremely successful, says CEO Eric Schmidt and co-founder Larry Page. Google has invested in technology to better target ads - and they've found that targeting ads well is in fact comparable to targeting search results.

Schmidt, Eric, 1955 April 27-, Globalization: Google and Asia-Pacific 2002-05-01 1093

Globalization: Google and Asia-Pacific

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Google increasingly has a global focus; as of 2002, traffic is now around 60% outside of the United States and growing. The search supports 74 languages, including many Asian languages, says CEO Eric Schmidt. There is tremendous growth in Japan, where the majority of portals and online services now use Google.

Schmidt, Eric, 1955 April 27-, Learning to Take Risks: A personal Story 2002-05-01 1094

Learning to Take Risks: A personal Story

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Scope and Content Note

Looking back, it is easy to forget the tremendous risks co-founders Larry Page and Sergey Brin undertook to get to the place they are today. The co-founders once caused the whole Stanford network to go down for a significant amount of time while trying to develop Google. Page remarks that weird things happen when you are trying to touch every computer on the internet.

Schmidt, Eric, 1955 April 27-, Technology and Social Responsibility 2002-05-01 1095

Technology and Social Responsibility

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Scope and Content Note

The founders of Google, Larry Page and Sergey Brin believe that it is incredibly important for people to have access to information around the world -- and that this is something that Google can deliver. They have run into issues with foreign governments over censorship, but recently it has not been a major problem. CEO Eric Schmidt predicts that Google will become an unintended central focus around global copyright and ownership legal issues.

Schmidt, Eric, 1955 April 27-, Search Engines and Competition 2002-05-01 1096

Search Engines and Competition

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In the beginning, co-founders Larry Page and Sergey Brin tried to license Google to other companies because they wanted to finish their PhD's, but none were interested. Google was started out of desperation; they had no other option but to start the company themselves. Though the founders do worry about competition, the barrier to entry is continuously increasing as Google indexes more and more documents and becomes the foundation of so many other services.

Schmidt, Eric, 1955 April 27-, New Leadership and Organizational Change 2002-05-01 1097

New Leadership and Organizational Change

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When CEO Eric Schmidt started at Google, his job was largely centered around providing some organizational design. The culture was working well but the company needed more structure. He hired a financial and controller system, instituted staff meetings, and set and reviewed quarterly objectives.

Schmidt, Eric, 1955 April 27-, Encouraging Creativity 2002-05-01 1098

Encouraging Creativity

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Google's main problem is separating the wheat from the chaff through the mounds of creativity they have on hand, says co-founder Larry Page. There are simply more ideas than time and resources allow them to accomplish.

Huang, Jensen, Branding a Product 2003-01-29 1117

Branding a Product

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With every product development, NVIDIA asks What is the purpose of this product and the soul of its existence? NVIDIA has been very successful developing distinctive brand names for their products that describe the soul of the product. These names have become widely recognized and have given the product a personality.

Huang, Jensen, Where Do We Go From Here? 2003-01-29 1118

Where Do We Go From Here?

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NVIDIA's goal is to light up every pixel in the world. LCD technology has make displays more prevalent. NVIDIA hopes to take advantage of this trend, and future trends, in display technology to drive as many pixels as they can.

Huang, Jensen, Starting a Company and Fending Off Competition 2003-01-29 1119

Starting a Company and Fending Off Competition

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If you have a great idea, many other people probably have that idea too. When you start a company, you must assume that similar companies will form to compete with you. Be prepared to fend them off.

Huang, Jensen, Searching For an Advantage 2003-01-29 1120

Searching For an Advantage

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Every company looks for a fundamental advantage, but in reality there are none. Most large markets are designed to foster competition. The question that must be addressed is not how to create one single fundamental advantage for the company but rather ongoing advantages.

Huang, Jensen, Reinvention and Adaptation 2003-01-29 1121

Reinvention and Adaptation

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There is no such thing as a sustainable great idea. Ideas have to be continuously reinvented. Jensen likes to tease that his company is always thirty days away from going out of business. The world is changing so rapidly that techniques and strategies will be obsolete thirty days from now, and therefore must be continuously changed.

Huang, Jensen, The Power of Corporate Culture 2003-01-29 1122

The Power of Corporate Culture

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Corporate culture is the single most important thing for a CEO or entrepreneur to focus on in a company today. The culture at NVIDIA is about innovation and intellectual honesty, and the ability to be self-critical and recognize mistakes. Recognizing the power of this culture is very important for a leader.

Huang, Jensen, The IPO is Not Guaranteed 2003-01-29 1123

The IPO is Not Guaranteed

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There road is long between the foundation of a company and the IPO. If the IPO is the founder's purpose for starting a company, there is a great probability that the founder will be disappointed. Contrarily, NVIDIA's purpose has been and is to build a sustainable company that can make a difference in the world.

Huang, Jensen, Fostering Innovation 2003-01-29 1124

Fostering Innovation

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It is important to foster a culture that embraces mistakes and an environment where anyone can have a great idea. The majority of great ideas come out of mistakes and adversity. Adversity should be seen as an opportunity rather than a life-threatening event.

Huang, Jensen, The Importance of Execution 2003-01-29 1125

The Importance of Execution

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Execution is critically important; it is better to have a simple idea that can be easily implemented rather than a complicated idea that has implementation challenges. Drastic changes do not have to be made overnight; it is a long road to success and each change need only take the company to the next step.

Huang, Jensen, How a CEO Spends Time 2003-01-29 1126

How a CEO Spends Time

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Jensen aims to spend his time on what he believes will have a long lasting effect on the company. Numerous meetings and events often take up a CEO's time and it is important to regularly take that time back for product and strategy planning. Communication time with employees is also important -- the most important responsibility of the CEO is being a custodian of the company culture.

Huang, Jensen, Constant Readjustment vs Long-Term Commitment 2003-01-29 1127

Constant Readjustment vs Long-Term Commitment

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The company must have a vision and make product choices based on that vision. Once you commit yourself to a product, do not be easily deterred from this decision. Though the product will undergo feature adjustments, the vision should always remains constant.

Huang, Jensen, Employee Selection Affects Culture 2003-01-29 1128

Employee Selection Affects Culture

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NVIDIA Founder Huang, Jensen emphasizes hiring employees is a company choice. With highly skilled engineers everywhere, the choice of who to hire can come down to the personalities and motivations of the candidates. Each employee will become part of a larger team and must mesh with company culture.

Huang, Jensen, Conveying Vision to Employees 2003-01-29 1129

Conveying Vision to Employees

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The company vision is conveyed through telling a story. Even though Jensen doesn't enjoy public speaking or think of himself as an orator, he understands the importance of speaking to his employees. He emphasizes the importance of forcing yourself to communicate despite not liking it or not being good at it.

Huang, Jensen, Technologies of the Future 2003-01-29 1130

Technologies of the Future

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Jensen describes 3D technology that he expects will become popular in the near future: lightweight displays that can be worn as goggles allow the user to be immersed in a 3D environment just by looking around.

Huang, Jensen, NVIDIA's Prospects and the Future of the Industry 2003-01-29 1131

NVIDIA's Prospects and the Future of the Industry

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Business at NVIDIA is going well -- they are selling new products and entering new markets. Though Chinese and Indian companies are threatening their American counterparts, Jensen is enthusiastic about NVIDIA's long-term viability. He does not believe that the industry is particularly scalable; having a thousand engineers is not as important as having the right engineers, and there is an advantage to being in the Silicon Valley where there is a spirit of innovation.

Huang, Jensen, Positioning NVIDIA as More Than a PC-Based Company 2003-01-29 1132

Positioning NVIDIA as More Than a PC-Based Company

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Will NVIDIA have to re-position itself with the slowing of the PC industry? Though NVIDIA is traditionally a PC-based company, in reality the PC-market share is only 40%. However, it is still seen as a PC company and it is important not to re-position the company so drastically that this market will be lost.

Hershenson, Matt, How the Founders Met 2004-02-18 1133

How the Founders Met

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All three founders of Danger, Andy Rubio, Joe Britt, and Matt Hershenson, came to the Valley in the late 80's or early 90's where they worked for a series of companies and invariably met and formed relationships with each other. Out of this network, the three men became friends and started Danger in January of 2000.

Hershenson, Matt, The Founding of Danger 2004-02-18 1134

The Founding of Danger

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The three founders had become bored in their day jobs and were ready to take on something more challenging. Rubio had rented out a little office space in Palo Alto where they converged to collaborate on design work and product development. The idea went through a lot of changes before it became the current product.

Hershenson, Matt, The Evolution of Danger's Product Concept 2004-02-18 1135

The Evolution of Danger's Product Concept

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At the beginning, the product was an 'internet sponge' that could absorb information from a computer and be carried around on a keychain. As time went on, the idea went through lots of changes to become what the Hiptop is today. Hershenson describes the formation of the product as a critical mass process: enough stuff (people, money, time) gets scrunched together until the product comes out like a giant release of energy.

Hershenson, Matt, The Danger Product and Business Model 2004-02-18 1136

The Danger Product and Business Model

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Danger has developed a low-cost combination device that functions as a phone, and is internet and email compatible, that is marketed to the young and hip. The business model is built around the services sold to wireless carriers so they are able to sell the devices cheaply and then make money on the back end.

Hershenson, Matt, The Evolution of Danger's Product Concept - Part 2 2004-02-18 1137

The Evolution of Danger's Product Concept - Part 2

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The product concept was always to build a low-cost device, but what this meant changed greatly as the founders continued to develop more features. The nature of this device morphed from an internet sponge into the much more complex synergized communicator.

Hershenson, Matt, Danger's Product Development Process 2004-02-18 1138

Danger's Product Development Process

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The Danger product encompasses three major pieces of technology: the hardware, the operating system and graphical user interface, and the backend service. The founders drew upon their experiences at Apple and WebTV to know what to develop in-house and what to outsource. Looking back, they are not sure how it all came together and how they got it done, but it was a huge accomplishment when the product shipped.

Hershenson, Matt, How Danger's First Customer Became a Business Partner 2004-02-18 1139

How Danger's First Customer Became a Business Partner

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Danger's first customer was Voice Stream, which later was acquired by T-Mobile International. Voice Stream was a small company looking for something innovative to differentiate themselves from the competition. They found that innovation in Hiptop. Danger initially treated them as a partner rather than a customer. The two companies provided valuable services to each other and the deal solidified Danger's business plan. Since Hiptop was still in development at the time of the deal, Voice Stream was able to contribute to the product design, including giving it voice capabilities, which was not in the original design.

Hershenson, Matt, Danger's Business Model 2004-02-18 1140

Danger's Business Model

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Danger's revenue comes from three sources: initial sign up fees, monthly service fees, and through a web share on content and applications that get downloaded to the device.

Hershenson, Matt, How Danger Turned Down Some Opportunities 2004-02-18 1141

How Danger Turned Down Some Opportunities

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Danger decided not to enter the wireless cash market. Hershenson explains the importance of focusing on what is essential to the product, and avoiding nonessential sources of competition.

Hershenson, Matt, How the Wireless Markets Evolved in US, Europe, and Asia 2004-02-18 1142

How the Wireless Markets Evolved in US, Europe, and Asia

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Danger was able to break into the US market by convincing wireless carriers to adopt a fixed rate pricing scheme for the device, which is almost essential in the minds of Americans for using services like AIM and web surfing. The Asian and European markets are further ahead and calls are cheaper, making it more difficult for the Hiptop to be profitable.

Hershenson, Matt, Partnering With Customers Who are Competitors 2004-02-18 1143

Partnering With Customers Who are Competitors

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Launching the product with T-Mobile helped get the product out on the market and got others interested in the technology, making it easier for Danger to acquire other partners. Still, it was important for Danger not to be seen as a outsource development shop of T-Mobile and so they took steps to maintain control.

Hershenson, Matt, What To Do When Partners Demand Exclusivity 2004-02-18 1144

What To Do When Partners Demand Exclusivity

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

T-Mobile realized early on that it was in their best interest that Danger become as successful as possible. Therefore, they did not demand exclusivity and instead were very reasonable in the contract negotiations.

Hershenson, Matt, Marketing and the Hiptop Brand 2004-02-18 1145

Marketing and the Hiptop Brand

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The success and genius of the Hiptop brand is arguably in its marketing. Danger actually gave carriers the choice of whether to use the Hiptop name and artwork or whether to use their own. Out of 9 carriers, T-Mobile is the only one to have used their own name and, therefore, the Hiptop brand has become valuable.

Hershenson, Matt, Designing Products Your Customers' Customers Will Love 2004-02-18 1146

Designing Products Your Customers' Customers Will Love

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Scope and Content Note

The Hiptop founders designed the product in the way that was the most appealing to them. They had strong convictions about what the product should look like and the things it should do, which were not necessarily the same ideas the carriers had. However, the innovative design won them over.

Hershenson, Matt, The Value of a VC Who Shares Your Vision 2004-02-18 1147

The Value of a VC Who Shares Your Vision

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The founders acknowledge that they were very lucky in that their first venture investor was from a man who was also a technologist. He understood the vision for the product and was able to assist the founders in solving technical problems, as well as entrepreneurial problems, which proved valuable in the growth of the venture.

Kawasaki, Guy, 1954-, Make Meaning in Your Company 2004-10-20 1171

Make Meaning in Your Company

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Kawasaki, Guy, founder and Managing Director of Garage Technology Ventures, believes that those companies who set out to make a positive change in the world are the companies that will ultimately be the most successful. He gives examples of the best way to make meaning: increase quality of life, right a wrong, and prevent the end of something good.

Kawasaki, Guy, 1954-, Don't Write a Mission Statement, Write a Mantra 2004-10-20 1172

Don't Write a Mission Statement, Write a Mantra

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Kawasaki talks about how a mission statement, while touted as necessary for any company, often is not representative of the true meaning of the company. Instead, a mantra is shorter and captures the essence of the organization.

Kawasaki, Guy, 1954-, Get Up and Get Going! 2004-10-20 1173

Get Up and Get Going!

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Kawasaki explains that market research, focus groups, and test cases can bog down an entrepreneur and prevent her or him from completing the most necessary task - action! His advice to break the cycle is to think different, polarize people, and find a few soul mates.

Kawasaki, Guy, 1954-, The New Business Model 2004-10-20 1174

The New Business Model

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The business model today is very different than it was before and during the boom, says Kawasaki. In order to write the best business plan possible, follow Kawasaki's steps: specificity, simplicity, and ask women. He believes that woman don't possess the killer gene that is inherent in men, and will be able to give better advice about a business model.

Kawasaki, Guy, 1954-, Weave a MAT and Outline Your Priorities 2004-10-20 1175

Weave a MAT and Outline Your Priorities

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Kawasaki suggests creating a system of milestones, assumptions and tasks to keep your business on the right path and increase your chances for success.

Kawasaki, Guy, 1954-, Know Thyself and Niche Thyself 2004-10-20 1176

Know Thyself and Niche Thyself

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Kawasaki talks about marketing and product design simplified. Kawasaki explains why this theory is all an entrepreneur will need to know about marketing. A simple chart illustrates his point - how to be the creator of a unique product or service and is valuable to a customer.

Kawasaki, Guy, 1954-, Make a Great Pitch 2004-10-20 1177

Make a Great Pitch

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Making pitches is a way of life for an entrepreneur. Kawasaki provides his tips for ensuring each pitch is better than the last. His 10/20/30 rule for PowerPoint slides is essential.

Kawasaki, Guy, 1954-, Who to Hire 2004-10-20 1178

Who to Hire

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Kawasaki explains that hiring infected people is the most important factor. Often, how a person looks on paper means nothing if they are not enthusiastic and ready to work hard. All of the experience in the world means nothing if they are not bitten and infected by the start-up bug. He also tells you how to avoid the bozo explosion, which only leads to layoffs, and how to apply the shopping center test to know if you're hiring the right person.

Kawasaki, Guy, 1954-, Lower the Barriers to Adoption 2004-10-20 1179

Lower the Barriers to Adoption

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A successful product is easy for everyone to use, immediately. Flatten the learning curve, never ask someone to do something you would not, and recruit evangelists to spread your message.

Kawasaki, Guy, 1954-, Seed the Clouds and Watch the Sales Grow 2004-10-20 1180

Seed the Clouds and Watch the Sales Grow

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Physical Description: 1 computer file(s) (mp4)

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There are typical ways to approach sales, but Kawasaki has three other ideas. These include the unintended users, allowing test drives, and the suck down theory - chances are the CEO is not going to be the one buying your product, but rather the people at lower levels.

Kawasaki, Guy, 1954-, Be a Mensch 2004-10-20 1181

Be a Mensch

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Kawasaki shares some of the qualities that he believes entrepreneurs, and everyone else, should have. In order to be a mensch, a person who is widely respected and trusted, one should help those who cannot be helpful in return, do the right thing in the right way, and pay back to society.

Kawasaki, Guy, 1954-, Funding Choices 2004-10-20 1182

Funding Choices

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Kawasaki talks about two examples of early-stage funding, bootstrapping and venture capital, and the benefits and drawbacks of both. Ultimately, he believes that too much money is worse than not enough money, and that both methods can be successful of a smart approach is taken with the funds that are received.

Kawasaki, Guy, 1954-, How Do You Find Evangelists? 2004-10-20 1183

How Do You Find Evangelists?

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If a product or services is worthwhile, then evangelists will come to you, says Kawasaki. He believes that if you are having a hard time finding someone to spread the message about your product, then you may need to re-evaluate your product or your goals. Build something great, and the evangelists will be there.

Kawasaki, Guy, 1954-, How Do You Find Soul Mates? 2004-10-20 1184

How Do You Find Soul Mates?

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Kawasaki believes that often soul mates are found within your existing social network, but there is danger in that as well. Close relationships outside of a business environment can lead to promising more than can be delivered. Kawasaki explains that it is a tricky process, and can be difficult if a soul mate is not fulfilling their duties.

Kawasaki, Guy, 1954-, The Career Path to Becoming a Venture Capitalist or an Entrepreneur 2004-10-20 1185

The Career Path to Becoming a Venture Capitalist or an Entrepreneur

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Physical Description: 1 computer file(s) (mp4)

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Kawasaki believes there are some lessons one should learn before becoming a venture capitalist or entrepreneur. One thing to avoid is the "Morgan Stanley disease." Investment banking isn't the best way to learn those important lessons -- instead join the sales team of a large company and learn from the bottom up.

Kawasaki, Guy, 1954-, Experience Is Overrated 2004-10-20 1186

Experience Is Overrated

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Kawasaki's viewpoint is not one shared by the majority of venture capitalists. Kawasaki sees the best candidates for a successful start-up are young engineers with no business experience.

Sutton, Bob, What Is Creativity? 2004-10-27 1187

What Is Creativity?

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Using Play-Doh and the Apple iPod as examples, Robert Sutton, Co-Director of the Center for Work, Technology, and Organization at Stanford University, explains that often creativity is simply making new things out of old ones.

Sutton, Bob, Two Weird Ideas That Work 2004-10-27 1190

Two Weird Ideas That Work

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Sutton illustrates two examples from his book "Weird Ideas that Work." He encourages people to ignore and defy superiors and peers, and suggests trying to learn anything from people who say they have solved the same problems you face.

Sutton, Bob, Talking About Creativity Isn't Enough! 2004-10-27 1191

Talking About Creativity Isn't Enough!

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Too often, when companies realize they need to innovate and bring creativity into their company, they spend time discussing it but not implementing it. Sutton talks about some examples of that type of situation.

Sutton, Bob, Avoiding the Smart Talk Trap 2004-10-27 1192

Avoiding the Smart Talk Trap

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Sutton presents three tips for avoiding the common problem that companies face when they talk about creativity but don't implement it, including making sure the people in senior management know the business, and simple ideas are easier to execute.

Sutton, Bob, Bringing Creativity into an Organization 2004-10-27 1193

Bringing Creativity into an Organization

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Physical Description: 1 computer file(s) (mp4)

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When trying to foster innovation within an organization, Sutton feels that sometimes the best management is no management at all. He also stresses that creativity means selling, not just inventing something.

Sutton, Bob, Creative Projects on Company Time 2004-10-27 1194

Creative Projects on Company Time

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Some companies like Google allocate a certain amount of time to employees for creative projects outside of daily tasks. Sutton explains how this can work most effectively.

Sutton, Bob, Questions to Ask a Creative Organization 2004-10-27 1196

Questions to Ask a Creative Organization

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Sutton shares what he believes is the single most important diagnostic question to ask within a creative organization: What happens if there is failure? He also believes that there is no real way to determine which ideas are good and which will fail.

Sutton, Bob, When Do You Know if You Have a Good Idea? 2004-10-27 1197

When Do You Know if You Have a Good Idea?

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While Sutton doesn't think there is a true method to differentiate a good idea from a bad one, there are ways to help improve the chances of success, the main one being consulting customers or potential customers.

Sutton, Bob, Research Money in Universities 2004-10-27 1198

Research Money in Universities

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Sutton explains that the majority of research money given to universities does not result in commercially viable products. However, continuing it is often more for the system than the result.

Adams, Randy, The Early Career of a Serial Entrepreneur 2004-11-03 1199

The Early Career of a Serial Entrepreneur

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Adams, Randy, founder of AuctionDrop, talks about his background, including growing up in Maine, attending MIT, and his realization of his love of creating companies.

Adams, Randy, The Biggest Competitors of New Ventures 2004-11-03 1200

The Biggest Competitors of New Ventures

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According to Adams, the biggest competitor of a start-up is a large established company. Their size alone is enough to destroy a young company, says Adams, but large companies are at a disadvantage because they're slow to act and avoid risk at all cost.

Adams, Randy, You Must Have Vision 2004-11-03 1201

You Must Have Vision

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Adams defines the meaning of vision. He also explains the importance of vision to the success of a company.

Adams, Randy, Make a Plan 2004-11-03 1202

Make a Plan

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Adams talks about how the creation of a plan with a logical set of steps is essential to creating a successful business. Within this plan are attainable milestones and the knowledge that as a small company, flexibility is still an option.

Adams, Randy, Take Action! 2004-11-03 1203

Take Action!

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Physical Description: 1 computer file(s) (mp4)

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Once a plan is established, it is imperative to act on it. As Adams says, most good ideas die for lack of action.

Adams, Randy, Addicted to Taking Risks 2004-11-03 1204

Addicted to Taking Risks

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Randy has learned from years of starting companies that he has developed an addiction to risk taking. A benefit of young companies is that it is easier to take risks because of the size. There may be nay-sayers, but Randy's advice is to ignore them and continue on with your plan.

Adams, Randy, Passion and Perseverance 2004-11-03 1205

Passion and Perseverance

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Dedication and hard work are essential in making anything successful. Sacrifice may be necessary, and it's important to set priorities, but never lose passion.

Adams, Randy, Failure is Good 2004-11-03 1206

Failure is Good

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Failure is a good thing, says AuctionDrop's Adams, Randy, as it can be a much needed catalyst to make the budding business person strong, humble, and innovative. Think of it as a reset, he says, and something to make one re-evaluate and reset a current course of action. And furthermore, he advises, never, ever quit. Stick around until you get thrown out. And if you get thrown out, compete.

Adams, Randy, Innovation at Large Companies 2004-11-03 1207

Innovation at Large Companies

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Will companies like Yahoo and Google become large companies who grow stagnant or will they continue to innovate and remain competitors of young start-ups? Randy answers this questions with examples of company culture.

Adams, Randy, The Current State of AuctionDrop 2004-11-03 1208

The Current State of AuctionDrop

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What keeps Randy up at night with his relatively young company? He states frankly: revenues. Randy discusses a new partnership AuctionDrop has created with UPS Stores, and how they are working to take advantage of the potential within that partnership.

Adams, Randy, Testing the Market Viability of a New Technology 2004-11-03 1211

Testing the Market Viability of a New Technology

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Adams talks about testing the viability of a new technology with potential customers. He recommends entrepreneurs conduct polls and surveys to determine whether there is demand for the technology in the market. Never commit to a large development effort without prototyping the technology first and taking it to a potential target market, he cautions.

Adams, Randy, Work with the Right VC 2004-11-03 1213

Work with the Right VC

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Amidst all of the bad stories circulating about venture capital funding, Randy insists that there are many VCs who are truly interested in the success of a company and will treat entrepreneurs fairly and with respect.

Adams, Randy, Overcoming the Fear 2004-11-03 1214

Overcoming the Fear

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Adams advises that new entrepreneurs ask themselves, what's the worse that can happen? and prepare for it. Hope for the best, but become comfortable with the possibility of failure, he says.

Adams, Randy, Will Customers Change Their Habits? 2004-11-03 1215

Will Customers Change Their Habits?

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Using AuctionDrop as an example, Adams explains why it's extremely hard to change consumer development.

Adams, Randy, Competing with Other Start-ups 2004-11-03 1216

Competing with Other Start-ups

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Adams doesn't worry as much about competition from other start-ups; he views that type of competition as validating the market. It's direct competition from the big companies that is frightening, he says.

Adams, Randy, Consumer Behavior Changes in Familiar Companies 2004-11-03 1217

Consumer Behavior Changes in Familiar Companies

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If consumers are so unwilling to change, why did FedEx gain popularity? Adams asks. He talks about consumer adoption methods and why some things work (internet transactions) and some things didn't (Tablet PC).

Adams, Randy, Experience vs. Idea 2004-11-03 1218

Experience vs. Idea

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Adams answers the question: Will someone with experience and credentials have a better chance of securing a venture finance deal than someone who is new and inexperienced? He believes that a good idea will always prevail. Other factors are important to consider, including team, but the right idea presented to the right VC will win.

Verma, Vic, Savi Technology Creates the Internet of Things 2004-11-10 1219

Savi Technology Creates the Internet of Things

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Savi Technology has been called an overnight success 15 years in the making. Verma, Vic, president and CEO of Savi Technology, talks about what he wanted to do as a Stanford student, the path that led him to Savi, and Savi's various clients and purpose.

Verma, Vic, Customers Will Say What They Need 2004-11-10 1221

Customers Will Say What They Need

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Verma stresses the importance of listening to customers and learning what they need and want, rather than building a product based on assumptions.

Verma, Vic, Savi's Winding Road to Success 2004-11-10 1222

Savi's Winding Road to Success

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Verma talks about how the initial idea of wanting to track children to cut down on kidnappings and lost children led to Savi's current technology. Along the way, they learned about marketing, R&D, and funding.

Verma, Vic, Passion and the Customer 2004-11-10 1223

Passion and the Customer

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Physical Description: 1 computer file(s) (mp4)

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When listing his first two lessons for aspiring entrepreneurs, Verma says you must love what you're doing, and you must listen to the customer. The customer is always right, he adds.

Verma, Vic, Flexibility is the Key 2004-11-10 1224

Flexibility is the Key

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Physical Description: 1 computer file(s) (mp4)

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Verma says that no business plan will stand the test of time without flexibility. Be on the lookout for unintended customers, he says.

Verma, Vic, Spread the Wealth 2004-11-10 1225

Spread the Wealth

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Verma believes that if entrepreneurs compensate adequately, employee loyalty is sure to follow. He stresses the importance of not being greedy as a CEO.

Verma, Vic, Hire People for Their Values 2004-11-10 1226

Hire People for Their Values

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Verma explains why it is important to hire someone who is hungry, whose values and desires mesh with the company's. Rather than relying solely on the resume, look to these other qualities when building a team, he says.

Verma, Vic, Dream Big Dreams 2004-11-10 1227

Dream Big Dreams

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Verma knows how important it is to have that big dream, and emphasizes that one must hold on to that dream. But it's essential to break that dream up into attainable goals, he adds.

Verma, Vic, Mistakes Will Happen 2004-11-10 1228

Mistakes Will Happen

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Verma believes that learning from mistakes is something that every entrepreneur must do, and become comfortable doing. Rather than trying to avoid ever making a mistake, learn from them and move on, he says.

Verma, Vic, Be Paranoid 2004-11-10 1229

Be Paranoid

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Verma explains how a hearty dose of paranoia will keep a company fresh. Companies often make the mistake of relaxing once success is achieved -- Verma knows this is the time competitors will strike.

Verma, Vic, Life Outside of Work 2004-11-10 1230

Life Outside of Work

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Verma warns not to forget about friends and family. A new venture will consume your life, he says, but you must be able to walk away from it when you go home at the end of the day.

Verma, Vic, Persistence Pays Off 2004-11-10 1231

Persistence Pays Off

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Verma says it's not always about being in the right place at the right time, but rather about being there long enough that someone eventually sees you. Don't give up, and pursue it every day, and any dream will become a reality, he adds.

Verma, Vic, The Reality of Entrepreneurship 2004-11-10 1232

The Reality of Entrepreneurship

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Verma talks about how it is important to understand the reasoning behind wanting to become an entrepreneur. He stresses that to do it for the money is always the wrong reason. Build something to last, and build it with passion and drive, he says.

Verma, Vic, Venture Capital vs. Customer Funding 2004-11-10 1233

Venture Capital vs. Customer Funding

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Verma explains the different situations in which venture capital might be a better funding option, including the desire to scale quickly. He also points out some of the drawbacks as well.

Verma, Vic, Sources of Small Business Financing 2004-11-10 1234

Sources of Small Business Financing

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Physical Description: 1 computer file(s) (mp4)

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Verma talks about how Savi was approached by the Defense Advanced Research Projects Agency (DARPA). DARPA has a small business research innovation program which awards grants to newer companies, and while the money comes with the requisite governmental red tape, it also allows companies to retain ownership of the business.

Verma, Vic, Know Your Customer 2004-11-10 1235

Know Your Customer

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Verma talks about how the biggest mistake when identifying a market segment is not identifying the customer with the purchasing power. Your original market can be narrow, and will eventually grow, he says, but only if the correct customers are targeted. Find out who is making the final decisions about a purchase.

Verma, Vic, Finding Your Strengths 2004-11-10 1236

Finding Your Strengths

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Verma talks about his personal transition from engineer to management. He is a strong believer in a technical education, and shies away from general management theories. However, he notes the importance of identifying your strengths, and what you like to do. Everything will fall into place once that happens, he adds.

Gifford, Hanson, Morgenthaler Ventures 2004-10-06 1237

Morgenthaler Ventures

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Robin Bellas, partner at Morgenthaler Ventures, explains the structure of the venture capital firm.

Gifford, Hanson, Advances in Medicine: Surgery Without Knives 2004-10-06 1238

Advances in Medicine: Surgery Without Knives

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Bellas talks about the growing medical trend of surgery without knives and some of the benefits this has.

Gifford, Hanson, The Foundry: Background 2004-10-06 1239

The Foundry: Background

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Hanson Gifford, president and CEO of The Foundry, talks about why the company was founded and what they do to help fledgling companies get off the ground and become successful. The incubation process that The Foundry goes through with each new venture helps these companies increase their chances of receiving funding, he says.

Gifford, Hanson, Why Does The Foundry Work as an Incubator? 2004-10-06 1241

Why Does The Foundry Work as an Incubator?

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Gifford has found that having The Foundry act as an incubator was the best method possible to help new ventures get started. Over the cycles of incubation, The Foundry becomes familiar with procedures such as the FDA approval process and clinical trial details.

Gifford, Hanson, Choosing the Right Medical Devices to Fund 2004-10-06 1242

Choosing the Right Medical Devices to Fund

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Physical Description: 1 computer file(s) (mp4)

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The Foundry can only fund a certain number of ventures. Hanson talks about the different factors that go into choosing the companies, including market opportunity, and patient and physician opportunity.

Gifford, Hanson, The Unique Relationship Between Morgenthaler and The Foundry 2004-10-06 1243

The Unique Relationship Between Morgenthaler and The Foundry

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Physical Description: 1 computer file(s) (mp4)

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While Morgenthaler funds The Foundry, they are also, in essence, funding each new venture that The Foundry incubates. Bellas and Gifford describe the details of this relationship, including the reasons behind establishing it and how they successfully maintain it.

Gifford, Hanson, Where Does Innovation Occur? 2004-10-06 1244

Where Does Innovation Occur?

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Bellas talks about where innovation is currently happening in biotech and medical device companies. The large pharmaceutical companies aren't covering the same innovative ground as the smaller companies, which is a trend seeing in every tech field.

Gifford, Hanson, Insight Into the Changing Valuations of Companies Since the Dot Com Era 2004-10-06 1245

Insight Into the Changing Valuations of Companies Since the Dot Com Era

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The dot com bubble has changed the way companies are now valued, and their valuations over time. Bellas discusses how valuations are currently determined, and typical financing and return amounts.

Gifford, Hanson, Examples of Groundbreaking Achievements in Medicine (Part 1) 2004-10-06 1246

Examples of Groundbreaking Achievements in Medicine (Part 1)

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Physical Description: 1 computer file(s) (mp4)

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Bellas talks about two Foundry companies which utilize new surgical procedures. The first is Thermage, which uses a procedure that stimulates new collagen growth. The second is Xstent, which works with stent implants.

Gifford, Hanson, Examples of Groundbreaking Achievements in Medicine (Part 2) 2004-10-06 1247

Examples of Groundbreaking Achievements in Medicine (Part 2)

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Physical Description: 1 computer file(s) (mp4)

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Gifford discusses some Foundry companies that are showing great success rates, including: Concentric, which treats acute ischemic strokes; Emphasis, with a procedure replacing open-heart surgery with an outpatient procedure, First to File, a non-medical project focusing on intellectual property management; and Satiety, which treats morbid obesity.

Fodor, Steve, Intellectual Property and Life Sciences 2005-02-23 1258

Intellectual Property and Life Sciences

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Fodor, Steve, co-founder of Affymetrix, talks about the importance of continuing the scientific research within a company despite a perceived monopoly of the field. The most important thing is not intellectual property, but development of good products.

Fodor, Steve, Which Came First, the Market or the Technology? 2005-02-23 1259

Which Came First, the Market or the Technology?

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Physical Description: 1 computer file(s) (mp4)

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Fodor understands the dilemma of creating technology for a non-existent market. However, he has seen over the years that as the technology has evolved, the market begin to revolve around it. His key to success? Staying in front of it at all times.

Fodor, Steve, The Scientist vs. the Entrepreneur 2005-02-23 1260

The Scientist vs. the Entrepreneur

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At the heart of scientific research is innovation, says Fodor, which is also one of the main driving forces behind entrepreneurship. He talks about making the transition from scientist to entrepreneur.

Richardson, Karen, A Girl Among Geeks 2005-02-09 1261

A Girl Among Geeks

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Richardson, Karen, CEO of E.piphany, talks briefly about her family background, and the attitude any entrepreneur should adopt.

Richardson, Karen, What E.piphany Does 2005-02-09 1262

What E.piphany Does

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Richardson provides a short description of E.piphany's background and business model.

Richardson, Karen, The 20th Century Gold Rush 2005-02-09 1263

The 20th Century Gold Rush

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Richardson describes the mood in Silicon Valley during the 1990's when companies were hurrying to grow and go public.

Richardson, Karen, To Stay Private or Go Public 2005-02-09 1264

To Stay Private or Go Public

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Physical Description: 1 computer file(s) (mp4)

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An entrepreneur with a successful venture may be faced with the choice of keeping the company private or moving ahead with an IPO. Richardson talks about the preliminary stage in that particular decision making process.

Richardson, Karen, What Kind of Person Are You? 2005-02-09 1265

What Kind of Person Are You?

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Richardson talks about how asking if you are a private or public person may help in determining the path your company should take. She outlines pros and cons for both options.

Richardson, Karen, The Cost of Doing Business 2005-02-09 1266

The Cost of Doing Business

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Richardson talks about how a major factor when deciding whether or not to go public is the cost. Sarbanes-Oxley has affected the cost for public companies significantly.

Richardson, Karen, The Sarbanes-Oxley Act 2005-02-09 1267

The Sarbanes-Oxley Act

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Richardson explains the rigorous reporting expectations created by the Sarbanes-Oxley Act, and their effect on a company.

Richardson, Karen, Public vs. Private Pros and Cons 2005-02-09 1268

Public vs. Private Pros and Cons

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Physical Description: 1 computer file(s) (mp4)

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Richardson reviews the pros and cons of going public versus staying private. She gives an example of a successful private company, as well as a few well-known public companies.

Richardson, Karen, Company Ethics 2005-02-09 1270

Company Ethics

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Richardson talks about how prior to the Sarbanes-Oxley Act, unethical behavior in companies was considered standard practice. She explains ways in which to stop those practices and maintain a level of ethics within a company.

Richardson, Karen, A Member of the CEO Minority 2005-02-09 1271

A Member of the CEO Minority

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Richardson discusses what it is like to be one of only a handful of female top execs of large companies in the U.S.

Richardson, Karen, Lessons from Failure 2005-02-09 1272

Lessons from Failure

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At various points in her career, Richardson has been part of companies that have failed. She talks about the lessons she learned from those failures and how they have shaped her career.

Doerr, John E., Distinguished Ventures 2005-02-02 1273

Distinguished Ventures

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Doerr, John, partner at Kleiner Perkins Caufield & Byers, talks about what distinguishes successful companies from all others. The two main factors are passionate founders and devotion to technical excellence.

Doerr, John E., Mercenaries and Missionaries 2005-02-02 1274

Mercenaries and Missionaries

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Doerr views entrepreneurs as missionaries rather than mercenaries, and gives examples of both groups, including drive and paranoia (mercenary) and passion (missionary).

Doerr, John E., Great Groups 2005-02-02 1275

Great Groups

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Doerr firmly believes that one of the keys to success is a strong partnership, rather than a lone entrepreneur forging ahead.

Doerr, John E., Helping Teams Work Together 2005-02-02 1276

Helping Teams Work Together

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Doerr offers tips that are useful in building a strong team and sustaining its strength, including coaching and personal networking.

Doerr, John E., Disruptive Technologies 2005-02-02 1277

Disruptive Technologies

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Scope and Content Note

Doerr gives his list of what he feels are important new disruptive technologies. His first choice is wireless and his second is services for enterprises.

Doerr, John E., The Past, Present and Future of Google 2005-02-02 1278

The Past, Present and Future of Google

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As a well-known champion of Google, Doerr describes some of his favorite services that Google offers.

Doerr, John E., The Impact of Social Entrepreneurship 2005-02-02 1279

The Impact of Social Entrepreneurship

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Doerr talks about how Grameen Bank, started by Professor Muhammad Yunus, proved to be a creative solution to the never-ending problem of poverty for many small villages in Bangladesh. Doerr shares the story of finding this solution and the ideas behind how the bank came to be formed.

Doerr, John E., Career Advice 2005-02-02 1280

Career Advice

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Doerr gives general career advice for those who are planning to start their own businesses. His tips include finding a mentor, networking, and spending some time in a sales or service position.

Doerr, John E., How To Be a Venture Capitalist 2005-02-02 1281

How To Be a Venture Capitalist

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Doerr talks about how many students on the eve of graduation set their sights on becoming a venture capitalist. He believes the path to being a great venture capitalist begins with being a great entrepreneur.

Doerr, John E., The Global Future 2005-02-02 1282

The Global Future

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When asked what the future of technology and venture capital will look like, Doerr frames it as career advice for his daughters: learn Mandarin and earn a degree in a biotechnology related field.

Doerr, John E., How to Negotiate Valuations 2005-02-02 1283

How to Negotiate Valuations

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Doerr offers advice on pursuing initial VC funding, including how many firms to approach, how to evaluate the firms, and what kinds of questions to ask. He also reminds us to treat all negotiations with respect and fairness.

Fleury, Marc, The Dynamics of Open Source Software 2005-01-12 1284

The Dynamics of Open Source Software

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Peter Fenton, general partner at Benchmark Capital, discusses what the future may look like with open source software, and how competitors view open source software companies.

Fenton, Peter , The Relationship Between Venture Capital and Open Source 2005-01-12 1285

The Relationship Between Venture Capital and Open Source

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The logic behind backing a company that does not charge anything for their product is sometimes hard to understand. Fenton explains the unique relationships between a venture capital firm and an open source company they fund.

Fleury, Marc, Balancing Science and Business 2005-01-12 1286

Balancing Science and Business

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Fleury, Marc, creator of JBoss, explains why it is important, for those in business with an engineering background, to not abandon the science but embrace it. Striking a balance between the two will make for a more successful entrepreneur.

Fleury, Marc, What Can a VC Do For You? 2005-01-12 1287

What Can a VC Do For You?

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Fleury talks about how along with financial backing, VC's have a unique body of knowledge that is highly useful for anyone starting their own business.

Fleury, Marc, The Importance of Establishing Critical Mass 2005-01-12 1288

The Importance of Establishing Critical Mass

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Fleury talks about establishing and maintaining a critical mass within the market. Without it, he explains, you will find yourself in a very difficult situation and VCs will view you differently.

Fleury, Marc, The Benefit of Picking the Right VC 2005-01-12 1289

The Benefit of Picking the Right VC

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Fleury believes the relationship between VC and entrepreneur is very important. Therefore, it is essential to pick the right VC, he says. He offers a few pointers on how to find the VC that is right for you.

Ku, Katharine, What's Best for the Technology? 2005-03-02 1290

What's Best for the Technology?

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Katherine Ku, Director of the Office of Technology Licensing (OTL) at Stanford University, talks about the mission of the OTL at Stanford. Their main philosophy is to do what's best for the technology, and that doesn't always mean going for the top dollar.

Ku, Katharine, Maintaining Good Relationships 2005-03-02 1291

Maintaining Good Relationships

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Physical Description: 1 computer file(s) (mp4)

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Ku believes technology licensing is not always about licensing products and making money. It's also about fostering lasting relationships with companies and individuals. She talks about some of the interactions and relationships that Stanford University has with outside groups.

Ku, Katharine, The Licensing Process 2005-03-02 1292

The Licensing Process

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Ku describes the process of licensing a technology from start to finish.

Ku, Katharine, The Big Ones 2005-03-02 1293

The Big Ones

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Ku talks about some of the big licenses to come out of Stanford University since the beginning of the Office of Technology Licensing.

Ku, Katharine, The Sobering Truth About Technology Licensing 2005-03-02 1294

The Sobering Truth About Technology Licensing

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Most people might assume that Stanford University generates a large number of high profit licenses. Ku explains what the financial numbers really look like on average.

Ku, Katharine, Royalties and Patents 2005-03-02 1295

Royalties and Patents

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Ku talks about what the Office of Technology Licensing is really looking for in terms of what will be a successful patent.

Ku, Katharine, Entrepreneurs in a University 2005-03-02 1296

Entrepreneurs in a University

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More and more universities are starting to see faculty and students create start ups. However, sometimes a conflict of interest can arise. Ku discusses how her office handles these entrepreneurs and conflicts.

Ku, Katharine, A Career in Technology Licensing 2005-03-02 1297

A Career in Technology Licensing

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Ku talks about how the main appeal of a career in technology licensing is that it is never the same position from one day to the next. There is the opportunity to meet new people, create an astounding network, and to always know what is on the cutting edge of research and technology.

Ku, Katharine, Licensing Success Rate 2005-03-02 1298

Licensing Success Rate

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Simply having a new technology is not enough to gain a license. Ku talks about how the Office of Technology Licensing at Stanford asseses each technology, and what recommendations they might make to the entrepreneur.

Ku, Katharine, Cross-licensing and International Patents 2005-03-02 1299

Cross-licensing and International Patents

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Ku discusses the expense of international patents and how they tend to approach international markets.

Ku, Katharine, The Bayh-Dole Act 2005-03-02 1300

The Bayh-Dole Act

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Ku explains the impact of the Bayh-Dole Act on international and domestic technology licensing.

Ku, Katharine, How Much is the Technology Worth? 2005-03-02 1301

How Much is the Technology Worth?

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As Ku says, pricing a technology is an art, not a science. She describes the process of determining the equity volume of the various technologies that her office sees.

Byers, Brook, VC Industry: An Ecosystem 2005-04-20 1302

VC Industry: An Ecosystem

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Byers, Brook, partner at KPCB, talks about the diversity of the VC industry and uses a biological metaphor to compare the industry to an ecosystem.

Byers, Brook, Evolution of Start-up Companies 2005-04-20 1303

Evolution of Start-up Companies

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Byers talks about the trends in which startups evolved from the mid 90's to the late 90's.

Byers, Brook, Size of VC Firms 2005-04-20 1304

Size of VC Firms

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Byers discusses the different ways in which venture capital firms size themselves and makes recommendations on how they should go about investing.

Byers, Brook, Magic Mondays 2005-04-20 1305

Magic Mondays

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Magic Monday is a meeting day for venture capitalists. Byers talks about the importance of Mondays in venture capitalist organizations.

Byers, Brook, Decision-Making at Kleiner Perkins 2005-04-20 1306

Decision-Making at Kleiner Perkins

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Byers gives an insight into the decision-making process at Kleiner Perkins on how it makes investment decisions. He advises entrepreneurs on ways to champion starting a selling process in the firm.

Byers, Brook, Knowing Your Customers 2005-04-20 1307

Knowing Your Customers

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Byers believes that entrepreneurs should have a strong resonance with their customers. An acid test for entrepreneurs is to know their audience.

Byers, Brook, Getting Funding 2005-04-20 1308

Getting Funding

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Byers discusses the process and the time that it takes for an entrepreneur to earn a standing to the time when he might get financed.

Byers, Brook, Multiple Investors 2005-04-20 1309

Multiple Investors

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Byers believes that two to three co-investors is a good set for a young venture. An entrepreneur should balance between the number of investors and their minimum stake in the company.

Byers, Brook, Looking for Investors 2005-04-20 1310

Looking for Investors

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Byers discusses the number of co-investors one should approach and suggests that while going to investors one should know about their investors very well.

Byers, Brook, The Ideal Team 2005-04-20 1311

The Ideal Team

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What does Kleiner Perkins perceive to be an ideal team? Byers believes that an ideal team simply comprises of just the essential people.

Byers, Brook, Developing Close Working Relationships 2005-04-20 1312

Developing Close Working Relationships

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Byers reveals how Kleiner Perkins develops close working relationships with its teams by following the 'We are all in this together' attitude.

Byers, Brook, Passion for Work 2005-04-20 1313

Passion for Work

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Byers' passion for his work is the driving force behind his success.

Byers, Brook, Importance of Stem Cell 2005-04-20 1314

Importance of Stem Cell

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Byers talks about how he got involved in the stem cell initiative and its importance to him.

Byers, Brook, Career Advice 2005-04-20 1315

Career Advice

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Byers advices graduating students who are budding entrepreneurs to look for a company that will mentor and train them with invaluable experience.

Denman, Kenneth, Importance of a Scalable Business Model and Architecture 2005-01-19 1316

Importance of a Scalable Business Model and Architecture

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Denman, Kenneth, chairman, president and chief executive officer of iPass, believes that the architecture of a new business will make or break an entrepreneur. He discusses the importance of a scalable business model and the difference in the vision of the smaller companies versus the bigger companies.

Denman, Kenneth, Creating Value in a Growing Business 2005-01-19 1317

Creating Value in a Growing Business

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Denman talks about how market experience, periodic reinvention through increase in capacity as well as capturing capital create significant value to a growing business.

Moore, Geoffrey, Innovation Crisis at Established Enterprises 2005-04-06 1318

Innovation Crisis at Established Enterprises

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Moore, Geoffrey, best selling author and a Managing Director at TCG Advisors, talks about how inertia overrides innovation in established enterprises.

Moore, Geoffrey, Innovation and Inertia 2005-04-06 1319

Innovation and Inertia

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Moore advises that since innovation begets inertia, there is a need for companies to recycle their resources with respect to both innovation and inertia to differentiate themselves in a competitively driven market.

Moore, Geoffrey, Market Maturity Life Cycle 2005-04-06 1320

Market Maturity Life Cycle

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Moore focuses on innovation and discusses the different stages in the market maturity life cycle.

Moore, Geoffrey, Innovation Zones 2005-04-06 1321

Innovation Zones

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Moore elaborates on the four different innovation zones: product leadership, operational excellence, customer intimacy and value renewal. These zones make up the market maturity life cycle.

Moore, Geoffrey, Classes of Innovations in the Product Leadership Zone 2005-04-06 1322

Classes of Innovations in the Product Leadership Zone

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Moore looks at the different classes of innovation that comprise the product leadership zone: disruptive, application, product and platform innovation. These innovation zones are driven by the technology adoption life cycle and are very R&D intensive and high-risk.

Moore, Geoffrey, Fractal Markets 2005-04-06 1323

Fractal Markets

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Moore explains the concept of fractalization of markets when markets get out of the growth phase.

Moore, Geoffrey, Customer Intimacy Zone 2005-04-06 1324

Customer Intimacy Zone

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Moore delves into the "customer intimacy zone" to explain the innovations that comprise this zone: line extension, enhancement, marketing,and experiential innovations

Moore, Geoffrey, Operational Excellence Zone 2005-04-06 1325

Operational Excellence Zone

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Moore talks about the operational excellence zone and its innovations: value engineering, process, integration and business model innovation.

Moore, Geoffrey, McKinsey's 7S's Model 2005-04-06 1326

McKinsey's 7S's Model

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Moore uses McKinsey's 7S's model to attack the problem of inertia in companies.

Moore, Geoffrey, Core and Context 2005-04-06 1327

Core and Context

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Moore uses the core/context analysis framework to discuss how to overcome inertia in strategy and structure.

Moore, Geoffrey, Inertia: Residue of Innovation 2005-04-06 1328

Inertia: Residue of Innovation

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Moore believes inertia is the legacy of successful innovation and the two must be managed as a single system in a business enterprise.

Seligmann, Peter, Birth of Conservation International 2005-02-16 1329

Birth of Conservation International

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Seligmann, Peter, co-founder, chairman and CEO of Conservation International, talks about how he got interested in forestry. He discusses how Conservation International got started and the company's motto.

Seligmann, Peter, Importance of Science in Conservation 2005-02-16 1330

Importance of Science in Conservation

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Seligmann strongly believes that it is the science that is constantly assessing the ecological health of the system.

Seligmann, Peter, China: Future of Global Environment 2005-02-16 1331

China: Future of Global Environment

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Seligmann, Peter, CEO of Conservation International, believes that China is the future of global environment, a country leading the world on how to preserve its natural ecosystems. He emphasizes that once the relationship between wealth, health and environment is realized by society, people will begin to understand that long-term survival is going to depend upon the availability of resources.

Seligmann, Peter, Debt-for-Nature 2005-02-16 1332

Debt-for-Nature

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Seligmann explains the concept of debt-for-nature that is used by many organizations like World Wildlife Fund and Nature Conservancy to make deals all around the world: exchanging debt and converting it into currency.

Seligmann, Peter, Achieving Resource Sustainability 2005-02-16 1333

Achieving Resource Sustainability

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Seligmann affirms that there are many business leaders interested in sustainability who understand the importance of sustainability for resource-related businesses.

Seligmann, Peter, Establishing Credibility 2005-02-16 1334

Establishing Credibility

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Seligmann talks about how a not-for-profit organization like Conservation International builds its credibility when interacting with governments of other countries.

Dunn, Debra, Leadership and Change Management 2005-05-25 1335

Leadership and Change Management

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Debra Dunn, former vice president of strategy and corporate operations at Hewlett Packard, and Komisar, Randy, partner at Kleiner Perkins Caufield and Byers, believe that leadership skills and the ability to handle change comfortably are the key characteristics that have been useful in their respective careers.

Dunn, Debra, Growing with Hewlett Packard 2005-05-25 1336

Growing with Hewlett Packard

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Dunn discusses her foray into the business world and why she decided to work at Hewlett Packard. She describes how the values of the company strongly resonate with her and the company has provided her with many opportunitites.

Dunn, Debra, Getting into Kleiner Perkins 2005-05-25 1337

Getting into Kleiner Perkins

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Komisar talks about his transition from teaching at Stanford to getting into the structured environment of venture capital firms. He discusses the things he found appealing about his job as a partner at Kleiner Perkins Caufield and Byers.

Dunn, Debra, Skills for Social Entrepreneurship 2005-05-25 1338

Skills for Social Entrepreneurship

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Dunn talks about how the skills that she has acquired in a traditional company like Hewlett Packard will be useful in solving social problems in non-profit ventures.

Dunn, Debra, Traditional Companies making Social Differences 2005-05-25 1339

Traditional Companies making Social Differences

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Komisar talks about how many traditional companies like Kleiner Perkins are involved in making significant social differences. He believes that the entreprenuerial spirit and pursuit of innovation of these companies is consistent to the model of many social ventures in the market.

Dunn, Debra, Creativity versus Control 2005-05-25 1340

Creativity versus Control

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Dunn and Komisar share their philosophies about how much to plan one's careers versus creating and taking opportunities as they present themselves.

Dunn, Debra, Career Advice 2005-05-25 1341

Career Advice

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Dunn and Komisar give advice to graduating students from Stanford University to never stop learning as well as spend a considerable amount of time to figure out the things one is truly passionate about.

Dunn, Debra, Lack of Business Rigor in the Non-Profit World 2005-05-25 1342

Lack of Business Rigor in the Non-Profit World

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Dunn believes that lack of transparency has led to a lack of competition in the non-profit world, which has witnessed an absence of business rigor. She is confident that there is an opportunity for radical transformation in the non-profit world.

Dunn, Debra, Success in Venture Capital Firms 2005-05-25 1343

Success in Venture Capital Firms

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Komisar believes that the ability and commitment to building businesses rather than just investing in it is what makes successful venture capital firms.

McNamee, Roger, Successful Entrepreneurs 2005-04-27 1344

Successful Entrepreneurs

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McNamee, Roger, Managing Director and Co-Founder of Elevation Partners, believes that successful entrepreneurs are driven by compelling ideas. He goes on to say that along with great ideas, skills, personality and the determination to execute them, having a plan greatly increases one's chances of success.

McNamee, Roger, Self-Awareness 2005-04-27 1345

Self-Awareness

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McNamee advises that it is important for entrepreneuers to patiently assess what one is good/bad at doing and what are the right opprtunities. The time spent on this self-awareness process is crucial to getting things right in a business, he says.

McNamee, Roger, Family is Part of Your Startup 2005-04-27 1346

Family is Part of Your Startup

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When McNamee says, 'Your most important partner in a business is your spouse,' he believes that when working in a partnership, partners assimilate each other's passions, issues, and interests. He also says that life is all about balancing one's career, family and bank account and all three are necessary for entrepreneurship.

Draper, Tim, Who are Entrepreneurs? 2005-05-11 1347

Who are Entrepreneurs?

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Draper, Tim, Founder and co-Managing Director of Draper Fisher Jurvetson, compares entrepreneurs to 'heroes and heroines' who are willing to take huge risks to work for an extraordinary outcome.

Draper, Tim, The DFJ Network 2005-05-11 1348

The DFJ Network

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Draper discusses why the DFJ Network was formed. The DFJ Network is looking for 'heroes' with passion and energy to lead a business to change the way the world works.

Draper, Tim, Moore's Law 2005-05-11 1349

Moore's Law

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Draper applies Moore's law to all science as it is growing exponentially and spreading very quickly.

Hawkins, Jeff, What is Entrepreneurship? 2005-05-18 1350

What is Entrepreneurship?

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Hawkins, Jeff, co-founder of Palm Computing, talks about what entrepreneurship is and isn't. Hawkins views entrepreneurship as a tool that is to be used sparingly and as a last resort. It is a tool to be used to pursue or accomplish one's goal in life, he says.

Hawkins, Jeff, Following Your Goal 2005-05-18 1351

Following Your Goal

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Hawkins advises everyone to find their passion and to use the fastest and surest ways to pursue that passion. He also believes it is very important to make the right decisions at critical junctures, as well as having fun while following one's goal.

Hawkins, Jeff, Outsourcing 2005-05-18 1352

Outsourcing

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Hawkins shares his views on outsourcing and discusses how his company decides when and how to outsource. He believes that since the world is becoming global, outsourcing is the right thing to do.

Hawkins, Jeff, Hiring Plan 2005-05-18 1353

Hiring Plan

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Hawkins discusses the importance of having a planned hiring process while starting any new business. He goes on to say that the people who have not only seen the positives and the growth of the company, but have also lived through the rough and tough times with the company, make the best entrepreneurs.

Hawkins, Jeff, Importance of Going Slow 2005-05-18 1354

Importance of Going Slow

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Hawkins believes that most companies go out of business because they grow rapidly rather than pacing themselves while growing.

Shader, Danny, Importance of Board Members 2005-05-04 1356

Importance of Board Members

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Danny Shader, CEO and president of Good Technology, believes that the board and its members provide a lot of value to a start-up venture. He shares his experience on managing the board in his company.

Shader, Danny, Motivating Your People 2005-05-04 1357

Motivating Your People

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Shader talks about how he keeps his employees motivated. He makes everyone in his company realize that they are all working together on something that is more important than any individual effort.

Shader, Danny, Entrepreneur-in-Residence 2005-05-04 1358

Entrepreneur-in-Residence

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Shader shares his entrepreneur-in-residence experience and his motivation behind starting it.

Shader, Danny, Adding Value to Companies 2005-05-04 1359

Adding Value to Companies

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Bill Campbell, former CEO of Intuit, talks about his role of adding value in start-up companies like Good Technology as well as established companies, like Google, that already have management teams.

Hawkins, Trip, Persistence and The Notion of the Big Idea 2005-04-13 1360

Persistence and The Notion of the Big Idea

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Hawkins, Trip, chairman and CEO of Digital Chocolate, believes that persistence is a very important quality in entrepreneurs. It helps to overcome road-blocks and stick to one's beliefs no matter what others say, he adds. He talks about the notion of the big idea - doing something different than what everybody else is doing or something that nobody has thought of.

Hawkins, Trip, Real-world Learning 2005-04-13 1361

Real-world Learning

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Hawkins talks about how he started his first company while he was in college and the lessons he learnt from that experience. Real-world learning along with book and school type learning are instrumental in one's preparation to be an entrepreneur, he says.

Hawkins, Trip, Challenges for an Entrepreneur 2005-04-13 1362

Challenges for an Entrepreneur

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Hawkins explains how introspection is necessary for entrepreneurs to figure out when one is right and wrong.

Hawkins, Trip, Learning from Mistakes 2005-04-13 1363

Learning from Mistakes

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Hawkins offers suggestions on how to assess one's mistakes and figure out what to learn from them. It is okay to make mistakes but it is also important to learn from those mistakes and not repeat them again, he adds.

Byers, Thomas (Thomas H.), Difference Between an Idea and an Opportunity 2006-01-18 1368

Difference Between an Idea and an Opportunity

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Byers, Tom, professor at Stanford University and founder and a faculty director of the Stanford Technology Ventures Program (STVP), stresses that "Entrepreneurs are not born, they are made". He discusses a framework that elaborates the difference between an idea and an opportunity.

Byers, Thomas (Thomas H.), Why do Ventures Require Dynamic Leaders? 2006-01-18 1369

Why do Ventures Require Dynamic Leaders?

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Physical Description: 1 computer file(s) (mp4)

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Byers strongly believes that entrepreneurs have to evolve with their organization. He uses a metaphor to compare entrepreneurs to three kinds of dogs: retriever, bloodhound, and husky, as they evole into the role of CEOs.

Byers, Thomas (Thomas H.), Role of Context in High-Tech Venturing 2006-01-18 1370

Role of Context in High-Tech Venturing

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Physical Description: 1 computer file(s) (mp4)

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Byers believes there are various events that are not within the control of a management team. Good entrepreneurs are those who find a way to navigate and deal with this 'context,' he adds.

Byers, Thomas (Thomas H.), Market Positioning and the Importance of Partnerships 2006-01-18 1371

Market Positioning and the Importance of Partnerships

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Byers believes that the impact of marketing is often underestimated by companies. He talks about how partnering is one of the keys to crossing the chasm between the early market and the mainstream market.

Byers, Thomas (Thomas H.), Purpose of a Business Plan 2006-01-18 1372

Purpose of a Business Plan

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Byers talks about how a great business plan can be developed. He uses Sahlman's alignment model to explain that an opportunity has to be in alignment with resources, people and context for deals to get completed.

Byers, Thomas (Thomas H.), Importance of Cash Flow 2006-01-18 1373

Importance of Cash Flow

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Byers explains that smaller companies need to pay extra attention on how they spend their cash because if they run out of cash, it is game over for them. Byers uses the example of Palm Inc. to show how well the company managed their cash flow.

Byers, Thomas (Thomas H.), What are the Essentials of the Venture Finance Process? 2006-01-18 1374

What are the Essentials of the Venture Finance Process?

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Byers goes over the essentials of a venture finance process: angel investors, corporate venture capital, boot strapping and the public. He also discusses the pros and cons of each of these pieces in this process.

Byers, Thomas (Thomas H.), Characteristics of Entrepreneurs 2006-01-18 1375

Characteristics of Entrepreneurs

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Along with being audacious, courageous, patient, and adaptive, Byers believes that entrepreneurs should be exceptionally good at sales.

Byers, Thomas (Thomas H.), Role of Ethics in High-Tech Entrepreneurship 2006-01-18 1376

Role of Ethics in High-Tech Entrepreneurship

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Byers gives his perspective on how ethics played a role in high-tech entrepreneurship in the late 90's. He strongly believes that it is okay to fail but at the end of the day, it is character that matters.

Davis, Geoff, What is Microfinance? 2005-10-05 1377

What is Microfinance?

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Davis, Geoff, founder and CEO of Unitus, explains the meaning of microfinance and the huge potential and impact the field has. He goes on to discuss the difference between microfinance and micro credit. He reveals that microfinance has a huge growth opportunity as it is potentially a five billion dollar market and is currently about a one billion dollar market.

Davis, Geoff, Role of Unitus 2005-10-05 1378

Role of Unitus

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Davis talks about how he got involved in micro credit and how it led to the formation of Unitus. He explains how Unitus is different form Grameen Bank, a pioneer in the field of microfinance. Unitus uses an Acceleration Model, a venture approach to do micro finance. This means they invest in programs around the world that offer micro loans and that have high growth potential to accelerate their growth.

Davis, Geoff, Micro credit - A profitable business? 2005-10-05 1379

Micro credit - A profitable business?

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Davis believes that microfinance institutions can be profitable. This is a business opportunity with incredible social impact, he says.

Davis, Geoff, Challenges Faced by Unitus 2005-10-05 1380

Challenges Faced by Unitus

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Davis talks about one of the biggest challenges he faced with Unitus: coming into an established industry that has been successful and showing that things can be done differently and better.

Davis, Geoff, Following Your Gut 2005-10-05 1381

Following Your Gut

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Set your sights high and go for it, says Davis. He encourages students who want to make a difference to believe and follow their dreams with grit and ingenuity.

Davis, Geoff, Prodding Small Companies to Think Big 2005-10-05 1382

Prodding Small Companies to Think Big

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Davis discusses how Unitus helps transform small non-profit companies into large profitable companies. Unitus makes the companies think bigger and expand their vision. They try to paint the picture of a possibility of a bigger future, he notes.

Williams, Evan, Advent of Podcasting 2005-10-12 1383

Advent of Podcasting

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Williams, Evan, co-founder of Pyra Labs, creators of Blogger, talks about podcasting and how it started. He believes that due to the "webification" of audio, podcasting has become exciting and popular.

Williams, Evan, Future of Podcasting 2005-10-12 1384

Future of Podcasting

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Williams believes that podcasting has just begun and that it is going to grow in the coming years. He explains that people are now only in the 'geocities' phase where they know how to access content but do not know why to do so or do so on an ongoing basis.

Williams, Evan, Dealing with Competition 2005-10-12 1385

Dealing with Competition

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Williams gives his views on the evolving competitive landscape in podcasting. He believes that in a new, emerging market, it is about 'growing the pie' and bringing many players into the market to educate the people about the impact and usefulness of the new technology.

Williams, Evan, Advice to Aspiring Entrepreneurs 2005-10-12 1386

Advice to Aspiring Entrepreneurs

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Williams advices budding entrepreneurs to start small and think big. You should start with something small and something that you care about, he says. Smaller problems can be solved faster and can be eventually scaled into a big company, he adds.

Williams, Evan, Learning from Failure 2005-10-12 1387

Learning from Failure

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Williams talks about some of his biggest failures and what he learned from them. One of the things he has learned is the importance of building, collaborating and motivating a team.

Williams, Evan, Maintaining Focus 2005-10-12 1388

Maintaining Focus

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Williams believes that one of the challenges he faced from very early on was of maintaining focus. He explains that he now has to be more disciplined due to various external diversions.

Williams, Evan, Can Entrepreneurship be Taught? 2005-10-12 1389

Can Entrepreneurship be Taught?

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Williams believes that entrepreneurship can be taught as it is a combination of skills and intense desires that drive a person to overcome challenges.

Beaver, Bobby, Passion and Vision 2006-01-25 1392

Passion and Vision

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Entrepreneurs must have passion. Passion and vision are the things entrepreneurs fall back on when their company goes through highs and lows. Bobby Beaver, vice president of technology at Zazzle, explains that the reasons for starting a venture should not be monetary but it should be passion - deep caring for a problem and the drive to solve the problem.

Beaver, Bobby, Confidence in Small Teams 2006-01-25 1393

Confidence in Small Teams

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Beaver says that one of the most important lessons he has learned at Zazzle is to have confidence in yourself and your team.

Beaver, Bobby, Question Everything 2006-01-25 1394

Question Everything

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Beaver tells entrepreneurs to question everything people are telling them to do. Do not accept the status quo, he says. Do not give in to the notion that if it is has been done a certain way, you have to do it the same way, he adds.

Beaver, Bobby, Adapt or Die 2006-01-25 1395

Adapt or Die

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Beaver talks about how it is necessary for every company to adapt at every step as it grows, depending on the competitive landscape or technological advances, to make the most of opportunities along the way.

Beaver, Bobby, People and Culture of Zazzle 2006-01-25 1396

People and Culture of Zazzle

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Beaver believes nothing is more important for a company than the people that comprise it. This is why the Zazzle founders stress culture in their company. They constantly try to infuse values of innovation and empowerment amongst their people. Along with all this, the company also incorporates having fun to make sure their employees are enjoying the ride at Zazzle.

Fraser, Janice, Choosing Your Partners 2006-02-01 1397

Choosing Your Partners

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Fraser, Janice, CEO and a founding partner of Adaptive Path, believes one should choose partners based on who you want to go to when the going gets rough. She talks about the importance of a solid partnership.

Fraser, Janice, Coping with Failures 2006-02-01 1398

Coping with Failures

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Fraser believes being an entrepreneur is not a job but a mission. On this journey towards achieveing this mission, you are going to be faced with failures and successes, she says. It is the failures that inform the successes, she adds.

Fraser, Janice, Protecting the Culture 2006-02-01 1399

Protecting the Culture

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Fraser calls culture the software of her company. She believes it is very important to protect and care for the culture of a company when it is evolving past its nascent stage.

Fraser, Janice, Creating Meaning for Employees 2006-02-01 1400

Creating Meaning for Employees

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Fraser believes that besides creating meaning for the world, an entrepreneurial venture should be able to create meaning for the people who comprise it as well. In this regard, people are able to passionately and zealously work toward making the company and product successful.

Fraser, Janice, Decision-making 2006-02-01 1401

Decision-making

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The efficiency of decision-making is very important to the management of any company. Fraser calls it a kind of 3-legged stool of responsibility, accountability and authority.

Fraser, Janice, Alignment and People 2006-02-01 1402

Alignment and People

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Fraser believes alignment is the underlying principle to everthing we do. The work has to be fulfilling for the people who work in entreprenuerial ventures, she says. It is important to create an environment where people can excel.

Fraser, Janice, Managing a Technology-Driven Company 2006-02-01 1403

Managing a Technology-Driven Company

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Fraser discusses her experience as a non-technical person heading a technology driven company. She strongly believes that every manager should be able to lead people who are unlike them to have a successful company.

Popovits, Kim, Recruiting a Passionate, All-Star Team 2006-02-08 1404

Recruiting a Passionate, All-Star Team

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Popovits, Kim, President and Chief Operating Officer of Genomic Health, talks about how the strength of Genomic Health is its all star team, comprising of A players, who share a common passion of wanting to make a difference. Popovits believes that it is very important to share values and passion with your colleagues to make decision-making in organizations easier.

Popovits, Kim, Focusing On Culture 2006-02-08 1405

Focusing On Culture

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Popovits talks about the importance of nurturing the culture at an organization. The people and the culture of Genomic Health form the core of the company. It is necessary to stop and celebrate the small and the big successes,she says, and to enjoy what you are doing to keep your company motivated and driven.

Bartz, Carol, Tailoring Products for Different Consumer Groups 2006-03-01 1406

Tailoring Products for Different Consumer Groups

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Bartz, Carol, chairman of the board, president and CEO of Autodesk, talks about the need to speak with customers to tailor a standard product for different customer groups. She uses the example of AutoCad and the way it has been tailored to specific customers to meet their requirements. She also says that the best way to make a product a standard is to get it to volume.

Bartz, Carol, Being Successful in the Global Economy 2006-03-01 1407

Being Successful in the Global Economy

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Autodesk prices and packages its products differently in different countries. Bartz discusses how Autodesk has been successful doing business in emerging markets. She talks about the importance of looking at wage standards and labor standards of the country when selling global products like AutoCad across the world.

Bartz, Carol, Stay Interested 2006-03-01 1408

Stay Interested

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According to Bartz, the more interested you are in things around the world, the more interesting you are to somebody else. Make sure your learning curve is always up and to the right, she adds.

Bartz, Carol, Making Lemonade: Coping Strategies for Corporate Stresses 2006-03-01 1409

Making Lemonade: Coping Strategies for Corporate Stresses

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Bartz, Carol, CEO of Autodesk for many years, underlines the silver lining for many stagnating issues in the workplace. Making a plan for yourself is a good idea, but don't let it limit your scope. By bringing value to the organization, you are the one to benefit most. Learning is the most critical aspect of any job; if you're not growing, it's time to uproot. She also points out that bad managers are great teachers, as they are instructive in what not to do when you finally get to fill their role.

Bartz, Carol, Pyramids, Not Ladders 2006-03-01 1410

Pyramids, Not Ladders

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In this clip, Bartz, Carol points out that young workers needn't be afraid of a lateral career move. Ambition often focuses only on upward motion, whereas well-rounded experience in a number of departments - sales, marketing, or customer service, just to name a few - gives a career a solid foundation. Ladders are unstable, Bartz says, but pyramids have depth, safety, and strength.

Goldberg, Michael, Starting out as a Sole Founder 2006-02-22 1411

Starting out as a Sole Founder

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Goldberg, Michaell, General Partner at Mohr Davidow Ventures and Founder of Axion Inc., discusses his transition from being a venture capitalist to an entrepreneur. He left the venture capital industry to found a company. As a sole founder, he encourages everybody to start a company with at least one co-founder because it entails a difficult and lonely path.

Goldberg, Michael, Selling a Venture 2006-02-22 1412

Selling a Venture

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Goldberg talks about the point when he sold the company that he had built for nine years. He goes on to reveal that he would do the same thing then if he knew what he knows today. He says he was happy he sold the company to a bigger company who earned larger revenues on it.

Goldberg, Michael, Role of Boards 2006-02-22 1413

Role of Boards

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Being on the boards of various companies, Goldberg gives his perspective and a sense of the flavor of what happens in board rooms and the roles of different types of boards.

Goldberg, Michael, Conflict Between Management Team and Board Members 2006-02-22 1414

Conflict Between Management Team and Board Members

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Goldberg talks about what happens when there is a conflict between board members and the management team in terms of the direction of the company.

Goldberg, Michael, Importance of Patents and Intellectual Property 2006-02-22 1415

Importance of Patents and Intellectual Property

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Goldberg talks about how understanding the importance of intellectual property, patents, trademarks and copyrights is essential in today's industries.

Goldberg, Michael, Career Advice 2006-02-22 1416

Career Advice

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Goldberg advices students and young-budding entrepreneurs to follow their passions. You have to be passionate for your company to be able to persist and face the failures that come along the way, he says.

Goldberg, Michael, Patenting Genes 2006-02-22 1417

Patenting Genes

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Goldberg gives his views on whether genes should be patented along with an insight into open source biology.

Lee, Chong-Moon, Coming to Silicon Valley 2006-02-15 1440

Coming to Silicon Valley

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Lee, Chong-Moon, chairman and CEO of Ambex Venture Group, and founder of Diamond Multimedia Systems, talks about his humble beginnings and the frustrations in his family business in Korea that led him to make a journey to Silion Valley.

Lee, Chong-Moon, Facing challenges 2006-02-15 1441

Facing challenges

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Lee reveals how he started his company, the hardships he faced and the persistance that drove him to achieve his goals.

Lee, Chong-Moon, Never Give up spirit 2006-02-15 1442

Never Give up spirit

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Lee advices entrepreneurs to never give up, fight challenges with perseverance and have a crystal clear vision to be successful.

Lee, Chong-Moon, Skills of an entrepreneur 2006-02-15 1443

Skills of an entrepreneur

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Lee believes that leadership and dynamic managerial style are two important skills that every successful entrepreneurs must have. He goes on to discuss the necessary skill set that make a successful entrepreneur.

Lee, Chong-Moon, Success and Failure 2006-02-15 1444

Success and Failure

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Lee talks about how winning and losing are parts of everyone's life. However, it is important to learn from each one of them as you go along, he says. The successes and failures that he went through helped him overcome challenges in his business.

Lee, Chong-Moon, Change yourself constantly 2006-02-15 1445

Change yourself constantly

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According to Lee, you have to keep changing yourself constantly to be successful. He explains that the more you know the world, the more informed decisions you will be able to make.

Liemandt, Joe, Starting a business during undergraduate study 2005-05-10 1446

Starting a business during undergraduate study

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Liemandt, Joe, founder, CEO and chairman of Trilogy, talks about why entrepreneurship is something everyone needs to do in their career. You will go from the highest highs to the lowest lows in a matter of minutes, he says, but it is the time that is the best and the worst of your life. He advices starting a business when you are an undergraduate student because you do not have a whole lot to lose.

Liemandt, Joe, Perseverance: Sticking to your beliefs 2005-05-10 1447

Perseverance: Sticking to your beliefs

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Liemandt talks about how an entrepreneur's beliefs leads to success or failure. As long as you believe in your business, he says, you can persevere. You have to love what you are doing and be passionate about it, he adds.

Liemandt, Joe, Guaranteeing Business Value to Customers 2005-05-10 1448

Guaranteeing Business Value to Customers

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Liemandt talks about how Trilogy moved on from just producing the best enterprise software in the market to adding and guaranteeing business value for its customers.

Liemandt, Joe, Sharing Your Passion 2005-05-10 1449

Sharing Your Passion

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Liemandt discusses how leading a start-up is harder and more stressful than heading a big company. The most difficult thing about being the CEO of a big company is making sure that all the employees share the same vision and passion for the business.

Rodan, Katie, Benefits of a Partnership 2006-04-19 1450

Benefits of a Partnership

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Rodan, Katie, co-developer of Proactiv Solution, talks about the benefits of her partnership. She says that it is great for her to have a partner with whom she can share everything and make decisions together to jointly run the business.

Rodan, Katie, Discovering and Meeting Market Needs 2006-04-19 1451

Discovering and Meeting Market Needs

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Rodan reveals the process of discovering a product that would solve the acne problem that was not being met by any of the products in the market. The main goal was to develop a product that would be easily accessible to target customers.

Rodan, Katie, The Value of Effective Market Research 2006-04-19 1452

The Value of Effective Market Research

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Rodan, Katie of Proactiv Solutions discusses a personal anecdote with a critical session of market research. The experience sent her team back to the drawing board to revamp a product for adult acne - after revealing that women surveyed didn't think they had acne and didn't care for the product's fragrance. Rodan also discusses her initial resistance to conduct the survey, and the tremendous benefits that it can yield for the entrepreneur.

Rodan, Katie, Raising Money and Importance of Licensing Your Product 2006-04-19 1453

Raising Money and Importance of Licensing Your Product

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Rodan gives an insight into the obstacles faced while raising money for Proactiv. She discusses the importance of licensing a product as a way of raising money for the company.

Rodan, Katie, Infomercials - A Way to Reach Your Audience 2006-04-19 1454

Infomercials - A Way to Reach Your Audience

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Rodan talks about how infomercials were successful in reaching and re-educating the audience on how to solve their skin problems and in turn helped her company realize an unmet need.

Rodan, Katie, Owning Your Product Formula 2006-04-19 1455

Owning Your Product Formula

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During product development, Rodan advices to own the formula of the product, which is an asset, and suggests not to lose ownership of it.

Rodan, Katie, Growing the Organization 2006-04-19 1456

Growing the Organization

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Rodan talks about building Proactiv Solutions, getting the right team together and working with a partner to run an organization.

Roos, John, Simple Mission Statement 2006-03-08 1457

Simple Mission Statement

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Roos, John, chief executive officer of Wilson Sonsini Goodrich & Rosati, recommends having a simple mission statement when thinking about a business. You have to know what you are good at, where your core strengths lie, have a game plan and then stick with it, he says.

Roos, John, Focus on Building a Brand 2006-03-08 1458

Focus on Building a Brand

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Roos says that no matter what kind of industry you get into or the company you start, you should focus on building a brand because that is likely to pay off big time.

Roos, John, The Three Circle Strategy 2006-03-08 1459

The Three Circle Strategy

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Roos shares the Three Circle Strategy used at Wilson Sonsini. He says it is important for all great companies to start out and keep to fairly straightforward strategies yet remain flexible with the moving times.

Roos, John, Strengths of Silicon Valley 2006-03-08 1460

Strengths of Silicon Valley

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Roos strongly believes that the strength of Silicon Valley lies in the fact that it is built on merit and diversity. Additionally, the Valley is unique in that failure is not considered a stigma, he says.

Roos, John, Silicon Valley: An Ecosystem 2006-03-08 1461

Silicon Valley: An Ecosystem

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Roos talks about how Silicon Valley is an ecosystem where everyone knows each other and everyone feeds off of each other. It is important when you are starting a company that you want to tap into that ecosystem, he says.

Roos, John, Silicon Valley: Changing with the times 2006-03-08 1462

Silicon Valley: Changing with the times

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Roos talks about how the industry in Silicon Valley keeps changing. From the 1970s, the era of the brick and mortar technology industry, the Valley has seen a boom in semiconductor companies and computer companies, followed by the era of information technology and the Internet in the 90s. In this transition, the Valley has become global, he adds.

Roos, John, Career Advice: Five Takeaways 2006-03-08 1463

Career Advice: Five Takeaways

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Roos gives five takeaways in his talk: 1) Take risks; 2) Don't be afraid to take a step back in your career if it will help you move forward in the long run; 3) Surround yourself with good people and give them credit; 4) Little things really matter; and 5) Integrity matters more than anything else.

Seelig, Tina Lynn, Every Problem is an Opportunity 2006-04-12 1464

Every Problem is an Opportunity

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Seelig, Tina, Executive Director for the Stanford Technology Ventures Program, believes that every problem is an opportunity for a creative solution. The way you view any problem depends on your attitude.

Seelig, Tina Lynn, Value Creation from Opportunities 2006-04-12 1465

Value Creation from Opportunities

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Seelig, Tina, Executive Director of the Stanford Technology Ventures Program, walks us through a life-changing hands-on classroom activity where students are taught to identify opportunities in nooks and crannies. With five dollars in seed funding and two hours of execution, she reports on the success of the exercise, and that many students reaped over one hundred times the initial investment (and others built a business without using any funding at all). Look for problems around you, says Seelig, and convert them into opportunities that create value. Embrace the opportunity to challenge assumptions and identify true cultural, social, or technological need.

Seelig, Tina Lynn, Luck and Success 2006-04-12 1466

Luck and Success

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The harder I work, the luckier I get, says Seelig. Get out there and put yourself in a position to make yourself lucky, she adds.

Seelig, Tina Lynn, "Career Advice: Interests, Skills and Market" 2006-04-12 1467

"Career Advice: Interests, Skills and Market"

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Seelig says that it is best to find the intersection between your passion, your skills, and the market. Passion is necessary, but passion alone is not sufficient to pursue a career, she adds.

Seelig, Tina Lynn, Risk-taking and Failure 2006-04-12 1468

Risk-taking and Failure

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According to Seelig, if you are not failing sometimes, then you are not taking enough risks. Silicon Valley supports a culture of risk taking and embraces failure. She encourages everyone to take risks and not to get daunted by the fear of failure.

Seelig, Tina Lynn, Learning from Failure 2006-04-12 1469

Learning from Failure

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Seelig often makes her students write failure resumes as a way to recognize the mistakes that they have made as well as the lessons they have learned from those mistakes.

Seelig, Tina Lynn, Career Advice: Don't Wait to be Anointed 2006-04-12 1470

Career Advice: Don't Wait to be Anointed

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Seelig advices that just as entrepreneurs empower themselves, you too should not wait for someone to tell you that you are empowered to take on a new responsibility. Just do it, she adds.

Seelig, Tina Lynn, Importance of Networking 2006-04-12 1471

Importance of Networking

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Seelig believes that it is important to build relationships and network with the people you meet everyday. It is a small world and as you go through life you are going to meet the same people again and again, she adds.

Seelig, Tina Lynn, Balancing Priorities 2006-04-12 1472

Balancing Priorities

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Seelig talks about the importance of figuring out and balancing priorities. She believes it is necessary to reassess your priorities frequently, selecting a few things to focus on.

Seelig, Tina Lynn, Working in Teams 2006-04-12 1473

Working in Teams

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Seelig believes that while working in a team it is important to make everyone else on your team successful.

Seelig, Tina Lynn, Be Fabulous! 2006-04-12 1474

Be Fabulous!

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

According to Seelig, never miss an opportunity to be fabulous! She encourages everyone to embrace this idea and to help make the world a better place.

Marrone, Pam, The Founding of AgraQuest 2006-05-10 1478

The Founding of AgraQuest

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Marrone, Pam, founder and former Chairman/CEO of AgraQuest Inc., talks about how she turned her childhood passion and love for bugs into a lifelong commitment that led her to found AgraQuest.

Marrone, Pam, Creating Need for Your Product 2006-05-10 1479

Creating Need for Your Product

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Marrone describes the impact of AgraQuest on the global bio-pesticide market.

Marrone, Pam, Overview of AgraQuest 2006-05-10 1480

Overview of AgraQuest

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Marrone gives an overview of AgraQuest and talks about how the company has differentiated itself in the pesticide industry.

Marrone, Pam, Navigating AgraQuest's Value Chain 2006-05-10 1481

Navigating AgraQuest's Value Chain

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Marrone faced a lot of skepticism and obstacles while developing AgraQuest's products. She overcame these barriers by demonstrating the effectiveness of her product on the fields of farmers as well as hiring hungry dogs as salespeople to push the product into the market.

Marrone, Pam, The Product Vision 2006-05-10 1482

The Product Vision

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Marrone formed focus groups to change policies to ammend incorrect artificial testing procedures carried out by academic scientists to test the efficacy of AgraQuest's product.

Marrone, Pam, Understanding Your Customer 2006-05-10 1483

Understanding Your Customer

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Marrone reveals that the trick to making the adoption curve steeper and faster is to focus the product on an unmet need where there is little competition.

Marrone, Pam, Negotiation: Be in a Position of Strength 2006-05-10 1484

Negotiation: Be in a Position of Strength

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Marrone advices to always plan for disaster and to be in a position of strength while negotiating.

Marrone, Pam, Lessons Learned 2006-05-10 1485

Lessons Learned

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Marrone shares the lessons that she learned at AgraQuest. She strongly believes in a diverse, trustworthy workforce and hiring people who believe in the product.

Marrone, Pam, Working with AgraQuest 2006-05-10 1486

Working with AgraQuest

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Marrone discusses why working at AgraQuest is better than working at any other company.

Smith, Lonnie, Technology Adoption 2005-11-02 1487

Technology Adoption

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Smith, Lonnie, President and Chief Executive Officer of Intuitive Surgical, uses Moore, Geoffrey's "Crossing the Chasm" model to explain the adoption of technology amongst surgeons.

Smith, Lonnie, Patient Adoption Curve 2005-11-02 1488

Patient Adoption Curve

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Smith discusses how patients have adopted Intuitive Surgical's new technology.

Smith, Lonnie, Patent Battles: First-Mover Advantage 2005-11-02 1489

Patent Battles: First-Mover Advantage

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Smith talks about how being the first mover in the market has given Intuitive Surgical an upper-hand in patent battles.

Keller-Bottom, Stephanie, Collaborate to Enter Markets 2006-04-26 1491

Collaborate to Enter Markets

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Keller-Bottom, Stephanie, Director of Nokia Innovent, discusses how companies need to collaborate to bring their products to the market. She talks about the value that entrepreneurs bring to large companies as they understand the importance of collaboration in order to leverage resources.

Keller-Bottom, Stephanie, Separation from Nokia's Core Business 2006-04-26 1492

Separation from Nokia's Core Business

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

According to Keller-Bottom, when you are in a big company and trying to do something that differs with the core business of the company, then you are going to face a lot of resistance early on. Innovent faced this when it differentiated itself from the core business of Nokia, she says.

Keller-Bottom, Stephanie, Building Your Business 2006-04-26 1493

Building Your Business

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Keller-Bottom shares some of the lessons learned while Innovent was growing. She says it was very important to work with competitors as collaborators as well as lead a very passionate team effectively during the development of the business.

Keller-Bottom, Stephanie, Picking Your Partners and Your Team 2006-04-26 1494

Picking Your Partners and Your Team

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Keller-Bottom advises entrepreneurs to find partners who share the same values and direction that you and your management team have. Also, she emphasizes how vital it is to have an exit strategy and aligned assets.

Keller-Bottom, Stephanie, Focus, Flexibility and Market Validation 2006-04-26 1495

Focus, Flexibility and Market Validation

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Keller-Bottom recommends entrepreneurs to stay focused and be flexible. Find partners who complement and will add value to your business, she says. She talks about the importance of doing a market validation study to determine the market and design a pricing strategy.

Keller-Bottom, Stephanie, Creating Commercial Value for Your Product 2006-04-26 1496

Creating Commercial Value for Your Product

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Keller-Bottom demonstrates how the trajectory of a new company appears. She says that a product has to iterate several times from the product development stage until it enters the market.

Keller-Bottom, Stephanie, Working with Your Investor 2006-04-26 1497

Working with Your Investor

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Keller-Bottom advises that while working with investors it is important to pay attention to the valuation methodology, as that will determine the amount of money an entrepreneur will make.

Keller-Bottom, Stephanie, Learning from History 2006-04-26 1498

Learning from History

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Keller-Bottom gives entrepreneurs some tips and asks them to learn from history and understand the market to help shape their businesses.

Zuckerberg, Mark, 1984-, Product Development at Facebook 2005-10-26 1499

Product Development at Facebook

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Zuckerberg, Mark, founder of TheFacebook, gives an example to demonstrate product development and experience at Facebook and talks about how their product has evolved with the company.

Zuckerberg, Mark, 1984-, Team Dynamics 2005-10-26 1500

Team Dynamics

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Zuckerberg discusses the evolution of Facebook's founding team from a bunch of college friends to a large team of several engineers, its changing dynamics and his role as a leader in the company.

Zuckerberg, Mark, 1984-, Hiring the Right People 2005-10-26 1501

Hiring the Right People

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Facebook Founder Zuckerberg, Mark reveals the individual skills and the balance of experience he looks for when recruiting college graduates, while still building and moving his company forward.

Zuckerberg, Mark, 1984-, Generating Revenue 2005-10-26 1502

Generating Revenue

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

An early interview with Zuckerberg, Mark at the dawn of Facebook's popularity unveils the opportunities that surface from a mammoth amount of page views and sticky user loyalty. A hot web property can reel in millions in ad revenue alone.

Zuckerberg, Mark, 1984-, Entrepreneurial Skills Learned 2005-10-26 1503

Entrepreneurial Skills Learned

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Zuckerberg talks about the entrepreneurial skills he acquired in college that led him to building Facebook.

Zuckerberg, Mark, 1984-, Listening Skills in an Entrepreneur 2005-10-26 1504

Listening Skills in an Entrepreneur

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Amongst his different entrepreneurial talents, Jim Breyer, Managing Partner of Accel Partners, talks about the importance of Zuckerberg's listening skills that have helped him effectively lead Facebook to success.

Zuckerberg, Mark, 1984-, Investing in New Ideas 2005-10-26 1505

Investing in New Ideas

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Breyer discusses why Accel Partners decided to invest in Facebook and what they look for in new ideas before they convert them into ventures.

Zuckerberg, Mark, 1984-, Free Time Fosters Free Thinking 2005-10-26 1506

Free Time Fosters Free Thinking

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

People can't be forced to be friends, notes Facebook founder Zuckerberg, Mark, but innovative entrepreneurs can facilitate a friendly work environment. He attributes part of his enterprise's success to casual, unstructured communication woven into the work day. His hope? To create the space for co-workers to freely associate ideas and stretch their imagination.

Zuckerberg, Mark, 1984-, Challenges Going Forward 2005-10-26 1507

Challenges Going Forward

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Zuckerberg and Breyer discuss the ongoing challenges they face and the tradeoffs they have to make as Facebook continues to grow and evolve.

Polese, Kim, Setting Up Infrastructure 2005-11-09 1508

Setting Up Infrastructure

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Polese, Kim, CEO of SpikeSource, relates the challenges she learned while starting a company. She realized that though entrepreneurs might see potential in their technology and have the right people in their company, that alone will not ensure success in the marketplace. It requires making sure that all the pieces are in place for that company, she says.

Polese, Kim, Birth of Java 2005-11-09 1509

Birth of Java

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Polese describes the development of Java at Sun and the various things that made it a success.

Polese, Kim, Solving a Real Problem 2005-11-09 1510

Solving a Real Problem

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

According to Polese, SpikeSource is solving a real problem, which makes it really exciting.

Polese, Kim, Popularity of Open Source 2005-11-09 1511

Popularity of Open Source

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Polese discusses why open source is popular amongst venture capitalists.

Polese, Kim, Importance of the Community and Data and Process Automation in Businesses 2005-11-09 1512

Importance of the Community and Data and Process Automation in Businesses

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Polese empahsizes working with the community and the role of data and process automation in business.

Polese, Kim, Software as a Service 2005-11-09 1513

Software as a Service

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Polese talks about how software has transitioned from a product that generates revenue to a service. She sees the software industry slowly shifting towards this idea.

Polese, Kim, Value of the Long Tail 2005-11-09 1514

Value of the Long Tail

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Polese explains the concept of the "long tail".

Polese, Kim, Lessons Learned 2005-11-09 1515

Lessons Learned

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Polese shares some lessons learned along the way and gives advice to budding entrepreneurs to never stop learning and to find the right people and the right idea for their business.

Polese, Kim, Ethics in Business 2005-11-09 1516

Ethics in Business

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Polese talks about the importance of being ethical and not being evil while running a business.

Polese, Kim, When Should You Open Source? 2005-11-09 1517

When Should You Open Source?

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Polese believes that entrepreneurs should open source their proprietary software only if the open source supports and enables their core business.

Ricks, Frank, Thinking About Entrepreneurship 2005-11-16 1518

Thinking About Entrepreneurship

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Frank reveals how he started thinking of entrepreneurship at a young age. He believes that if you don't have it, you just make it!

Ricks, Frank, Game Plan at LRK 2005-11-16 1519

Game Plan at LRK

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Frank shares the game plan they have adopted at their architectural firm.

Ricks, Frank, Role of Multidisciplinary Teams 2005-11-16 1520

Role of Multidisciplinary Teams

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Frank emphasizes the importance of having a multidisciplinary team and talks about how it has helped them solve problems in different companies like FedEx.

Ricks, Frank, Mission Statement and Culture Transfer 2005-11-16 1521

Mission Statement and Culture Transfer

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Frank describes the mission statement and the principles they follow at LRK Architecture. He goes on to talk about the issue of perpetuating the company's culture as the company grows.

Ricks, Frank, Orbiting the Giant Hairball 2005-11-16 1522

Orbiting the Giant Hairball

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Ricks, Frank, founding principal of Looney Ricks Kiss Architects, explains the concept of the hairball and recommends the book "Orbiting the Giant Hairball", to entrepreneurs interested in starting a business of any size.

Ricks, Frank, Attracting Clients Early On 2005-11-16 1523

Attracting Clients Early On

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Ricks advices entrepreneurs on how to attract clients in the early days of a firm when a company is trying to compete and it does not have any accomplishments to talk about .

Mayer, Marissa, 1975-, Ideas Come From Everywhere 2006-05-17 1524

Ideas Come From Everywhere

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Mayer, Marissa, Google's Vice President of Search Products & User Experience, believes that ideas for new products come from everywhere - every employee, every department, from both necessity and serendipity. By creating an environment where ideas can be freely exercised, like a muscle they will likely get more toned and more in tune with the organization's circulation.

Mayer, Marissa, 1975-, Give Ideas Credit, Not Credit for Ideas 2006-05-17 1525

Give Ideas Credit, Not Credit for Ideas

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Both the enterprise and the end users are better served by a culture that revolves around rewarding great ideas, rather than the self-promotion of getting others to acknowledge the contributions of an individual. Mayer, Marissa, Vice President of Search Products & User Experience at Google, believes that if you fill a room with smart people and give them access to information, brilliant ideas will flourish, and the need for a strict management hierarchy dissolves. A platform for the free-form sharing of ideas promotes an open culture and a flat organization.

Mayer, Marissa, 1975-, Work with Smart People 2006-05-17 1526

Work with Smart People

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Challenge yourself against better players and you'll become star of the team. Google's Vice President of Location and Services, Mayer, Marissa, reflects on her personal experience working with some of the finest talent in high-tech, and points out that working with the best empowers each player to excel.

Mayer, Marissa, 1975-, License to Pursue Dreams 2006-05-17 1527

License to Pursue Dreams

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Passion and momentum build when skilled employees have access to great tools and the time to stretch them in new directions. Mayer, Marissa, Vice President of Search Products & User Experience at Google, discusses the groundbreaking company practice of setting aside 20 percent of an employee's time for creative projects. By her own assessment, nearly half of the company's most recent launches came from ideas sparked during this unstructured time.

Mayer, Marissa, 1975-, Learning From Mistakes 2006-05-17 1528

Learning From Mistakes

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Madonna had The Sex Book. Apple had the Newton. Mayer, Marissa, Vice President of Search Products & User Experience for Google, points out that all the best brands, including her own, have made some tremendous product errors. But what allows an enterprise to endure, she says, is its ability to learn from its mistakes and make corrections. Performance is what's important, even if it's not instantaneous.

Mayer, Marissa, 1975-, Data is Apolitical 2006-05-17 1529

Data is Apolitical

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Product decisions can be based on the company politics. But one cannot argue with facts and stats, and this is the basis, says Mayer, Marissa, Google's Vice President of Search Products & User Experience, by which the company bases its decisions. Google's approach is the take the guesswork out of product design, from functionality to shades of color, and they believe in the science of well-monitored and frequent A/B testing.

Mayer, Marissa, 1975-, Creativity Loves Constraint 2006-05-17 1530

Creativity Loves Constraint

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In product development, Google's Mayer, Marissa, Vice President of Search Products & User Experience, believes that a small amount of constraint - whether in file size, pixels, or speed - fosters a lot of innovation. The lesson she shares? Too much creative freedom can make creativity unfocused. A solution with a strict set of barriers yields more concrete solutions.

Mayer, Marissa, 1975-, Bank Users, Not Money 2006-05-17 1531

Bank Users, Not Money

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Google has proven that if you build it, they will come, and their mass of tools to keep users logged in has been the crux of their success. Vice President of Search Products & User Experience Mayer, Marissa elaborates on this strategy, pointing out that money - and advertisers - will always follow consumers. Focus on building sticky media that draws in a wide audience, and the method to its monetization will follow.

Mayer, Marissa, 1975-, Don't Kill Projects; Morph Them 2006-05-17 1532

Don't Kill Projects; Morph Them

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Repackage, rejuvenate, re-market, and re-examine those products or practices you thought would fly, and craft them a new set of wings. Vice President of Search Products & User Experience, Mayer, Marissa lives by the old adage that if at first you don't succeed, try again. She pushes aspiring business thinkers to breathe new life into failed ventures, as opposed to cutting the cord.

Mayer, Marissa, 1975-, Surviving the Bubble 2006-05-17 1533

Surviving the Bubble

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Mayer, Marissa, Google's Vice President of Search Products & User Experience, says that when people visit their corporate offices, they feel as if the dotcom bubble never burst. But what differentiates Google from all of the other defunct dotcom's? Profitability. This critical differentiation is the obvious and most basic capability of the company's success.

Phelan, Ryan, Importance of Information in the Medical Field 2006-05-31 1535

Importance of Information in the Medical Field

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Phelan, Ryan, founder and CEO of DNA Direct, talks about the vitality and the role of information in the medical field.

Phelan, Ryan, Starting a Business 2006-05-31 1536

Starting a Business

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Phelan discusses some of the hardships that come along with starting a business.

Phelan, Ryan, Power of Genetics 2006-05-31 1537

Power of Genetics

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Phelan believes that genetics will make a big impact among consumers in the coming future.

Phelan, Ryan, What is Social Entrepreneurship? 2006-05-31 1538

What is Social Entrepreneurship?

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Phelan describes the meaning of social entrepreneurship.

Penchina, Gil, Joining eBay 2006-05-03 1539

Joining eBay

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Penchina, Gil, CEO of Wikia, talks about the things that attracted him to eBay and the vision he had of where the company was going when he joined.

Penchina, Gil, Transformation of a Start-up 2006-05-03 1540

Transformation of a Start-up

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Penchina discusses how a start-up like eBay has transformed over time to a big company.

Penchina, Gil, Working in a Start-up 2006-05-03 1541

Working in a Start-up

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Penchina shares his thoughts on the differences in working in a start-up versus a big company and the skills he leveraged while moving from a big company like eBay to Wikia.

Penchina, Gil, Angel Investing 2006-05-03 1542

Angel Investing

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Penchina discusses his interest and involvement in angel investing.

Penchina, Gil, Career Advice 2006-05-03 1543

Career Advice

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Penchina emphasizes the importance of people skills and reveals some lessons he wish he knew when he was in school.

Penchina, Gil, Learning from Failures 2006-05-03 1544

Learning from Failures

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Penchina shares some of his failures and discusses lessons learned from them.

Penchina, Gil, Entering a Global Market 2006-05-03 1545

Entering a Global Market

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Wikia CEO Penchina, Gil discusses the steps that entrepreneurs should take when entering a new and unfamiliar global market.

Penchina, Gil, Skills Learned in School 2006-05-03 1546

Skills Learned in School

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Penchina describes the exact facts and skills he learned in engineering school and business school that he finds useful today while running his business.

Penchina, Gil, Finding Entrepreneurs 2006-05-03 1547

Finding Entrepreneurs

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Penchina discusses the process of finding entrepreneurs and then investing in them.

Penchina, Gil, Luck: Combination of Timing and Preparation 2006-05-03 1548

Luck: Combination of Timing and Preparation

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Penchina attributes most of his success to luck, which he believes is a combination of good timing and some preparation. He says that he has been able to get to where he wanted as he has consistently stuck to his plan.

Eisenhardt, Kathleen M., Team Composition 2006-10-04 1582

Team Composition

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Kathy Eisenhardt, co-director of Stanford Technology Ventures Program and professor in Management Science and Engineering, discusses the size and composition of successful teams. She recommends a team of 3-5 cross-functional people with diverse age group and experience.

Eisenhardt, Kathleen M., Market Selection 2006-10-04 1583

Market Selection

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Stanford Management Science & Engineering Professor Kathleen Eisenhardt defines and discusses different sized markets (emergent, growth and mature) and explains why growth markets are ideal for startups to enter.

Eisenhardt, Kathleen M., Surfer Model of Venture Growth 2006-10-04 1584

Surfer Model of Venture Growth

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Eisenhardt explains her findings about teams and markets using the Surfer Model of Venture Growth. In her research, she found that there is great synergy between great teams and great markets. The returns obtained by this pair dwarf any other combination.

Eisenhardt, Kathleen M., The Art of Fundraising (Part 1) 2006-10-04 1585

The Art of Fundraising (Part 1)

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Eisenhardt describes the key elements associated with successful fundraising. She discusses the importance of asking for the correct amount of money at the right time from the appropriate people.

Eisenhardt, Kathleen M., The Art of Fundraising (Part 2) 2006-10-04 1586

The Art of Fundraising (Part 2)

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Eisenhardt stresses the importance of researching regional VCs and understanding the true motives behind their interests.

Eisenhardt, Kathleen M., Closing the Deal 2006-10-04 1587

Closing the Deal

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Eisenhardt discusses how to negotiate with an investor and the importance of closing a deal. She stresses the need for having a credible alternative, which can be leveraged to speed up the process.

Eisenhardt, Kathleen M., Creating Opportunities 2006-10-04 1588

Creating Opportunities

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Eisenhardt believes that markets are not chosen but created. She describes how this was successfully done at Amazon, eBay and Verisign. She explains that to be wildly successful it is important to become the cognitive referent to the market.

Eisenhardt, Kathleen M., Protecting Your Market 2006-10-04 1589

Protecting Your Market

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Eisenhardt shares several strategies that a small company can use to protect their market. This includes marketing alliances, getting funded by larger competitors, and buying out smaller competitors.

Eisenhardt, Kathleen M., Edge of Chaos 2006-10-04 1590

Edge of Chaos

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Eisenhardt shares her work on managing at the edge of chaos. She defines the edge of chaos as the perfect balance between being too structured and not having enough structure. In particular, she compares optimal strategies for the highly regulated and structured biotech market and the ambiguous mobile gaming market.

Eisenhardt, Kathleen M., Balance of Structure and Ambiguity 2006-10-04 1591

Balance of Structure and Ambiguity

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Eisenhardt provides an example of where structure and ambiguity live in harmony at Yahoo.

Wallace, Rick, The 3 Constituents: Investors, Customers and Employees 2006-11-16 1604

The 3 Constituents: Investors, Customers and Employees

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Wallace, Rick, the new CEO of KLA-Tencor shares his insights about managing a large organization. He describes his job as making trade-offs to ensure that all three constituents, investors, customers and employees, are happy with the company. While they all have separate and sometimes contradicting motivations, a company's long term success is heavily dependant on its ability to cater to these three constituencies.

Wallace, Rick, Focus Focus Focus 2006-11-16 1605

Focus Focus Focus

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Wallace, Rick describes the importance of focus for a start-up. While venturing in multiple markets can help diversify the risk, it is often disastrous for start-ups because they are already handicapped with limited resources. Rick talks about how focus helped put KLA-Tencor on the right track.

Wallace, Rick, Follow the Business Model 2006-11-16 1606

Follow the Business Model

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Wallace, Rick shares the history of KLA-Tencor to show that it is important to follow one's business model. KLA revolutionized the industry by starting to charge for service instead of just offering it up for free. In order to enforce this, the founder had to risk losing IBM as a client. However, his bet paid off, and IBM finally agreed to pay for service. This has led to a large and profitable annuity stream for KLA-Tencor.

Wallace, Rick, Creating an Entrepreneurial Environment Within a Large Company 2006-11-16 1607

Creating an Entrepreneurial Environment Within a Large Company

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Wallace, Rick shares his experience of being tasked with figuring out how to sell multiple machines per fab. He describes how his boss took away his major constraints, time and money, and incented him to take a risk. He has used a similar structure several times within the company to create an entrepreneurial and risk-taking environment within a large multi-billion dollar company.

Wallace, Rick, Motivating Employees 2006-11-16 1608

Motivating Employees

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Physical Description: 1 computer file(s) (mp4)

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Wallace, Rick shares his strategy for hiring and retaining talented employees. He claims that money is important, but the primary motivators for employees at KLA-Tencor are personal growth and fairness in rewards and recognition.

Wallace, Rick, Managing Competition from Startups 2006-11-16 1609

Managing Competition from Startups

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Physical Description: 1 computer file(s) (mp4)

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Wallace describes the various steps he takes at KLA-Tencor to ensure that their technology doesn't get outdated by a fresh start-up. He discusses a unique organizational structure that fosters growth and innovation, an investment arm of the company which monitors start-ups, and large financial barriers to entry.

McCracken, Joe, Genentech's Business Model 2006-11-30 1613

Genentech's Business Model

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Physical Description: 1 computer file(s) (mp4)

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McCracken, Joe, Vice President of Business Development at Genentech, describes Genentech's business model where commercialization takes a back seat to science. He differentiates this from other typical pharmaceutical companies and shows how this affects the culture at Genentech. He credits this approach for the successful innovation of several hugely profitable drugs.

McCracken, Joe, A Novel Approach Towards Sales and Research 2006-11-30 1614

A Novel Approach Towards Sales and Research

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Physical Description: 1 computer file(s) (mp4)

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Joe discusses innovative practices put in place in the sales and research organizations within Genentech. He cites the 20% free time and incentives for publishing for scientists and the focus of the sales force on at most two products as major reasons for Genentech's success both in the lab and the marketplace.

McCracken, Joe, Why is Genentech the Best Company to Work for? 2006-11-30 1615

Why is Genentech the Best Company to Work for?

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In 2006, Fortune ranked Genentech as the best company to work for. McCracken shares their secret: it is the empowerment of the employees and the validation of their hard work, which comes in the form of gratified patients.

McCracken, Joe, Impact of Generics on the Biotechnology Industry 2006-11-30 1616

Impact of Generics on the Biotechnology Industry

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Physical Description: 1 computer file(s) (mp4)

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Joe comments on the widely held debate in the biotechnology industry about the legality and effectiveness of generic drugs. Joe feels that as long as the follow-on biologics are effective and safe, they would be great for the industry. He states the Genentech will compete by continually innovating better drugs.

McCracken, Joe, Venture Capital in Biotech 2006-11-30 1617

Venture Capital in Biotech

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Physical Description: 1 computer file(s) (mp4)

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Joe discusses the recent lack of investment in biotech. He explains that after the biotech bubble in 2000, VCs have been hesitant in investing in biotech companies, and this has led to a slowdown in innovation in the industry.

Earl, Nick, Engineering Innovations in Gaming 2006-12-01 1618

Engineering Innovations in Gaming

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Physical Description: 1 computer file(s) (mp4)

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Nick shows a video of a motion capture technique used in the latest video games. He stresses the need for such innovation in order to compete in a booming market.

Earl, Nick, The Changing Economics in Mobile Gaming 2006-12-01 1619

The Changing Economics in Mobile Gaming

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Physical Description: 1 computer file(s) (mp4)

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Earl, Nick, General Manager of Electronic Arts Redwood Shores Studio, shares his insights about moving into the mobile gaming market. He explains that the high price of building graphical games is prohibitive in an environment where there is no hardware standardization.

Earl, Nick, Challenges and Opportunities in Asia 2006-12-01 1620

Challenges and Opportunities in Asia

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Physical Description: 1 computer file(s) (mp4)

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Earl discusses the several challenges and mitigation strategies used when marketing to a variety of Asian countries. EA's strategy to overcome the IP protection problems is to take games online. He also discusses the need for different technology requirements to market in countries like South Korea where social networking is a key driver of sales.

Earl, Nick, Opportunities for Start-ups 2006-12-01 1621

Opportunities for Start-ups

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Physical Description: 1 computer file(s) (mp4)

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Earl shares his thoughts about the plausibility of starting a game development company in the current environment. He explains that with the release of new consoles and the growth in mobile technologies, it is a great time to start a company with a target audience in mind.

Earl, Nick, Gaming in China 2006-12-01 1622

Gaming in China

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Physical Description: 1 computer file(s) (mp4)

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Earl discusses the importance of understanding and developing games for markets. EA started a studio in Shanghai to learn about China's gaming population. He also talks about protecting EA's IP via an online distribution mechanism.

Larsen, Chris, The Emotional Roller Coaster 2006-12-01 1623

The Emotional Roller Coaster

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Chris Larsen, a veteran entrepreneur, CEO and co-founder of Prosper.com shares the ups and downs he faced during the first year and a half of starting Prosper.com. He stresses the importance of being empathetic while also staying focused on the task at hand.

Larsen, Chris, Defensibility Through Regulatory Constraints 2006-12-01 1624

Defensibility Through Regulatory Constraints

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Physical Description: 1 computer file(s) (mp4)

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Larsen and Jim Breyer, Managing Partner at Accel Partners, stress the value of having approval in a regulated industry. This provides an excellent barrier to entry and is very attractive to VCs. Larsen draws on his experience from E-Loan and Prosper in suggesting that while it is cumbersome, if an idea is in the interest of the consumer, it is not difficult to obtain approval.

Larsen, Chris, Importance of Building a Strong Culture 2006-12-01 1625

Importance of Building a Strong Culture

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Physical Description: 1 computer file(s) (mp4)

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Larsen stresses the importance of having a strong positive culture. He believes that the consumer advocacy culture at E-Loan motivated employees even when the stock prices plummeted.

Larsen, Chris, Managing the Burn Rate 2006-12-01 1626

Managing the Burn Rate

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Physical Description: 1 computer file(s) (mp4)

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Larsen and Breyer explain the lessons learned during the bubble. They suggest that it is important to spend frugally and get the maximum value for every dollar spent, regardless of the amount of money present in the bank.

Larsen, Chris, Career Advice for Students about Entrepreneurship 2006-12-01 1627

Career Advice for Students about Entrepreneurship

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Physical Description: 1 computer file(s) (mp4)

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Larsen and Breyer provide career advice to students. The most important thing is to be passionate about what you do, they say. They also suggest that the current economic environment is perfect for fresh graduates to take risks and follow their dreams.

Seelig, Tina Lynn, The Puzzle Project: Entrepreneurship Simulation 2006-09-21 1628

The Puzzle Project: Entrepreneurship Simulation

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Physical Description: 1 computer file(s) (mp4)

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This five minute video captures the essence of a two hour workshop in which student teams must reconstruct a jigsaw puzzle. Several puzzles are mixed together and the pieces distributed randomly to teams. The teams are urged to challenge assumptions, leverage resources, seize opportunities, pay attention to the market, and to create value. Every ten minutes the "market" changes. The video shows the set-up of the game, the action, and several minutes of debriefing with the teams. In this two hour exercise, students must develop a strategy, they need to collaborate and compete, they must negotiate and barter, they need to be creative, and they must divide the tasks at hand in order to create the most value.

Kriens, Scott, Opportunity Recognition 2006-12-18 1629

Opportunity Recognition

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Physical Description: 1 computer file(s) (mp4)

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Kriens, Scott describes how Juniper was able to take advantage of the rapidly growing internet router space. He states that Juniper's focus on solving unique problems helped them compete against other established players.

Kriens, Scott, Capitalizing on Market Power 2006-12-18 1630

Capitalizing on Market Power

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Physical Description: 1 computer file(s) (mp4)

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Scott stresses the role of the market and the benefits of leveraging its power to grow rapidly. He describes how Juniper grew to be a $1 Billion company within 3 years.

Kriens, Scott, Attracting Talented People 2006-12-18 1631

Attracting Talented People

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Physical Description: 1 computer file(s) (mp4)

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Scott describes how the interview process at Juniper was designed to attract the best people. He encourages students to be excited about companies with really smart people instead of being intimidated by them.

Kriens, Scott, Challenges of a Global Company 2006-12-18 1632

Challenges of a Global Company

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Physical Description: 1 computer file(s) (mp4)

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One of Juniper Networks's biggest challenges is efficiently operating a global company. CEO Kriens, Scott challenges the audience to obtain the skill set necessary to work in a global team environment.

Kriens, Scott, Market Selection 2006-12-18 1633

Market Selection

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Physical Description: 1 computer file(s) (mp4)

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Scott describes his experience at Stratacom where for the first 5 years the company lost a lot of money and had modest revenue growth, and then after some refocusing of resources, the company did really well and was eventually bought out for 5 billion dollars. He explains that what changed was their target market, and not the people in the company. He states that identifying markets with high growth and attaching oneself to such markets is very valuable.

Kriens, Scott, The Ups and Downs of Being a CEO 2006-12-18 1634

The Ups and Downs of Being a CEO

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Physical Description: 1 computer file(s) (mp4)

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A Silicon Valley veteran shares his wisdom and describes the ups and downs of his career. He stresses the importance of not getting caught up in the media, and instead staying focused on the task at hand.

Kriens, Scott, Importance of Common Sense 2006-12-18 1635

Importance of Common Sense

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Physical Description: 1 computer file(s) (mp4)

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Scott explains that it is important to "do the thing that makes the most sense". He uses JFK's lesson from the Bay of Pigs to illustrate this point.

Kriens, Scott, Employee Growth 2006-12-18 1636

Employee Growth

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Scott shares his philosophy on giving people an opportunity to grow within the company. At Juniper, he chooses the most energetic and enthusiastic person instead of the most experienced one for a given project.

Kriens, Scott, Value of Innovation 2006-12-18 1637

Value of Innovation

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Scott suggests that basic questions such as why and for which market are asked before significant engineering resources can be allocated to any project. While Juniper's culture promotes innovation, it doesn't appreciate an innovation that is never used.

Kriens, Scott, Net Neutrality 2006-12-18 1638

Net Neutrality

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Physical Description: 1 computer file(s) (mp4)

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Scott shares his views on net neutrality, a topic of hot debate in the Internet space. He defines net neutrality and explains its impact.

Ballard, Greg, Great Products Aren't Enough 2006-11-15 1639

Great Products Aren't Enough

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Physical Description: 1 computer file(s) (mp4)

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Greg suggests that a good product is a solid foundation, but not enough to guarantee success. He illustrates his point using the examples of Betamax, and his own experience in competing with NVIDIA.

Ballard, Greg, Value of Customer Service 2006-11-15 1640

Value of Customer Service

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Physical Description: 1 computer file(s) (mp4)

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As a seasoned Silicon Valley CEO, Greg states that one of the most important aspects of business is customer service. While this is often the most neglected, and the first to be cut when money is sparse, Greg suggests that saving money on providing great customer service is not a smart move.

Ballard, Greg, Treat Everyone with Respect 2006-11-15 1641

Treat Everyone with Respect

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Physical Description: 1 computer file(s) (mp4)

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An important lesson that Greg learned during his extensive career was to treat everyone with respect. He states that the business world is in fact a small world, and one is likely to interact with the same people many times. It is very important to be respectful of those senior and junior to you.

Ballard, Greg, Agree and Commit, Disagree and Commit 2006-11-15 1642

Agree and Commit, Disagree and Commit

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Greg states that the most corrosive thing that can happen in a company is to have a debate continue after the decision has been made. He suggests that people who are supportive of decisions which they were against are very valuable to an organization.

Ballard, Greg, Follow Your Values 2006-11-15 1643

Follow Your Values

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Physical Description: 1 computer file(s) (mp4)

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Greg recounts scenarios where he could have made a little more money by abandoning his value system; however, he is happier for having stuck to his values. He suggests that the best way to make such decisions is to think about what the right thing to do is, and then do it.

Ballard, Greg, Balancing Life With Business Needs 2006-11-15 1644

Balancing Life With Business Needs

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Physical Description: 1 computer file(s) (mp4)

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As someone who has spent more than his fair sharing working, Greg gives insight into how he maintains a strong work-life balance. He stresses the importance of prioritization and communication.

Ballard, Greg, First to Market 2006-11-15 1645

First to Market

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Greg draws on his experiences at 3Dfx and GluMobile and states that being first to market is not necessarily an advantage. He suggests that it is often better to be second and thus learn from the mistakes of the previous entrants.

Ballard, Greg, Creativity in Business 2006-11-15 1646

Creativity in Business

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Greg suggests that there are many ways that creativity can manifest itself in business: from business strategy to product design to a clever marketing campaign. He states that a successful business requires creativity in all aspects of its operations.

Seelig, Tina Lynn, Wallet Prototyping 2007-02-06 1656

Wallet Prototyping

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

This interactive exercise is designed to give participants the experience of identifying opportunities, understanding customer point of view, rapid prototyping, and giving a pitch. In this exercise, participants interview one another about what they like/hate about their wallets. Based upon what they learn, they build new wallets for their customer.

Roberts, Janice, Globalization: Acting to be Global 2007-01-17 1658

Globalization: Acting to be Global

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Mayfield Fund, a venture capital firm based in Silicon Valley, expands its operations in China and India to ly participate in the companies it funds. Roberts notes that this enables Mayfield Fund to understand the unique opportunities offered by different geographic locations.

Roberts, Janice, Understanding the 21st Century Consumer 2007-01-17 1659

Understanding the 21st Century Consumer

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Physical Description: 1 computer file(s) (mp4)

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Roberts believes that with increasing use of the internet, television and mobile phones, the consumer is moving from early adoption to mainstream consumption. The customer has high expectations of new products and wants to influence technology. Venture capitalists choose to invest in companies that embrace the trends of new and younger consumers.

Roberts, Janice, Losing Control to the Consumer 2007-01-17 1660

Losing Control to the Consumer

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

With consumer participation through user-generated content, blogs, real time feedback, self-promotion and web-based access, Roberts points out that a new form of marketing, viral marketing, is emerging. Viral marketing reflects a shift in power from traditional manufacturers to consumers who can now control the brand image of the product and troubleshoot on their own.

Roberts, Janice, Economics of Free: A New Business Model 2007-01-17 1661

Economics of Free: A New Business Model

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The latest business model for web-based companies is to provide services to the consumers for free. Roberts talks about the operations of such a model, in which advertising is the only source of revenue. She elaborates on how companies are learning to value the concept of 'nothing'.

Roberts, Janice, Investment Timing: Early, Late or In-between 2007-01-17 1662

Investment Timing: Early, Late or In-between

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

For a venture capital firm, the time they choose to invest in a company is important. At Mayfield Fund, Roberts explains, they either like to come in early and get a reasonable ownership of the company or take the less risky path of entering at a later stage. However, it is hard to invest in a middle stage deal where money requirements are higher and the concept has not yet been proven.

Tzuo, Tien, Strategy for Creating Customer Awareness 2007-01-24 1664

Strategy for Creating Customer Awareness

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Tzuo, Tien, Chief Strategy Officer for Salesforce.com, believes that investments are shifting from direct-marketing campaigns to online marketing. Customer awareness is created through buzz, PR and dialogues in the marketplace rather than spending a great deal on advertising.

Tzuo, Tien, Free Trial Product Model 2007-01-24 1665

Free Trial Product Model

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

With increasingly demanding 21st century customers, Tzuo believes that it is important to provide them with a free trial of the product. This implies that one has to serve the customers even before they have committed, despite resistance from the sales representatives.

Tzuo, Tien, Contemporary Design for Complex Products 2007-01-24 1666

Contemporary Design for Complex Products

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Tzuo talks about a methodology used for designing complex products. It involves creating a layered application with dummy samples. The first layer is intuitive and simple. As the layers are peeled, functionality and complexity increase. The customers can choose the degree to which they remove the peels.

Tzuo, Tien, Sales Model for the Enterprise Software Industry 2007-01-24 1667

Sales Model for the Enterprise Software Industry

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In the enterprise software industry, Tzuo talks about how there has been a shift from the "field-sales" model, where traditional sales representatives win deals from big customers, to a "two-tier-sales" model. This is fueled by customers coming to the website rather than the sales representatives approaching them, creating a need for another tier of sales people to serve as telesales representatives.

Tzuo, Tien, Importance of Events in the Software Industry 2007-01-24 1668

Importance of Events in the Software Industry

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Tzuo talks about how despite the importance of traditional events diminishing with the creation of an online experience, there is still a human factor involved in the customer's decision-making process. They want to see the product, interact with sales reps and talk to other customers. Creating this experience is important for any software company, he adds.

Tzuo, Tien, Focusing on Post Sales Experience 2007-01-24 1669

Focusing on Post Sales Experience

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Tzuo explains that with a free trial product model, a high percentage of customers don't end up buying the product. However, it is still important to provide post sales service. A good point of sustainability is when customers have been using the product for some time and it is difficult to unplug them from it, he says.

Tzuo, Tien, Metrics Driven Sales Model 2007-01-24 1670

Metrics Driven Sales Model

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Tzuo believes that as a company grows in revenue and complexity, it is important to have a metrics driven sales model. Factors such as the number of people visiting the company's website, effectiveness of search engine marketing, qualification rates, close rates and average size of deals are all important metrics which help in building a baseline. Tweaking these metrics can improve results and lead to a deeper understanding of the market, he adds.

Tzuo, Tien, Facing Competition: Creating a Barrier to Entry 2007-01-24 1671

Facing Competition: Creating a Barrier to Entry

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In the internet business, the threat from competitors for small and mid-sized organizations is very high, says Tzuo. For this reason, companies like Salesforce.com define the battlefield by not competing with big names. Instead, they cooperate with them to build barriers to entry by investing in technology. Acquiring the right talent from the industry further strengthens these barriers, he adds.

Bloom, Ron, How to Find the Right Venture Capitalist 2007-01-31 1672

How to Find the Right Venture Capitalist

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

VC Ray Lane talks about why he chose to invest in Bloom's company stressing his belief in Bloom's vision for the podcasting industry. For Bloom, it was about finding a VC who knew what was going on in the industry and could be counted on to make the right decisions not only as an investor but also as a mentor.

Bloom, Ron, Relationship Between an Entrepreneur and a VC 2007-01-31 1673

Relationship Between an Entrepreneur and a VC

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Ray Lane, VC for Bloom's company, PodShow, talks about how his commitment as an investor goes beyond investing. He has helped PodShow grow in the market by building connections with the right people. He also believes that conflicts of interest between a VC and founder are mitigated as long as the VC's don't invest in competitors of the company.

Bloom, Ron, Attracting High Quality Business Opportunities 2007-01-31 1674

Attracting High Quality Business Opportunities

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Bloom describes how he has been able to magnetize his company, Podshow, to advertisers by allowing only global brands, to the audience by allowing user-generated content, to producers by allowing the top level producers to make most money, and finally to the engineers by providing them with the right leadership. He also talks about the importance of user generated content, especially for advertisements.

Bloom, Ron, Influence of Leadership Style on a Company 2007-01-31 1675

Influence of Leadership Style on a Company

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Bloom talks about the importance of leadership in shaping the perception of a company. It is the leader who defines the vision of the company. At PodShow, Bloom and Adam Curry make calculated decisions about the steps they take that are visible to the world. This ensures creation of an image aligned with their vision for the company.

Bloom, Ron, How to Choose Good Board Members 2007-01-31 1676

How to Choose Good Board Members

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Physical Description: 1 computer file(s) (mp4)

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Bloom talks about his relationship with the board of Podshow as an ongoing dynamic one. They spend a lot of time with each other discussing issues as a healthy debate. A good board is one who is able to give advice at the right time and help in making connections. He also believes that the camaraderie of the board with each other is important.

Hoffman, Reid, Entrepreneurship: A High-risk Investment 2007-02-07 1685

Entrepreneurship: A High-risk Investment

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Physical Description: 1 computer file(s) (mp4)

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Hoffman believes that out of three kinds of investment strategies, sure bets, low-risk management and high risk investments, entrepreneurship is the third kind. This style of investment is called accurate contrarian theories where raising sufficient money might help in mitigating risks, but does not ensure success.

Hoffman, Reid, Fundamental Principles of Entrepreneurship 2007-02-07 1686

Fundamental Principles of Entrepreneurship

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Physical Description: 1 computer file(s) (mp4)

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According to Hoffman, working as if you will succeed, getting to failure points and measuring them as early as possible, making a timely entry and exit into the market, taking controlled risks and finally, solving the easiest problems and not the most complex ones are some of the most fundamental principles of entrepreneurship.

Hoffman, Reid, 3 Key Lessons for an Entrepreneurial Internet Company 2007-02-07 1687

3 Key Lessons for an Entrepreneurial Internet Company

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Physical Description: 1 computer file(s) (mp4)

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Hoffman describes 3 key lessons he learned at his first company, SocialNet. 1) Financing strategy should reflect one's financial capabilities. 2) Focusing on distribution is important. 3) Understanding that the entrepreneurial skill set is different from what is required to work for an established big company.

Hoffman, Reid, Facing Competition through Innovation 2007-02-07 1688

Facing Competition through Innovation

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Hoffman believes an entrepreneurial venture will face competition by either innovating against no competitors or against slow competitors. If a startup faces a smart, aggressive competitor, they must be really sure of what they are doing. He elaborates on this point with the example of 'Friendster' losing its first mover advantage to 'MySpace,' due to a lack of marketing strategy.

Hoffman, Reid, Core Ideas for a Social Networking Company 2007-02-07 1689

Core Ideas for a Social Networking Company

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Using LinkedIn as an example, Hoffman talks about the three main ideas which drive a successful social networking company. They are: Building a business profile, having a network for search and building an application on top of it. Such a concept not only helps employers to reference check prospective employees, but the other way as well.

Hoffman, Reid, Comparison between an Entrepreneur & a General Manager 2007-02-07 1690

Comparison between an Entrepreneur & a General Manager

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Physical Description: 1 computer file(s) (mp4)

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Hoffman draws comparisons between a general manager and an entrepreneur by giving his own example of becoming a general manager before starting his company. He also talks about the difference between an entrepreneur who takes wild risks and a professional general manager who is paid to mitigate risks.

Waldorf, Gregory, Working with Great People 2007-02-14 1691

Working with Great People

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Waldorf underlines the importance of collaborating with great people; people with qualities similar to those of good teachers or bosses. Once the right set of people is found, the company can function better on its own, he says.

Waldorf, Gregory, Taking Smart Risks While Not Following the Safe Path 2007-02-14 1692

Taking Smart Risks While Not Following the Safe Path

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Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Waldorf believes it is important to be self directed and follow one's passion. Assessing risk, having success in past endeavors, and finding good people can mitigate the effect of following the path less traveled.

Waldorf, Gregory, Facing the Unexpected with Adaptability 2007-02-14 1693

Facing the Unexpected with Adaptability

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Physical Description: 1 computer file(s) (mp4)

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Waldorf believes that in an entrepreneurial career, nothing plays out as expected. Being flexible and willing to adapt to new things is the key to success.

Waldorf, Gregory, Passion: The Driving Force Behind an Entrepreneurial Career 2007-02-14 1694

Passion: The Driving Force Behind an Entrepreneurial Career

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Physical Description: 1 computer file(s) (mp4)

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It takes time to find the right career. You should not work on something you are not passionate about, says Waldorf. Instead, he emphasizes that people should work on a cause that they really care about.

Waldorf, Gregory, Do Not Wait: Put your Plan into Action Now 2007-02-14 1695

Do Not Wait: Put your Plan into Action Now

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Physical Description: 1 computer file(s) (mp4)

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Waldorf believes it is important to grab opportunities as they come instead of waiting for the right moment. It is not an easy path, he notes. For this reason, he says an entrepreneurial career is not for everyone.

Burrill, G. Steven, How to Build a Successful Company 2007-02-21 1696

How to Build a Successful Company

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Steve Burrill, CEO of Burrill & Co., talks about basic methods of building a successful company. He describes spending time in understanding the industry and building expertise, developing a new model by doing things differently rather than trying to change the model of a big company, and creating capacity to have more time.

Burrill, G. Steven, Starting a Biotech Company 2007-02-21 1697

Starting a Biotech Company

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Physical Description: 1 computer file(s) (mp4)

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Burrill talks about how starting a biotech company is different from starting any other company in the world. In other companies, it is the customer who decides whether you will succeed, Burrill says. For a biotech company, the customer is 10 to 15 years away. There is a huge importance of regulators standing between you and the customer. Additionally, in the healthcare world, most of the products in the market increase the cost of the system. Finally, a biotech company is global from the day it has started.

Burrill, G. Steven, Success Paths for Entrepreneurs, VCs and Merchant Bankers 2007-02-21 1698

Success Paths for Entrepreneurs, VCs and Merchant Bankers

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Physical Description: 1 computer file(s) (mp4)

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As an entrepreneur, Burrill says, it is essential to constantly challenge backhand knowledge, differentiate information from insight, and have a healthy aggressive attitude towards trying to build something of value. A VC chooses companies based on where the market place will be in the future and not where it is today. In merchant banking business, it is not about how many things one gets started, but how many things one completes, he notes.

Burrill, G. Steven, Burrill's Laws on Entrepreneurship 2007-02-21 1699

Burrill's Laws on Entrepreneurship

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According to Burrill, some of the important laws in entrepreneurship are: 1) The importance of balance in teams; 2) Understanding the market place and how technology helps in creating market share; 3) Raising barriers to entry; and 4) Financing and importance of tactics more than strategy.

Burrill, G. Steven, Making Money in the Life Sciences Venture Business 2007-02-21 1700

Making Money in the Life Sciences Venture Business

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Despite the huge investments, regulatory burdens, and uncertain market place, Burrill talks about how venture businesses investing in the life sciences industry make money. He stresses the importance of creating a perceived value (which is much higher than the actual value) as well as taking advantage of global arbitrage of technology having a higher value in certain parts of the world as compared to others.

Perry, William James, 1927-, Ph.D. in Mathematics and Secretary of Defense 2007-04-11 1701

Ph.D. in Mathematics and Secretary of Defense

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Perry addresses the fact that an analytical way of thinking and approaching problems from his advanced degree in mathematics was a huge asset for his role as the Secretary of Defense. He stresses that the logic of going through the steps of problem solving will help one build objective decisions about the problem.

Perry, William James, 1927-, Innovative Solutions for Dealing with Security Issues 2007-04-11 1702

Innovative Solutions for Dealing with Security Issues

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Perry observes that one of the ways to tackle security issues is to hold back proliferation and try to get major nuclear powers to start decreasing their nuclear weapons. He also notes that the danger of nuclear weapons today is greater than ever before, and we should continue to redouble our efforts to try to find ways of eliminating them.

Perry, William James, 1927-, Differences in Leadership between Government Organization and Industry 2007-04-11 1703

Differences in Leadership between Government Organization and Industry

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Perry illuminates the common thread of leadership styles and ethical responsibilities in an industry and a government organization. He also observes that practices across the industry and the government bring insights about special techniques and social responsibilities that one can apply in both kinds of organizations.

Jung, Mark, Entrepreneurship is a Journey 2007-04-18 1704

Entrepreneurship is a Journey

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Jung, Mark, former Chief Operating Officer of Fox Interactive Media, explains that entrepreneurship is a journey that has to be experienced with all it's hardships. One should not be afraid to make mistakes, he emphasizes.

Jung, Mark, A Startup and its Phases 2007-04-18 1705

A Startup and its Phases

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Jung talks about the five different phases that a start-up will entail in its journey from inception to transition. Phase one is the start-up and the inception. Phase two is a period of growth. Phase three is the unfortunate setback that every venture will invariably face. Phase four is a stage for rejuvenation. The fifth and final phase is a transition for either you as an entrepreneur or the company overall, he says.

Jung, Mark, Team Selection in a Startup 2007-04-18 1706

Team Selection in a Startup

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Jung talks about the importance of selecting the right team in a startup. It is very important for a startup to have the right mix of people for the venture to be successful, he says.

Jung, Mark, Releasing Control in a Startup 2007-04-18 1707

Releasing Control in a Startup

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Jung talks about one of the biggest challenges in the growth phase of a startup. Releasing and disseminating control is very essential for scaling companies. He explains this fact in detail and illustrates its importance from his personal experience.

Jung, Mark, The Dark Phase 2007-04-18 1708

The Dark Phase

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Jung talks about the dark phase in a startup where entrepreneurs begin to question everything, including themselves. This is an important phase as it tests you, your own sense of perseverance and loyalty to yourself, he says. An entrepreneur has to be prepared for this phase as every company will eventually experience it, he cautions.

Jung, Mark, The Dysfunctional Team 2007-04-18 1709

The Dysfunctional Team

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Jung talks about the irregularities in team dynamics. He stresses that the timing of conflict is very important and one needs to work together as a team to sort out issues. He also insists that if necessary, the team should get professional help.

Jung, Mark, Network Effect in Web-based Companies 2007-04-18 1710

Network Effect in Web-based Companies

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Jung talks about the importance of empowering an entrepreneur's target audience in acquiring customers. Viral marketing is one of the ways to acquire and build loyal customers at a low cost, he adds.

Agassi, Shai, Success, Failure and Timing 2007-04-25 1711

Success, Failure and Timing

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Agassi, Shai, former Executive Board Member of SAP AG, explains that the difference between success and failure is timing. It is important that you persevere to close the distance between them, he says.

Agassi, Shai, Importance of Money 2007-04-25 1712

Importance of Money

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Agassi talks about the importance of money and its role in shaping the way entrepreneurs think about their businesses. An entrepreneur should not build a company to make money, he emphasizes.

Agassi, Shai, Physics of a Startup 2007-04-25 1713

Physics of a Startup

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Agassi explains the physics of startups. He draws an analogy between pendulum swings and corporations. Employees see kinetic energy, while the CEO sees potential energy. The sum of both is constant, he says.

Agassi, Shai, Three Circles of Happiness 2007-04-25 1714

Three Circles of Happiness

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Agassi talks about an inspirational encounter with renowned author Collins, Jim, who told him about three circles of questions that would help him find happiness. These include: 1) What are you passionate about? 2) What are you best at in the world? and 3) What is the economic driver?

Fiorina, Carly, The Importance of Selective Information 2007-05-02 1716

The Importance of Selective Information

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Fiorina, Carly, CEO of Hewlett Packard (1999-2005), talks about the importance of being able to distill enormous amounts of information. She explains how her experience in taking courses in Medieval History has helped her look at information selectively, a skill she has successfully applied in her corporate life.

Fiorina, Carly, The Dynamics of Change and Fear 2007-05-02 1717

The Dynamics of Change and Fear

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Fiorina talks about the dynamics of change and fear. She notes that entrepreneurship is about risk-taking, and this is always associated with trying something new. Fiorina concludes by asserting that change involves gathering enough energy and force to overcome the power of status quo.

Fiorina, Carly, The Difference Between Management and Leadership 2007-05-02 1718

The Difference Between Management and Leadership

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Fiorina provides an insightful distinction between leadership and management. She describes leadership as changing the order of things and management as the production of acceptable results within known constraints and conditions.

Fiorina, Carly, Leadership and Capability 2007-05-02 1719

Leadership and Capability

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Fiorina explains that leadership is about three things: capability, collaboration and character. She stresses the importance of capability, which is about asking questions and listening to answers. It is also about celebrating new ideas and taking initiative to try new things. She insists that a continuous learning process is important to strengthen an entrepreneur's capability.

Fiorina, Carly, Ethics in a Corporate Life 2007-05-02 1720

Ethics in a Corporate Life

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Fiorina, Carly, former CEO of HP, talks about the importance of ethics. She emphasizes that defying ethics will reap only short-term solutions but never provides a long-term benefit to the organization. She insists that only collaborative efforts can help overcome fears and bring the best outcomes for an organization.

Fiorina, Carly, Gauging Ethics in an Organization 2007-05-02 1721

Gauging Ethics in an Organization

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Fiorina, Carly, former CEO of HP, describes simple guidelines to gauge ethics in an organization. She asks entrepreneurs to answer key questions about promotion and performance within the organization. The answers to these questions, she says, will reveal the organization's view towards ethics.

Speier, Jackie, Respond to Your Calling 2007-05-09 1722

Respond to Your Calling

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Often one person's actions one can impact the course for many. Former California State Senator Jackie Speier talks about the importance of standing up for a purpose when your passion is strong. She illustrates this idea by discussing what drove the people who initiated stem cell research and those who stood up against drunk driving. She insists that life requires one to step up when the mission is genuine.

Speier, Jackie, Leadership Style of Women 2007-05-09 1723

Leadership Style of Women

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Speier talks about the importance of being impolite for women to achieve their goals in a corporate setting. She draws on the fact that the pivotal leadership strength of women is their ability to build consensus. She talks about how the leadership style of women is becoming the leadership style of the 21st century.

Speier, Jackie, Politics in Public and Private Sectors 2007-05-09 1724

Politics in Public and Private Sectors

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Speier and best-selling author Deborah Collins Stephens talk about politics within public and private sectors. Speier discusses how the freedom to explore issues is absent in the private sector. Stephens talks about how power plays an important role in the politics of public sectors. She stresses that it is necessary for people to have a lot of will power in order for them to rise above in the public sector.

Frame, Andrew, Recruiting Lessons for an Entrepreneur 2007-05-16 1730

Recruiting Lessons for an Entrepreneur

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Frame, Andrew, founder of Ooma, discusses the importance of building an efficient team in a startup. He talks about the differences in the process of recruiting executives and staff members. Frame also touches upon his unique method of emotionally charging up potential employees about his firm before hiring them. He also cautions entrepreneurs of offering employment too soon as it might trigger auctioning for an employee.

Frame, Andrew, Building the Board of a Startup 2007-05-16 1731

Building the Board of a Startup

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Frame talks about the vital role a board plays in a startup. He addresses entrepreneurs by asking them to make careful choices while looking for a board member. A board should clearly understand startups and know that as long as the company is in the right direction, a few roadblocks do not hinder its progress.

Frame, Andrew, Building a Vision 2007-05-16 1732

Building a Vision

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Frame believes it is very rarely that startups build a vision. He insists that the vision is a combination of shared inputs among the leadership team. Frame describes how the company can achieve their vision by breaking it into strategic imperatives and objectives. A vision statement is essential to keep the goals of the company aligned as it scales up.

Frame, Andrew, Mis-hires in a Startup 2007-05-16 1733

Mis-hires in a Startup

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Frame, Andrew, CEO of Ooma, explains one of the biggest mistakes of most successful CEOs: delayed firing of an employee. He talks about the incredible damage that a mis-hire can cause to a company. He insists that an entrepreneur should not rationalize about mis-hires, but instead seek to get an A-player to work for the company.

Frame, Andrew, Mentorship for an Entrepreneur 2007-05-16 1734

Mentorship for an Entrepreneur

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Frame talks about the importance of giving and receiving mentorship. Mentors helps guide entrepreneurs through mistakes they can avoid. He provides insights from his personal experience and insists that Silicon Valley is a great place to find mentors who can guide entrepreneurs along their career.

Baker, Mitchell, Consumer Internet and Firefox 2007-05-23 1735

Consumer Internet and Firefox

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Baker, Mitchell, CEO of Mozilla, talks about how Firefox played a significant role in changing the consumer side of the Internet. She describes how Mozilla is a key contributor in moving the Internet towards a more complete space. She also explains how the Mozilla project made the Internet serve as a platform for application development.

Baker, Mitchell, How Mozilla's Goal Differs From Other Industry Players 2007-05-23 1736

How Mozilla's Goal Differs From Other Industry Players

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Baker talks about the fundamental difference in the ultimate goal of Mozilla from other industry players. It is to maximize the Internet as an open platform and not to maximize revenue, she says.

Baker, Mitchell, Serving Various Roles at Mozilla 2007-05-23 1737

Serving Various Roles at Mozilla

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Baker talks about her different roles at Mozilla, beginning with a position as a lawyer writing a public license that governs the Mozilla project. She describes her progress to a General Manager, board member and finally the CEO of the Mozilla Corporation.

Baker, Mitchell, Incentives for People in a Community-Based Organization 2007-05-23 1738

Incentives for People in a Community-Based Organization

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Baker, Mitchell, CEO of Mozilla, describes the richness in decision-making authority that one is endowed with while working in a community-based organization like Mozilla. She talks about the freedom that one gets while working in such a setting, starting from picking the team to the end goal. She also explains how Mozilla tries to incentivize people by articulating their vision.

Sutton, Bob, Recognizing a Jerk 2007-05-30 1740

Recognizing a Jerk

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Robert Sutton, Professor of Management Science and Engineering in the Stanford Engineering School, and Co-Director of the Center for Work, Technology, and Organization, talks about different methods to recognize a jerk. He identifies jerks from a victim's perspective, studying different characteristics like yelling, abuse and screaming and looking at political backstabbing. Sutton says there are numerous ways in which jerks operate but he tends to focus on the damage done to the victim.

Sutton, Bob, What Turns People into Jerks? 2007-05-30 1741

What Turns People into Jerks?

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Sutton talks about several important factors that turn people into jerks. He describes how being around many aggressive people will transform a person into a jerk. He also explains how pressure is a key contributor in building jerk behavior.

Sutton, Bob, Institutionalized Jerks 2007-05-30 1742

Institutionalized Jerks

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Sutton talks about different work places, such as law firms and hospitals, where there is a lot of jerk behavior among workers. He adds that there are some places where jerks are institutionalized. He notes, however, that there are other work places where being a jerk is inefficient.

Dell, Michael, 1965-, The Origins of Dell, Inc. 2007-05-01 1743

The Origins of Dell, Inc.

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Dell, Michael, CEO and founder of Dell, Inc., describes how the idea for Dell, Inc. originated. Dell was fascinated by the emerging field of the personal computer and disenchanted by the way technology was being provided to the consumer. To challenge what he noticed was a very lengthy and expensive process, he experimented with the concept of selling the product directly to the customer.

Dell, Michael, 1965-, The Culture and Dynamics of Dell, Inc. During the Early Years 2007-05-01 1744

The Culture and Dynamics of Dell, Inc. During the Early Years

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Dell explains the culture and dynamics of Dell, Inc. during its early years. The company was run by hardworking, versatile people who were action-orientated and willing to listen. Many of those early employees went on to fill important positions at the company later on. Some employees, however, had a hard time as the company grew, even though they had performed well when the company was smaller. At a fast-growing company, Dell notes, the job grows faster than the person. A certain kind of job will vary enormously during different stages of the growth of the company.

Dell, Michael, 1965-, Take Caution in Forming Close Friendships in a Company 2007-05-01 1745

Take Caution in Forming Close Friendships in a Company

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Dell cautions against forming very close friendships in a company. He believes this blinds entrepreneurs from objectively assessing the work-environment of the company. At the end of the day, an employee should be evaluated by how well they do their job, not how fun they are to be with.

Dell, Michael, 1965-, Setting up the Initial Board of Directors for Dell, Inc. 2007-05-01 1746

Setting up the Initial Board of Directors for Dell, Inc.

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Dell talks about how he setup a board of directors to raise capital for Dell, Inc. After initial talks with investors at Goldman Sachs, he was told Dell, Inc. was not ready to go public yet because it was a young company without a board of directors. As a result, he formed a small board that turned out to be very helpful in bringing in capital.

Dell, Michael, 1965-, Enhancing the Effectiveness of a Board of Directors 2007-05-01 1747

Enhancing the Effectiveness of a Board of Directors

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Dell describes what he looks for his board of directors to do in a business that changes rapidly. He requires each director to select and learn as much as possible about an area of Dell, Inc. During board meetings, the directors report what they have learned. This method, Dell notes, is much more effective in increasing the knowledge of the board and understanding the business of the company. To ensure that the company gets a board of experienced leaders, Dell uses a well-established company process to evaluate their development capacity.

Dell, Michael, 1965-, Overcoming Some of the Early Mistakes of Dell, Inc. 2007-05-01 1748

Overcoming Some of the Early Mistakes of Dell, Inc.

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In 1989, following the year when Dell, Inc. went public, Dell explains how the company had a large problem with inventory management. As a result, the company failed to transition properly in the industry from one technology to the other. However, because of this critical mistake, the company learned how to correctly manage their inventory, and according to Dell, became the best in the world at it. Later on, Dell also notes the company did not have the systems and processes to deal with rapid growth. This experience, however, proved to be another learning lesson for the company, as it installed a much better set of processes that helped further its growth.

Dell, Michael, 1965-, The Reasons Behind Dell, Inc. Going Public 2007-05-01 1749

The Reasons Behind Dell, Inc. Going Public

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Dell talks about some of the reasons behind Dell, Inc. going public. The transition was done primarily to raise more capital, attract more people, and acquire a measure of financial transparency. Tens of thousand of employees that the company would need to hire would be easier to find, as there was a lower risk and widespread recognition for joining a public company.

Dell, Michael, 1965-, Critical Changes to the Business Model of Dell, Inc. 2007-05-01 1750

Critical Changes to the Business Model of Dell, Inc.

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Dell, Michael, Founder of Dell, Inc., describes three critical inflection points in the business model of his global enterprise. During the early stages of the company, expanding outside the United States became a top priority, even though the company had very little capital and people. An unprecedented on-site service program for PC's became a tremendously successful and unprecedented undertaking for a manufacturer, and eventually led to redefining the industry. And Dell also elected to go into the server business, making the enterprise well-rounded and multifaceted. These decisions were made through fair amounts of discussion, data analysis, and observations of industry trends.

Dell, Michael, 1965-, Self-Disruption at Dell, Inc. 2007-05-01 1751

Self-Disruption at Dell, Inc.

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Dell describes the process of self-disruption at Dell, Inc. He explains how the company examines its internal processes and constantly considers recreating ways to do them better. The company also adopts a mindset of looking at how these processes would be done differently if they were to start from scratch.

Dell, Michael, 1965-, Starting a New Company in an Inefficient Industry 2007-05-01 1752

Starting a New Company in an Inefficient Industry

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Dell explains where he would look to start a new company. According to him, there are many companies that are slow to innovate. He would focus on a creating a company in a large, fast-growing, yet inefficient industry that is not keeping pace with change.

Dell, Michael, 1965-, Implementing Processes in a Fast-Growing Company 2007-05-01 1753

Implementing Processes in a Fast-Growing Company

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To implement processes at Dell, Inc., the company studied what other corporations were doing and came up with a unique set of processes that complemented their culture and business. Dell points out that the processes were centered on executing efficiently, since the company was selling to hundreds of thousands of customers daily. Without these specialized processes, Dell, Inc. would not have been able to succeed, he adds.

Dell, Michael, 1965-, Creating an Effective Communication Infrastructure 2007-05-01 1754

Creating an Effective Communication Infrastructure

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To reach out to customers, Dell describes how Dell, Inc. has created blog sites, an idea-generation forum called Idea Storm, and translations of its sites in Spanish. In this manner, the company has begun to build online communities, which has sparked enormous participation from customers, says Dell.

Dell, Michael, 1965-, The Flawed Model of the Early Computer Industry 2007-05-01 1755

The Flawed Model of the Early Computer Industry

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During its inception, Dell explains how the computer industry was run by engineers. Over a thirty-year period however, customers began to have an important role in the industry, but many companies were still being run by engineers working to promote complexity. With complicated products being sold, says Dell, customers had to rent specialized software and hire consultants from the computer companies to get their products to work. As a result, to the advantage of the computer companies, customers spent excessive amounts of money on personal computers; a model that Dell calls fundamentally flawed.

Dell, Michael, 1965-, Revolutionizing the PC and IT Industry 2007-05-01 1756

Revolutionizing the PC and IT Industry

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To overcome the flawed model of the early PC industry (which benefited only PC companies, not consumers) Dell talks about how his company made the PC easy to use and less expensive. This approach is being used today to improve the IT industry. Dell, Inc. provides cost-effective IT services and products. In this manner, companies can spend less on maintaining their IT infrastructures and more on creating new capabilities. This allows for new business innovations, says Dell, which can stamp out the competition.

Dell, Michael, 1965-, Innovation at Dell, Inc. 2007-05-01 1757

Innovation at Dell, Inc.

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Innovation is a process, not a thing, says Dell. At Dell, Inc. the company works to find the right mix between solving the needs of customers and using the correct technology. Additionally, Dell points out that the company has a team that focuses on future technology prospects for the next 18 months or later. Ideas and trends discussed by the team may turn into real projects or they are monitored to keep track of their influence in the industry.

Dell, Michael, 1965-, Finding a Common Language for Improvement inside a Company 2007-05-01 1758

Finding a Common Language for Improvement inside a Company

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Dell explains how process is critical for organizing large numbers of people in a company, particular if it has grown rapidly. As part of its business development process, the company allows anyone to get involved in improving things they see could be done better. These improvements can be shared easily across the world, says Dell.

Dell, Michael, 1965-, Current Threats to the PC Industry 2007-05-01 1759

Current Threats to the PC Industry

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Dell describes the PC industry today as a jump ball environment where no company can stay in a strong position for long. The development of wireless networks, miniaturization, and the influence of the internet has changed the competitive landscape of the industry, he says. One of the biggest threats is the changing computing model. To combat this threat, Dell, Inc. is focused on online servers and storage, new online devices, and anticipating shifts in business.

Christensen, Stan, Using Different Elements of Negotiation 2007-05-22 1763

Using Different Elements of Negotiation

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Steve Young, former quarterback of the San Francisco 49ers, explains how he uses different elements of negotiation throughout his life, whether it is in his marriage or on the field. According to Young, financial returns are not the only incentive in negotiations. He describes one of the negotiation tactics he used with his agent Leigh Steinberg.

Christensen, Stan, Avoiding Excuses and the Mentality of Victimization 2007-05-22 1764

Avoiding Excuses and the Mentality of Victimization

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Young talks about how he used negotiation skills to earn his place in the San Francisco 49ers. He describes how he never showed any signs of victimization and played his best on the field. Never give an excuse, he says, and always take the blame where it is appropriate.

Christensen, Stan, The Power of Accountability 2007-05-22 1765

The Power of Accountability

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Young describes how he used accountability to deal with setbacks on the field. Whenever he committed an interception, Young accepted the mistake and looked at ways to fix the problem. He realized that when one was ultimately accountable, others would also take responsibility to improve the situation.

Christensen, Stan, Using Soft Skills on the Field 2007-05-22 1766

Using Soft Skills on the Field

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Young explains how he used soft skills as a quarterback to motivate his team. He learned to assess a situation through the perspective of his teammates and to understand their personal incentives. In this manner, he was able to inspire them individually and improve their communication and coordination on the field.

Christensen, Stan, The Importance of Self-Analysis 2007-05-22 1767

The Importance of Self-Analysis

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Young talks about how it is important to step back and understand your own weaknesses. This allowed him to improve his ball throwing skills, even though he had a height disadvantage from other quarterbacks. According to Young, a great negotiator is able to understand his strengths and weaknesses through self-analysis.

Christensen, Stan, Striving for Symbiotic Negotiations 2007-05-22 1768

Striving for Symbiotic Negotiations

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Young talks about fostering great relationships with his teammates and learning how to overcome the competition by using his negotiation skills. He describes how most of the negotiations he has been involved with have been symbiotic. It is important for people to feel that they are not being taken advantage of because you will lose out in the long haul, he says.

Christensen, Stan, Getting Ideas to Work with Others 2007-05-22 1769

Getting Ideas to Work with Others

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Physical Description: 1 computer file(s) (mp4)

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Young explains how he was able to negotiate with former 49ers offensive coordinator Bill Wash to play some of his strategies. He would commend Walsh for his ideas and would add a few suggestions. Walsh noticed Young had good ideas and would eventually come to ask for his opinion.

Christensen, Stan, Effective Strategies to Handle the Media 2007-05-22 1770

Effective Strategies to Handle the Media

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Young explains how he dealt with the ongoing presence of news reporters throughout his career. He realized that many of these reporters commuted for long hours, only to receive tidbits of information from the 49ers team. By stepping into their shoes, he figured out ways to work effectively together.

Christensen, Stan, Managing Relationships: From Football to Marriage 2007-05-22 1771

Managing Relationships: From Football to Marriage

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Physical Description: 1 computer file(s) (mp4)

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Young talks about how he works to manage relationships not only with his teammates, but with his wife and children. It is about being able to step back and understand what holes in your life exist, he notes. In addition, it is about savoring each moment and seeing the overall picture.

Christensen, Stan, A Word of Caution Against Forceful Negotiations 2007-05-22 1772

A Word of Caution Against Forceful Negotiations

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Physical Description: 1 computer file(s) (mp4)

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Young cautions against using a sword and whip with negotiations. He believes that this type of negotiation tactic has diminishing returns. Instead, he strongly advises that entrepreneurs not lose their values for the sake of winning a deal.

Christensen, Stan, Negotiation Lessons Learned from Kids 2007-05-22 1773

Negotiation Lessons Learned from Kids

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Young explains how his children have taught him to be more creative with his negotiation methods. With kids, you have to navigate many times to reach a goal, he notes. He has also learned to recognize his best traits and those he needs to improve.

Christensen, Stan, Career Moves Off the Field 2007-05-22 1774

Career Moves Off the Field

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Young describes his career path from quarterback to lawyer to entrepreneur. He explains how he worked to acquire relationships with venture capitalists through their interest in football. When he retired from football, he created a funds-to-funds business in the venture capital industry with his teammates and later on, his own private equity fund.

Christensen, Stan, Overcoming the Pressure of Comparison 2007-05-22 1775

Overcoming the Pressure of Comparison

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Young explains how he was able to overcome the pressure of being compared to legendary 49ers quarterback Joe Montana. The best strategy, he notes, was to focus on finding out how good he could get, not how much better he could be than Montana. This helped him move in the right direction and got his career going as well. Later on, he became known as the fiery leader of the 49ers.

Christensen, Stan, Football vs. Business Negotiations 2007-05-22 1776

Football vs. Business Negotiations

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In football, Young notes that most of his negotiations involved getting his team to perform better. In business, however, his negotiations revolve around financial deals and figuring out the unique and individual needs of each person. According to Young, it is important to achieve a comfort level with the other negotiators to understand what their incentives are in the business.

Christensen, Stan, Using Tenacity and Good People Skills in Negotiations 2007-05-22 1777

Using Tenacity and Good People Skills in Negotiations

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Young talks about his first negotiation experiences with a team called the LA express. He learned that negotiation is about being tenacious, even when the deal may look to be called off or takes a long time to discuss. Negotiation is also about exercising good people skills, he adds.

Bronfman, Edgar Jr., Three Facets of Business 2007-05-01 1781

Three Facets of Business

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Edgar Bronfman, Jr., CEO of Warner Music Group, believes business is a circular concept that can be described using three words: believe, listen, and act. First, he says, you have to believe in your vision, your opportunity, and most importantly yourself. Secondly, you have to listen to the market and properly assimilate the facts surrounding your vision. Lastly, it is critical to take action, although it may be difficult for some to change what they have been used to do doing.

Bronfman, Edgar Jr., Owing the Organization, Not the Individual 2007-05-01 1782

Owing the Organization, Not the Individual

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According to Bronfman, decisiveness in a company is key, particularly in decisions regarding employees who are not pulling their weight. From his experience, odds are that employees in this position will not improve. Entrepreneurs must learn that they have a responsibility toward the company, not an individual.

Bronfman, Edgar Jr., Endeavor's Sustainable Economic Developments 2007-05-01 1783

Endeavor's Sustainable Economic Developments

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Bronfman describes how Endeavor, an organization dedicated to high-impact entrepreneurship, provides entrepreneurs with the tools they need to succeed across the globe. Because of the market-based focus of Endeavor, many of the companies it supports can uphold their own growth. Using the principle of real market vitality, Endeavor entrepreneurs have built sustainable economic developments world-wide.

Bronfman, Edgar Jr., Advancing Opportunities with Endeavor 2007-05-01 1787

Advancing Opportunities with Endeavor

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Bronfman argues that the problem with America is that while values of integrity, hard-work, the rule of law and meritocracy are exported, the advancement of opportunities is not. This is why Endeavor is such a powerful role model; it provides economic opportunities in countries where democracy cannot flourish. With the growing availability of opportunities he says, cultures change, countries evolve, and the world becomes a better and more peaceful place.

Komisar, Randy, 1954-, A Venture Capitalist Innovation Process 2007-05-03 1788

A Venture Capitalist Innovation Process

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Komisar, Randy, a partner at Kleiner Perkins Caufield & Byers and author of the best-selling book The Monk and the Riddle, talks about how innovation occurs at Kleiner Perkins. Instead of giving projects a thumbs up or thumbs down, the firm uses a set of filters to review and improve these projects. Through this process of iteration, innovation and problem solving occurs between investors and entrepreneurs, he notes.

Komisar, Randy, 1954-, The TiVo Transformation 2007-05-03 1789

The TiVo Transformation

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Komisar explains how the original TiVO concept went through multiple transformations. Originally, the TiVO entrepreneurs wanted to create a stand-alone VCR box that would be sold by large retailers. Over time and with the guidance of Komisar, the entrepreneurs realized it would make better sense to offer TiVo as a service instead of a hardware product with low-margins.

Komisar, Randy, 1954-, Innovation Advice from George Lucas 2007-05-03 1790

Innovation Advice from George Lucas

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Komisar relates some of the advice that George Lucas, acclaimed director of the Star Wars series, gave him in order to create compelling and visionary ideas: It is difficult to paint on a blank canvas, but it is easier to do so when there are few dots already splashed on. The notion of innovating around inchoate concepts are applicable to the entrepreneurship business, Komisar notes.

Komisar, Randy, 1954-, A Cautionary Word on the Deferred Life Plan 2007-05-03 1791

A Cautionary Word on the Deferred Life Plan

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Komisar warns against the concept of a deferred life plan, when people put off what they really want to do for what is expected of them. According to Komisar, this is when you are deferring your sense of excitement and passion for what you really care about. Working hard is not inconsistent with the deferred life plan, he adds, but doing so for a product that you do not have interest in is.

Komisar, Randy, 1954-, Necessity-Driven Entrepreneurship 2007-05-03 1792

Necessity-Driven Entrepreneurship

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According to Komisar, most entrepreneurship in the world is not mission-driven, but inspired by necessity. In many economies, entrepreneurship provides a surrogate notion of empowerment and democracy. He also explains what makes the entrepreneurship in Silicon Valley so unique.

Komisar, Randy, 1954-, Lessons Learned from Failures 2007-05-03 1793

Lessons Learned from Failures

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Komisar talks about two failures he has faced throughout his career and the lessons he learned from them. The first was a company called GO Corporation, which failed after four years due to bad technology and planning. The second occurred when Komisar left LucasArts Entertainment prematurely to join another company called Crystal Dynamics. He was unhappy about the move and had no passion for its products.

Komisar, Randy, 1954-, A View On Industry Bubbles and Investment Partners 2007-05-03 1794

A View On Industry Bubbles and Investment Partners

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Komisar believes there is evidence of new bubbles occurring in certain industries today, specifically in Web 2.0. The good news is that there are also many other industries, such as those in energy, life sciences, and healthcare, where bubbles are absent. He also gives advice on whether companies should seek institutional financing or professional investments.

Komisar, Randy, 1954-, Optimizing Career and Life Opportunities 2007-05-03 1795

Optimizing Career and Life Opportunities

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Komisar talks about what he looks forward to in his career and life. He advises others who are unsure about the future to find ways to optimize their situation, the people they work with, and the flow of available opportunities. He also notes that the notion of being in motion is an important aspect of who he is and what he enjoys doing.

Komisar, Randy, 1954-, Different Entrepreneurs Excel in Various Company Stages 2007-05-03 1796

Different Entrepreneurs Excel in Various Company Stages

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Komisar explains that there are different types of entrepreneurs for various stages in a company using an analogy from his book, The Monk and the Riddle. Early stage entrepreneurs, like a bloodhound, seek out resources to get the company off the ground. To grow the company, an operation leader is needed, like a husky that is willing to pull the sled and get the company to a public market liquidity. If the company ever faces difficult situations, a rescuer, like a St. Bernard, tries to save it.

Komisar, Randy, 1954-, Skills Of Great Entrepreneurs 2007-05-03 1797

Skills Of Great Entrepreneurs

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Komisar describes a great entrepreneur as someone that works hard and knows how to take advantage of new opportunities. These opportunities need not be created by the entrepreneur, he says, but by others and the market around them. It is also important to note that even great entrepreneurs fail for reasons beyond their control.

Komisar, Randy, 1954-, The Supportive Silicon Valley Ecosystem 2007-05-03 1798

The Supportive Silicon Valley Ecosystem

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According to Komisar, the nature of the work in Kleiner Perkins is very hands on. He meets with companies every week to build their strategies, partnerships and relationships. For this reason, it is no surprise that many companies from around the world move their management teams to Silicon Valley to build the business; the ecosystem in the area is very reinforcing. On the other hand, this is also why it is difficult for a venture capitalist to back and support a company that exists entirely in another country.

Sahlman, William A., The Best Money Comes from Customers 2007-05-01 1800

The Best Money Comes from Customers

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William Sahlman, professor at Harvard Business School, argues that revenue generating business models are the best source of funding and that entrepreneurs should focus on generating income from customers rather than on raising VC funding.

Sahlman, William A., Choose Venture Investors Carefully 2007-05-01 1801

Choose Venture Investors Carefully

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William Sahlman, professor at Harvard Business School, suggests that when raising money, entrepreneurs should carefully select venture investors based on the quality and value of the partnership not funding terms alone. Specifically, Sahlman argues that although all VCs claim to be value-added investors, the entrepreneurs job is to find the investors who add rather than subtract value.

Sahlman, William A., Opportunity Recognition and Leveraging One's Experience 2007-05-01 1802

Opportunity Recognition and Leveraging One's Experience

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William Sahlman, professor at Harvard Business School, provides an example of opportunity recognition by relating the story of how John Osher, the creator of the Spin Pop, leveraged his experience into a new market--spin toothbrushes. Sahlman highlights how Osher and his team took their experience and applied it in a new setting by proactively searching to identify a gap in the current market that had potential for high profit.

Sahlman, William A., Four Key Elements of an Entrepreneurial Venture 2007-05-01 1803

Four Key Elements of an Entrepreneurial Venture

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William Sahlman, professor at Harvard Business School, talks about the four key elements of an entrepreneurial venture: 1) People, 2) Opportunity, 3) Context and 4) Deal. He illustrates with the example of John Osher who developed the spin toothbrush.

Sahlman, William A., Changing the Game 2007-05-01 1804

Changing the Game

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After discussing the four key elements of any entrepreneurial venture (people, opportunity, context and deal), William Sahlman, professor at Harvard Business School, argues that the greatest value can be achieved by "changing the game," that is changing the relationship of the core elements to one another. Sahlman illustrates this strategy with the example of John Osher and the spin toothbrush. To change the game, Osher brought in the most relevant people for the job, experimented to find a great opportunity, and reshaped the context in which he, his team and his partner operated to quickly capture the new market.

Sahlman, William A., Three Factors to Improve Entrepreneurial Success 2007-05-01 1805

Three Factors to Improve Entrepreneurial Success

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William Sahlman, professor at Harvard Business School, reflects on three things that helped John Osher, the developer of the low-cost spin toothbrush, succeed. Sahlman identifies three factors: 1) Reflecting on your experience to improve your understanding, 2) Looking at the situation differently to successfully innovate, and 3) Scanning your environment to find new opportunities.

Sahlman, William A., Characteristics of Entrepreneurs 2007-05-01 1806

Characteristics of Entrepreneurs

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William Sahlman, professor at Harvard Business School, argues that entrepreneurship is not about possessing the right psychological traits, but that it is about a way of managing that is focused on opportunity pursuit, future orientation and relentless execution regardless of the resources one actually possesses. Sahlman emphasizes that relentless execution is the most important part?there are many ideas but what matters is who most successfully executes.

Sahlman, William A., Opportunity Driven Entrepreneurship 2007-05-01 1807

Opportunity Driven Entrepreneurship

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William Sahlman, professor at Harvard Business School, asserts that entrepreneurship is about being opportunity driven: recognizing opportunity in all types of circumstances. Specifically, being opportunity-driven is about looking at a bad situation and turning it around to see the opportunity.

Sahlman, William A., New Ventures Must Adapt 2007-05-01 1808

New Ventures Must Adapt

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William Sahlman, professor at Harvard Business School, observes that almost all entrepreneurs and their ventures must inevitably change and adapt. In all the business plans Salhman has seen, he says that almost every single business has had to change as they discover their customers, their market, etc. So the key to successful entrepreneurship is anticipating and dealing with change.

Sahlman, William A., Managing the Risk / Reward Tradeoff 2007-05-01 1809

Managing the Risk / Reward Tradeoff

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William Sahlman, professor at Harvard Business School, maintains that entrepreneurs must manage the relationship between risk and reward, illustrating his point with the example of John Osher, creator of the very successful spin toothbrush. Specifically, Sahlman argues that entrepreneurship is fundamentally about decreasing risks and increasing the chances of success?an issue that is fundamentally related to the people in the venture.

Sahlman, William A., Four Qualities to Look for When Hiring 2007-05-01 1810

Four Qualities to Look for When Hiring

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William Sahlman, professor at Harvard Business School, highlights for critical elements to observe in the process of hiring people: 1) Integrity, 2) References, 3) Attitude and 4) Adaptability. He highlights the importance of seeing through a resume to the core of the person underneath, one way of which is to use your network of contacts to get the back story on an individual.

Sahlman, William A., Challenges of Hiring Good People 2007-05-01 1811

Challenges of Hiring Good People

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William Sahlman, professor at Harvard Business School, argues that recruiting good people is hard and while an entrepreneur is bound to make mistakes, fixing those mistakes is critical. Sahlman suggests that interviewing is difficult because of the impetus to assume the candidate is the right fit, but entrepreneurs must expend extra effort to assure they have the right person or it can cost the whole company. And in the cases where a mistake is made, entrepreneurs must be ruthless in fixing that mistake quickly.

Sahlman, William A., Three Most Critical Elements of Venture Success: People, Customers and Sales 2007-05-01 1812

Three Most Critical Elements of Venture Success: People, Customers and Sales

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William Sahlman, professor at Harvard Business School, states that people, customers, and sales are the critical ingredients of venture success. Specifically, Sahlman states that, 1) having the right people, 2) focusing on customers rather than technology, and 3) concentrating on sales instead of marketing, are critical elements of corporate health and longevity.

Sahlman, William A., Teams Are More Important than Individuals 2007-05-01 1813

Teams Are More Important than Individuals

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William Sahlman, professor at Harvard Business School, asserts that although individuals are important, teams are the central unit of entrepreneurial success. Indeed, Sahlman argues that the reason why many companies succeed is because of the team, not any particular individual, and so entrepreneurs should think carefully about breaking up teams as well as the effect that replacing an individual has on a team.

Leslie, Jack, Entrepreneurship and Free, Prosperous Society 2007-04-30 1823

Entrepreneurship and Free, Prosperous Society

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Leslie, Jack, Chairman of Weber Shandwick, discusses the lessons he learned regarding emerging economies and entrepreneurship. First, Leslie argues that the creation of freedom and prosperity comes from a nation's internal entrepreneurial spirit, not imposed from above or abroad. Second, Leslie suggests that an entrepreneurial society is at the foundation of a free political society by allowing individuals to be reliant on themselves rather than an authoritarian regime. He illustrates these principles with two brief stories.

Aspe Armella, Pedro, Discretionary Power in Entrepreneurial Societies 2007-04-30 1824

Discretionary Power in Entrepreneurial Societies

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Aspe, Pedro, Former Secretary of Finance, Mexico and CEO of Protego, discusses two central conditions for an entrepreneurial society: 1) Education and 2) Reliable Institutions. Aspe emphasizes the importance of removing discretionary power, in matters of trade and finance, from the hands of public officials in order increase the reliability of an economic system. Aspe associates the remaining discretionary power on these matters with the existing economic struggles of Latin America.

Casares, Wences, Three Lessons About What It Means to Be an Entrepreneur 2007-05-01 1828

Three Lessons About What It Means to Be an Entrepreneur

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After taking a three year sailing trip to reflect on his experiences, Wences Cesares, Founder of Lemon Bank and Wanako Games, shares his three most important insights. Cesares counsels that 1) Entrepreneurship is a calling that chooses us--it is inescapable, 2) Time is our most valuable asset and 3) Entrepreneurs create the most value by doing the same thing for a very long time.

Cline, Michael Edward, Managing the Tradeoff between Venture Partner and Financial Terms 2007-05-01 1830

Managing the Tradeoff between Venture Partner and Financial Terms

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Cline, Michael, Founding Partner at Accretive Technology Partners, suggests that when fundraising, the venture partner is much more important than the financial terms. However, Cline qualifies this advice by suggesting that you pick a venture partner much like you would want your daughter to pick a husband. Not only does the commitment, capability and integrity of the investing partner matter but so does your importance to and relationship with the larger venture firm.

Green, Jason, Raising Money outside Silicon Valley 2007-05-01 1831

Raising Money outside Silicon Valley

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Green, Jason, Founding Partner at Emergence Capital, suggests that outside Silicon Valley entrepreneurs may need to approach the fundraising process differently simply because there are fewer VCs and less capital available sometimes. Green argues that outside Silicon Valley and perhaps even in the Valley, the best course of action is to have to option to say no?that is to not raise money because the business is self sustaining.

Green, Jason, How to Pick a Venture Partner 2007-05-01 1832

How to Pick a Venture Partner

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Green, Jason, Founding Partner at Emergence Capital, speaks on how to select a venture partner. Green emphasizes that selecting a VC is a long-term partnership commitment and encourages entrepreneurs to pay attention to four things when selecting a venture partner: 1) Negotiate from a position of strength, 2) Find shared belief, 3) Listen to your instincts and 4) Pay more attention to the partnership than the terms.

Frankel, David, Advice about Term Sheets 2007-05-01 1833

Advice about Term Sheets

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Frankel, David, Founding Partner at Altirah Capital, discusses term sheets and how to structure a venture capital deal. Frankel suggests that when raising money an entrepreneur should 1) Favor VCs with simple term sheets, 2) Retain an experienced startup lawyer and 3) Explore any unfamiliar terms.

Frankel, David, What to Expect and to Avoid in Term Sheets 2007-05-01 1834

What to Expect and to Avoid in Term Sheets

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Frankel, David, Founding Partner at Altirah Capital, offers his advice about what entrepreneurs should expect and what they should avoid in the term sheets offered by VCs when raising money. Frenkel suggests that entrepreneurs should expect VCs to have liquidation preferences, pre-emptive rights, first refusal rights, anti-dilution rights, board member seats, CEO replacement rights and full disclosure. In contrast, Frenkel suggests entrepreneurs should not accept a big valuation from an individual investor who cannot follow on or ?traditional terms? that are not adequately explained and justified.

Friel, Tom, Replacing Yourself as CEO 2007-05-01 1835

Replacing Yourself as CEO

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Friel, Tom, Chairman of Heidrick and Struggles, suggests that frequently in entrepreneurial ventures replacing the founder CEO with an experienced CEO is needed for the venture to scale and grow. Friel argues that perhaps the hardest experience for a founder is to recognize that their company might do better if they were to take a different role than CEO which often determines whether the venture stays small and successful or scales to something greater.

Friel, Tom, Leadership Is the Scarce Input for a Startup 2007-05-01 1836

Leadership Is the Scarce Input for a Startup

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Friel, Tom, Chairman of Heidrick and Struggles, discusses the three fundamental inputs into a startup: people, capital and an idea. Friel argues that people, particularly leaders, are the scarce commodity and are more valuable than gold or oil.

Friel, Tom, How to Attract Great Talent 2007-05-01 1837

How to Attract Great Talent

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Friel, Tom, Chairman of Heidrick and Struggles, discusses the challenges of building a great team and suggests that startups can attract great talent with a number of factors, including money, self-fulfillment, belief in the mission or belief in the founder. Friel argues that to attract and retain great talent, entrepreneurs should be generous with at least one or more of these factors and sufficient on the others. Furthermore, Friel adds only a great team can make the startup a large and successful organization and sometimes this includes the replacement of founders with a professional CEO.

Cline, Michael Edward, How Much Money to Raise? 2007-05-01 1838

How Much Money to Raise?

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Cline, Michael and Green, Jason, Founding Partners at Accretive Technology Partners and Emergence Capital respectively, argue that when raising money, entrepreneurs should raise enough money to get past essential proof points in the business. Furthermore, Green emphasizes that entrepreneurs should be focused on raising enough money to flush out the key risks in the business.

Frankel, David, Cautions about Raising Too Much Money 2007-05-01 1839

Cautions about Raising Too Much Money

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Frankel, David, Founding Partner at Altirah Capital, cautions against raising too much money in an early round for two reasons. First, if things go poorly and the firm receives a lower valuation in the next round (down round) then substantially funding the venture will be difficult. Second, if you raise an appropriate amount of money in an early round and things go well you can always raise more money in a later round at a higher valuation.

Green, Jason, Option Pools and Sharing Wealth with the Team 2007-05-01 1840

Option Pools and Sharing Wealth with the Team

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Green, Jason, Founding Partner at Emergence Capital, shares insights into how entrepreneurs should think about establishing an option pool. Green suggests reserving 20% to 30% of the ownership as an option pool and to think about sharing wealth in order to create a bigger pie rather than holding to tight to a smaller pie.

Green, Jason, Setting Valuation 2007-05-01 1841

Setting Valuation

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Green, Jason, Founding Partner at Emergence Capital, describes the common situation of an entrepreneur raising money and receiving questions about the expected valuation for the startup. Green argues that one of the biggest mistakes made by entrepreneurs is responding to this loaded question and suggests that instead entrepreneurs should just let the market decide the valuation.

Cline, Michael Edward, Creating Real Value: Substance over Form When Raising Money 2007-05-01 1842

Creating Real Value: Substance over Form When Raising Money

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Cline, Michael, Founding Partner at Accretive Technology Partners, reminds entrepreneurs that when raising money they should not let the form of the presentation?the showmanship?overwhelm their substance, which is in essence how they create real value for a customer.

Green, Jason, Using Agents to Help Raise Money 2007-05-01 1843

Using Agents to Help Raise Money

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Green, Jason, Founding Partner at Emergence Capital, suggests that agents are generally not used to help raise funds in an early stage company although they may be helpful in a late-stage private equity deal. Instead, as Friel, Tom, Chairman of Heidrick and Struggles, emphasizes early stage entrepreneurs are connected to VCs through informal networks of advisors who make an introduction for the entrepreneur.

Frankel, David, Venture Funding Challenges in Emerging Economies 2007-05-01 1844

Venture Funding Challenges in Emerging Economies

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Frankel, David, Founding Partner at Altirah Capital, suggests that in established venture environments, VC investors and entrepreneurs share common assumptions about what makes a fair investment deal. In emerging economies these rules of thumb have not been established and so raising money can take more time or be more challenging.

Frankel, David, Which Investors Add Value 2007-05-01 1845

Which Investors Add Value

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Green, Jason, Frankel, David and Cline, Michael, the Founding Partners at Emergence Capital, Altirah Capital and Accretive Technology Partners respectively, discuss the qualities of VCs and investors who add value to the business. First, Green suggests that investors should be a sounding board. Second, Frankel argues that investors should bring experience that helps the startup avoid time consuming pitfalls. Third, Cline argues that valuable investors both act as a conscience and help connect the startup to customers. Finally, Green suggests that entrepreneurs should do reference checks on their investors to ensure they make the right partnerships.

Novitsky, Donna, Go Big or Don't Go! 2007-10-03 1846

Go Big or Don't Go!

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Novitsky, Donna drives a key lesson about pursuing entrepreneurship on a grand scale. She urges entrepreneurs to channel their passion and time to create new markets coupled with building an organization.

Novitsky, Donna, Importance of Teamwork 2007-10-03 1847

Importance of Teamwork

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Novitsky, Donna addresses the importance of building a culture of team-work in a start-up. She alludes to the fact that the success of the organization will depend on the entrepreneur's ability to drive their team together in a synchronously.

Novitsky, Donna, Differences between a VC and an Entrepreneur 2007-10-03 1848

Differences between a VC and an Entrepreneur

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Novitsky, Donna illuminates the operational differences between a Venture Capitalist (VC) and an entrepreneur. She contrasts them from her personal experiences. She broadly talks about three differentiating operating nodes - strategy versus execution, technology versus team building and diversity versus singular focus. Novitsky mentions that a VCs judge markets, people and technology. An entrepreneur is an expert in a field and has to dive deep into operational aspects of the field and focus a lot of energy on building a strong team.

Novitsky, Donna, Naming a Start-up 2007-10-03 1849

Naming a Start-up

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Novitsky, Donna discusses the role of a company's name in business. A company's name should be easy to spell and publish online. She stresses that branding amasses value over the life of the company. Novitsky addresses the importance of maintaining value of the enterprise in building a brand.

Novitsky, Donna, Marketing a Start-up 2007-10-03 1850

Marketing a Start-up

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Novitsky, Donna talks about developing a marketing strategy for a start-up. She addresses key issues about segmenting customer priorities and their pain-points; and building a competitive strategy. Novitsky notes that customers are the biggest marketers for an organization. She also illustrates from her personal experience about partnering with other players to generate mutual benefits.

Freire, Andy, What You Do Defines Your Culture 2007-05-01 1851

What You Do Defines Your Culture

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Andy Friere, Co-founder and CEO of Axialent, argues that what leaders do--not what they say--defines the organization's culture. Friere suggests that most leaders are not actually aware of how what they do is perceived and shapes culture. However, shaping a strong culture is one of the most important activities for any entrepreneur because it determines, in part, whether the company goes on to success after the founder leaves or whether it fails.

Freire, Andy, Three Building Blocks of Organizational Culture 2007-05-01 1852

Three Building Blocks of Organizational Culture

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Andy Friere, Co-founder and CEO of Axialent, discusses the three things that he believes build culture: 1) Behavior, 2) Symbols and 3) Processes. To elaborate, Friere suggests that behavior--what firms actually do despite what they say they do--defines what individuals in the organization come to believe. Furthermore, the symbols in an organization, primarily how time and money is spent to reward people, also shapes culture. Finally, the processes an organization has for measuring and compensating performance influences culture.

Freire, Andy, Five Archetypes of Culture 2007-05-01 1853

Five Archetypes of Culture

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Andy Friere, Co-founder and CEO of Axialent, provides five basic cultural archetypes into which organizations fall: 1) Achievement, 2) Innovation, 3) One-team, 4) People-first or 5) Customer-focused. Friere argues that ultimately organizations need to develop strength in all five archetypes. However, Friere emphasizes that organizations cannot develop all five at once. Instead, organizations can only successfully develop one archetype at a time, a process that requires a few years of focus on each individual archetype sequentially.

Freire, Andy, Culture Archetypes: Customer-focused Culture 2007-05-01 1854

Culture Archetypes: Customer-focused Culture

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Andy Friere, Co-founder and CEO of Axialent, describes the customer-focused culture archetype, one of the five basic cultural archetypes into which organizations fall: 1) Achievement, 2) Innovation, 3) One-team, 4) People-first or 5) Customer-focused. Specifically, Friere suggests that customer-focused cultures value flexibility to service customer needs above other potential activities. Friere describes the behaviors, symbols and processes that build this type of culture as well as the actions that destroy it.

Freire, Andy, Culture Archetypes: One-team Culture 2007-05-01 1855

Culture Archetypes: One-team Culture

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Andy Friere, Co-founder and CEO of Axialent, describes the one-team culture archetype, one of the five basic cultural archetypes into which organizations fall: 1) Achievement, 2) Innovation, 3) One-team, 4) People-first or 5) Customer-focused. Specifically, Friere suggests that one-team cultures trade off the optimization of individual systems or people for the benefit of the entire organization. Friere describes the behaviors, symbols and processes that build this type of culture as well as the actions that destroy it.

Freire, Andy, Culture Archetypes: Innovation Culture 2007-05-01 1856

Culture Archetypes: Innovation Culture

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Andy Friere, Co-founder and CEO of Axialent, describes the innovation culture archetype, one of the five basic cultural archetypes into which organizations fall: 1) Achievement, 2) Innovation, 3) One-team, 4) People-first or 5) Customer-focused. Specifically, Friere suggests that innovation cultures focus on experimenting and learning from mistakes to create new products and businesses. Friere describes the behaviors, symbols and processes that build this type of culture as well as the actions that destroy it.

Freire, Andy, Culture Archetypes: Achievement Culture 2007-05-01 1857

Culture Archetypes: Achievement Culture

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Andy Friere, Co-founder and CEO of Axialent, describes the achievement culture archetype, one of the five basic cultural archetypes into which organizations fall: 1) Achievement, 2) Innovation, 3) One-team, 4) People-first or 5) Customer-focused. Specifically, Friere suggests that achievement cultures focus on measuring and awarding performance outcomes. Friere describes the behaviors, symbols and processes that build this type of culture as well as the actions that destroy it.

Freire, Andy, Culture Archetypes: People-first Culture 2007-05-01 1858

Culture Archetypes: People-first Culture

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Andy Friere, Co-founder and CEO of Axialent, describes the people-first culture archetype, one of the five basic cultural archetypes into which organizations fall: 1) Achievement, 2) Innovation, 3) One team, 4) People-first or 5) Customer-focused. Specifically, Friere suggests that people-first cultures are focused on building and developing organizational members above other potential activities. Friere describes the behaviors, symbols and processes that build this type of culture as well as the actions that destroy it.

Freire, Andy, Building Five Cultures in One Organization 2007-05-01 1859

Building Five Cultures in One Organization

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After discussing his five archetypal organizational cultures, Andy Friere, Co-founder and CEO of Axialent, clarifies that while ultimately an organization wants to have each of the five cultural archetypes, the way to achieve this balance is to develop one archetype at a time over a period of years. The five cultural archetypes that Friere describes include: 1) Achievement, 2) Innovation, 3) One team, 4) People-first or 5) Customer-focused.

Eberhard, Martin, Do Something Meaningful 2007-11-28 1860

Do Something Meaningful

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Eberhard, Martin talks about his first lesson - Do Something Meaningful. Martin believed that he would be successful only he worked on something that he really cared about. He believed that providing a solution to oil consumption was an issue that needed attention. He talks about how he began his journey by building a solution to this immensely important world economic problem.

Eberhard, Martin, Alternative Energy for the Electric Car 2007-11-28 1861

Alternative Energy for the Electric Car

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Eberhard, Martin discusses the shortfalls of using Solar Energy as a key component in manufacturing a car. He believes that using fuel-cells to drive cars is a huge stretch in imagination. He finally notes that a mix of plug-in hybrid and gasoline is a viable idea for an interim solution for alternative energy sources to drive a car.

Eberhard, Martin, Building - and Deconstructing - Teams 2007-11-28 1862

Building - and Deconstructing - Teams

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Eberhard, Martin, co-founder of Tesla Motors, points out that adding team members is just as important as letting them go. If a player is not a good fit, don't hesitate to remove them from the mix. Eberhard also points out the necessary characteristics for A-players, including passion, enthusiasm, and experience.

Orr, Dominic, Transferring Big Company Culture to Startups 2007-10-17 1863

Transferring Big Company Culture to Startups

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Orr, Dominic, CEO of Aruba Networks, describes his experience applying the HP way to a startup environment. Orr speaks about his focus on giving people freedom and trust which in turn sparks the passion and confidence that drives innovation.

Orr, Dominic, Competing with Giants: It's All about Speed 2007-10-17 1864

Competing with Giants: It's All about Speed

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Orr, Dominic, CEO of Aruba Networks, describes how a startup can compete with large, established companies. Orr argues that to compete with large companies an entrepreneurial firm must think about the ecosystem created by the larger companies and then identify the problems in that system that the larger companies are unable to address. Once an opportunity has been identified, a startup's single advantage is speed: because established firms have different incentives that lead to inertia, large firms are often unable to match the speed and flexibility of a startup.

Orr, Dominic, Differences between Going Public in the Dot-com and Post Dot-com Eras 2007-10-17 1865

Differences between Going Public in the Dot-com and Post Dot-com Eras

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Orr, Dominic, CEO of Aruba Networks, observes a significant difference between going public in the post dot-com boom era in comparison to the actual boom. Orr argues that in the post-bubble era investors are much more thoughtful and analytical.

Orr, Dominic, Private versus Public Company Tradeoffs: Building Credibility 2007-10-17 1866

Private versus Public Company Tradeoffs: Building Credibility

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Orr, Dominic, CEO of Aruba Networks, describes the tradeoffs for an entrepreneurial company between being private or public. Orr argues that being public offers a significant benefit for an entrepreneurial company because it confers credibility and legitimacy which can aid the startup in selling to larger organizations. Of course, these benefits must be weighed against the costs and limitations imposed by being a public company.

Orr, Dominic, Seeking Advice and Guidance as a CEO 2007-10-17 1867

Seeking Advice and Guidance as a CEO

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Orr, Dominic, CEO of Aruba Networks, reflects on sources of advice and guidance in his role as CEO. Orr highlights the importance of a rigorous board and advisors to challenge his thinking. However, Orr also speaks about his use of psychological counselors to help his executive team work together as effectively as possible. He suggests that this effort is vital because although there are many talented individuals in Silicon Valley, helping these individuals work together as a team is the most important element required for success.

Orr, Dominic, Working With and Making Decisions with Great People 2007-10-17 1868

Working With and Making Decisions with Great People

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Orr, Dominic, CEO of Aruba Networks, begins by describing two surprises he encountered when working with great people: first, how difficult it is for experienced people to change and second, how challenging it is to be intellectually honest. Orr then describes his efforts to overcome these impediments by cultivating a fast-decision making process focused on the facts and intellectual honesty. However, to achieve this environment each individual has to have a thick-skin and a commitment to self-evaluation, qualities that usually must be cultivated over time.

Orr, Dominic, Work-Life Balance for Driven People 2007-10-17 1869

Work-Life Balance for Driven People

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Orr, Dominic, CEO of Aruba Networks, wrestles with the definition of work-life balance for people deeply engaged by their work. Orr recognizes it can be difficult to separate work and life, but that we must still make room for relationships that matter to us. According to Orr, this ultimately comes down to carefully allocating our time and energy.

Orr, Dominic, Silicon Valley Compared to the World 2007-10-17 1870

Silicon Valley Compared to the World

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Orr, Dominic, CEO of Aruba Networks, compares Silicon Valley to other places in the world and argues there are many more similarities than differences. Indeed, Orr emphasizes only one difference between Silicon Valley and the rest of the world: a focus on speed. By contrast, Orr argues that there are many similarities, namely how hard people work. He suggests that people work so hard for three reasons: 1) People want to have an impact, 2) People want to be in an environment they enjoy and 3) People want to be rewarded and recognized. The key to motivating people then, is allowing them to obtain these three objectives.

Orr, Dominic, Differences between Student Life and Professional Life 2007-10-17 1871

Differences between Student Life and Professional Life

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Orr, Dominic, CEO of Aruba Networks, reflects on what he wished he had known as a student. Orr argues that as a student, a great deal of emphasis was placed on individual accomplishment whereas in professional life the accomplishments of the team and the company are much more important than any individual contribution.

Orr, Dominic, Challenges in Cracking Big Markets 2007-10-17 1872

Challenges in Cracking Big Markets

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Orr, Dominic, CEO of Aruba Networks, responds to a question about whether startups have a chance of cracking markets owned by big competitors. Orr suggests that startups often can find niches in big markets because they have greater speed to execution. However, Orr argues that success in a big market may be more than simply creating a niche but rather success is creating a large, sustainable business. Orr argues that the challenge of creating a large business is that you attract the attention of large competitors who try to destroy you. At the same time, as a company grows, it too eventually becomes vulnerable to smaller startups with even greater relative speed to execution.

Orr, Dominic, Selling High-Tech Products and Services to an Executive Team 2007-10-17 1873

Selling High-Tech Products and Services to an Executive Team

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Orr, Dominic, CEO of Aruba Networks, argues that to sell a technical product to an executive team, an entrepreneurial firm must focus on understanding and eliminating that executive team's problems. Eliminating CEO, CIO, CTO or CFOs problems means understanding and addressing their pain point sufficiently to overcome their fear of something new.

Orr, Dominic, Lessons from Applying the HP Way to Startups 2007-10-17 1874

Lessons from Applying the HP Way to Startups

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Orr, Dominic, CEO of Aruba Networks, speaks about lessons learned from applying the HP way to startups. Orr suggests that he has achieved great results from giving employees respect and dignity. At the same time, Orr acknowledges mistakes he has made in applying the HP way to startups. In particular, in a large organization, such as HP, there time for long feedback cycles because any mistakes from giving people too much benefit of the doubt are covered by the overall inertia of large company. By contrast, in a startup, there is little inertia and so the feedback cycle must be shorter and mistakes or problems must be resolved quickly.

Orr, Dominic, The Benefits of Advanced Technical Training 2007-10-17 1875

The Benefits of Advanced Technical Training

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Orr, Dominic, CEO of Aruba Networks, argues that the unique benefit of advanced technical training is not necessarily analytical thinking--this skill can be developed in many places. Rather Orr suggests that the benefit of advanced technical training is the courage to address uncertain problems with brutal intellectual honesty. For Orr, this quality has allowed him to innovate on the technical frontier while having the courage to recognize when he might have failed and needed to redirect his efforts.

Christensen, Stan, Negotiations are Serial Events 2007-10-31 1876

Negotiations are Serial Events

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Christensen, Stan highlights the fact that negotiations are serial events. He notes that it is important for one to realize this as you would encounter the same people in the future. He illustrates this fact from his experience in Seoul.

Christensen, Stan, What is Effective Negotiation? 2007-10-31 1877

What is Effective Negotiation?

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Christensen, Stan throws light on the art of effective negotiation. He defines it as any attempt to persuade or influence a party to do something. He adds a note of humor by illustrating it with a story of one his students.

Christensen, Stan, Communication and Negotiation 2007-10-31 1878

Communication and Negotiation

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Christensen, Stan believes that communication is a key element in negotiation. He stresses the fact that communication is about convincing the other side that you can hear them and that they are being heard. He illustrates it with anecdotes and his personal experiences in negotiating deals.

Christensen, Stan, Negotiating Salaries 2007-10-31 1879

Negotiating Salaries

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Christensen, Stan talks about his experience in negotiating salaries and fills the conversation with interesting personal experiences. He believes that developing a best alternative to a negotiated agreement and having a good idea about the objective criteria is key to effective negotiation of salaries.

Bawden, Larry, Switching To Solar Energy 2007-11-07 1881

Switching To Solar Energy

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Bawden, Larry talks about the switch from Hydrogen to Solar Energy. He addresses the immense potential in Solar Energy. Bawden notes that this spaces has a very high investment rate in the past and believes that solar is a clean way to convert electricity.

Bawden, Larry, Challenges in Manufacturing Solar Energy 2007-11-07 1882

Challenges in Manufacturing Solar Energy

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Bawden, Larry addresses the challenges in producing Solar Energy on a commercial scale. He highlights the capital intensive requirements in this field. He also notes the importance of precise nano-engineering in the manufacturing process.

Bawden, Larry, Channeling Solar Energy Demand 2007-11-07 1883

Channeling Solar Energy Demand

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Bawden, Larry discusses the immense potential in Solar Energy by illustrating the high demand for this alternative source. He notes that there is huge demand from a variety of sources - residential houses to large industries. He also highlights the fact that substantial demand for this energy source is international.

Berjikly, Armen, Delivering Shared Experiences 2007-11-14 1884

Delivering Shared Experiences

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Armen Berjikly, Founder and CEO of Experience Project, shares the basic concept behind the company: a portal for people to share experiences with others in a similar situation. He illustrates by giving an example of a young mother diagnosed with breast cancer. He notes that his portal offered her an opportunity to talk to people who had similar experiences and thereby making her journey less painful.

Bawden, Larry, Competitive Strategy for Solar Energy Start-ups 2007-11-07 1885

Competitive Strategy for Solar Energy Start-ups

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Bawden, Larry discusses the competitive strategy in solar energy start-ups lies in bringing vertical integration to your product mix. He believes that there is a huge potential for any viable technology in the value chain. He notes that continuous improvement of technology is key to the success of a company in this field.

Berjikly, Armen, Transitioning from Corporate to Startup 2007-11-14 1886

Transitioning from Corporate to Startup

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Armen Berjikly, Founder and CEO of Experience Project, discusses his transition from corporate life to founding his own company. Berjikly talks about the challenges of bootstrapping his company: dealing with the loss of stable income, juggling jobs to make ends meet, and developing the alpha product.

Berjikly, Armen, Hiring For a Startup 2007-11-14 1887

Hiring For a Startup

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Armen Berjikly, Founder and CEO of Experience Project, discusses how to build a start-up team, a task that he argues is critical for success. Berjikly suggests building a team of people with complementary skills by reaching out through personal networks and in some cases recruiters. On the other hand, he suggests that entrepreneurs avoid hiring from sites such as Craigslist or other sources where it is difficult to verify someone's skills.

Berjikly, Armen, Marketing Strategies for a Startup Website 2007-11-14 1888

Marketing Strategies for a Startup Website

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Armen Berjikly, Founder and CEO of Experience Project, talks about different strategies to market a startup, particularly an Internet startup. Berjikly suggests linking to larger sites by building on open platforms such as Myspace and Facebook as well as finding your way into social identification tools such as Digg and StumbleUpon.

Navin, Ashwin, Founding Teams 2007-11-28 1889

Founding Teams

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Ashwin Navin, Co-founder and President of Bit Torrent, talks about founding teams--where they come from and how to form them. Navin suggests that founding teams emerge from relationships developed in school or work and that founding teams work best when the team members have complementary skills. In addition, Navin emphasizes the quality of students and colleagues in Silicon Valley and suggests that students take the opportunity to experiment with new business opportunities.

Navin, Ashwin, Stages of a Startup 2007-11-28 1890

Stages of a Startup

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Ashwin Navin, Co-founder and President of Bit Torrent, alludes to a theory by Bob Cringely about the three stages of a company - Commandos, Infantry and Military Police. Navin suggests that startup success relies on successfully identifying and executing on the demands of each phase, as well as transitioning between phases, by bringing in the right team members for each stage of the company.

Navin, Ashwin, Why Investors Invest: Bit Torrent as an Example 2007-11-28 1891

Why Investors Invest: Bit Torrent as an Example

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Ping Li, Partner at Accel, talks about how they evaluated Bit Torrent as a potential venture capital investment. Li suggests that Bit Torrent possessed three things which led to the eventual investment: 1) Deep, distinctive technology and a really meaningful problem, 2) A strong team that had proved a legitimate business model and 3) Shared vision about the future potential of the company.

Navin, Ashwin, The Value of an Open Source Model 2007-11-28 1892

The Value of an Open Source Model

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Ping Li, Partner at Accel, argues that open source can be an effective business model for some startups although not all startups. Li argues that the key value of an open source model is not the collective input of a broad contributor base--the reality is that the application creator almost always puts in a great deal more effort creating the application than the community. Rather, the value of an open source model is free distribution across a broad base of contributors and users without costly sales forces or overhead. However, monetization of an open source model is a little different as it requires offering optional value-add features that users may want.

Jordan, Rodrigo, The Accelerating Pace of Change 2007-05-03 1893

The Accelerating Pace of Change

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Jordan, Rodrigo, Founder of Vertical, suggests that technology and paradigms are changing at an accelerating pace. Because of this, what made one successful in the past may not lead to success in the future. Therefore, Jordan argues that entrepreneurship is a way of life in which on engages and tries to stay ahead of change over the course of your life.

Jordan, Rodrigo, Optimism in Overcoming Challenges 2007-05-03 1894

Optimism in Overcoming Challenges

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Jordan, Rodrigo, Founder of Vertical, describes a challenge in making the first crossing of the Ellsworth Mountains in Antarctica, highlighting the role in optimism in allowing the team to shift their paradigm and successfully cross an ice valley. Jordan then argues that the entrepreneurs he admires have a similar, paradigm shifting optimism: despite the challenges and disappointments that his colleagues inevitably face, these entrepreneurs overcome their challenges with optimism.

Khanna, Tarun, Entrepreneurship Is Social Entrepreneurship 2007-05-03 1895

Entrepreneurship Is Social Entrepreneurship

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Khanna, Tarun, Professor at Harvard Business School, speaks about the incredible change in aspirations among young people in India. Whereas in the past young people aspired to become government officials, today they aspire to become entrepreneurs and lift themselves out of poverty by their own actions. Khanna reflects that this change in attitudes is inspiring and very good for the country.

Khanna, Tarun, Comparing Development in India and China 2007-05-03 1896

Comparing Development in India and China

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Khanna, Tarun, Professor at Harvard Business School, summarizes insights from one of his books by comparing private and public rights in India and China. Khanna argues that in India, private rights are favored over the public interest whereas in China the opposite is true. These tradeoffs affect the nature of doing business in each country and development. Elsewhere in his presentation, Khanna also suggests that India and China differ in that India has weak hard infrastructure (roads, etc.) but strong soft infrastructure (human assets, etc.) whereas in China the opposite is true, a duality that is clearly related to the public and private rights distinction discussed in this video segment.

Khanna, Tarun, Social Entrepreneurship in Medical Care 2007-05-03 1897

Social Entrepreneurship in Medical Care

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Khanna, Tarun, Professor at Harvard Business School, highlights the ability of entrepreneurs to provide solutions to social problems by telling the story of a cardiac hospital in India. Khanna points out that the founder, a cardiac surgeon and entrepreneur, has been able to achieve incredible results unmatched by private or public institutions around the world by rethinking the scale on which healthcare is delivered. Khanna emphasizes that this kind of entrepreneurship can solve social problems in ways that often governments cannot.

Khanna, Tarun, Government and Entrepreneurship: The Evolution of Entrepreneurship in China 2007-05-03 1898

Government and Entrepreneurship: The Evolution of Entrepreneurship in China

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Khanna, Tarun, Professor at Harvard Business School, argues that the old equation that government = inefficient does not hold unilaterally but depends on the context. To illustrate, Khanna describes the evolution of the Communist Party of China and its efforts to co-opt entrepreneurs so that now the government and entrepreneurship is very closely integrated. In contrast, Khanna suggests that in India entrepreneurs keep their distance from the government.

Draper, Tim, Entrepreneurs Are Heroes and Change Agents 2007-05-03 1899

Entrepreneurs Are Heroes and Change Agents

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Draper, Tim, Partner at Draper Fisher Jurvetson, suggests that entrepreneurs are heroes because they are the real change agents in the world. Although politicians often recognize and propose programs to address problems, it is most often entrepreneurs who actually fix problems by taking big risks to achieve their vision.

Draper, Tim, Increasing Pace of Technical and Entrepreneurial Change 2007-05-03 1900

Increasing Pace of Technical and Entrepreneurial Change

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Draper, Tim, Partner at Draper Fisher Jurvetson, argues that the pace of technical change and adoption is increasing. This increasing rate of change is driven both by a growing customer base connected to the Internet as well as the growing number of entrepreneurs who are able to participate in global markets from anywhere in the world.

Kapor, Mitch, Competing with Giants 2008-01-16 1909

Competing with Giants

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Serial entrepreneur Kapor, Mitch encourages start-ups not to compete with giants. Instead, the young upstart should consider how it could benefit by working in concert with their giant's footsteps. He cites as an example his own young enterprise, Foxmarks, which tracks search trends through the amalgamation of Firefox bookmarks.

Kapor, Mitch, A Successful Business Solves Problems 2008-01-16 1910

A Successful Business Solves Problems

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A solid business model can't survive long-term if it just draws traffic. Serial entrepreneur Kapor, Mitch points out that a concrete business plan must truly offer a solution to a well-worn market conundrum. While a flash-in-the-pan Facebook app may draw millions of users in minutes, without staying power it's not viable long term.

Kapor, Mitch, Disadvantages of Venture Capital 2008-01-16 1911

Disadvantages of Venture Capital

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While entrepreneur and former Lotus 1-2-3 founder Kapor, Mitch understands how selling finance can boost a burgeoning enterprise, his experience has also acquainted him with some of the disadvantages - mainly accountability and a forced schedule of progress. Here, Kapor outlines some of the many alternatives to the traditional VC paradigm, including self-financing and angel funding.

Kapor, Mitch, Choosing an Investor 2008-01-16 1912

Choosing an Investor

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Selecting a financial partner for your growing enterprise should be as careful a process as selecting a member of your senior staff, says serial entrepreneur Kapor, Mitch. Here he discusses why real start-ups offering real opportunity can afford to be choosy.

Kapor, Mitch, The Great Talent Vacuum Cleaner 2008-01-16 1913

The Great Talent Vacuum Cleaner

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Former Lotus 1-2-3 founder Kapor, Mitch has launched a number of new ventures, and he knows firsthand the difficulty of competing with the Valley's best-known brands for top engineering and executive talent. He shares his solutions to luring the best in human resources to his door, including distributed development and opening doors elsewhere in the Golden Gate.

Kapor, Mitch, The Value of Company Culture 2008-01-16 1914

The Value of Company Culture

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Former Lotus 1-2-3 founder Kapor, Mitch speaks candidly about the most valuable legacy of his wildly successful 1980's technology company: the management of free-thinking creatives. He stands by the quality of his products, but it was his huge investment in human resources, Libertarian management style, and incentives toward great job satisfaction and accountability that he's most proud of. He claims that the thousands of Lotus alumni have helped set the standard for how tech companies are managed on the East Coast and beyond.

Kapor, Mitch, Social Responsibility from the Ground Up 2008-01-16 1915

Social Responsibility from the Ground Up

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Social entrepreneur Kapor, Mitch believes that social responsibility must be integrated into the organization, and not just the frosting on the cake.

Kapor, Mitch, Balancing Information Asymmetry for the Entrepreneur 2008-01-16 1916

Balancing Information Asymmetry for the Entrepreneur

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Kapor, Mitch has been an entrepreneur since the 1980's, and here he pinpoints useful websites, educational programs, and learning opportunities that help level the playing field between seasoned venture capitalist and the first-time business operator.

Conway, Ron, Flying with Angel Investors 2008-01-23 1917

Flying with Angel Investors

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Taking its name from the early investors of classic Hollywood, Ron Conway and Mike Maples define the angel investor. In addition, they explain the differences between angel investors and venture capitalists, and point out why an angel's smaller dollars might be a better choice, as they're often paired with a broader range of exit strategies and tools to keep start-ups in business.

Conway, Ron, A Match Made in Heaven? Your Angel Investor and You 2008-01-23 1918

A Match Made in Heaven? Your Angel Investor and You

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How should an aspiring entrepreneur choose an angel investor? And, more importantly, how will an angel investor select you? Entrepreneurs need to gain access to the right angel - one that will add value to their growing enterprise. The top angels in the business, says investor Mike Maples, are seeking ideas that have been tested for market viability - an essential criteria before they'll consider cutting a check.

Conway, Ron, What Does an Angel Investor Do? 2008-01-23 1919

What Does an Angel Investor Do?

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Investors Mike Maples and Ron Conway explain their job like this: They help all lights turn green for the fast-moving car of the Internet start-up. In addition to cutting a check, these angel investors explain the panoramic view of what a good investor offers, including bringing in the right talent and business sensibilities, and building and testing product prototypes.

Conway, Ron, Attrition Rates for Potential Investors 2008-01-23 1920

Attrition Rates for Potential Investors

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The numbers are stacked against the inspired business owner-to-be. Seasoned angel investors Ron Conway and Mike Maples talk about how many ideas they receive, how many executive summaries they peruse, how many meetings they call, and the shockingly few ventures - roughly one out of 150 - that end up receiving their investment of time and money. Also, Conway points out that investing is a risky business, with an even split between those that fail, those that earn just enough to pay back their investors, and those that turn a profit.

Conway, Ron, Investors Assess Failure and Success 2008-01-23 1921

Investors Assess Failure and Success

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Facebook and Digg investors Ron Conway and Mike Maples unveil a surprising yardstick on what makes an entrepreneur's ideas a go or a no. Even though one venture might go under, the right executive could likely get another chance - provided they prove business savvy, flexibility, and an understanding that the nature of the business start-up is to morph.

Conway, Ron, An Angel Investor's Strategic Advice for the Start-Up 2008-01-23 1922

An Angel Investor's Strategic Advice for the Start-Up

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A million dollars should last any new venture at least a year. And companies are most productive when they're less than ten people strong. These business axioms are good advice for any enterprise, says Ron Conway, investor in over 500 companies, and fellow investor Mike Maples. A lean and mean staff gets the most accomplished, and a low burn rate and ample experimentation are nearly always a calibrator for success. In addition, simultaneous customer development along with product development is what gives a successful concept legs.

Conway, Ron, Transitioning from an Angel to a VC 2008-01-23 1923

Transitioning from an Angel to a VC

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Part of the responsibility of the angel is to help secure the VC round. Experienced entrepreneurs Ron Conway and Mike Maples lay out the blueprint for how they signal VC's about the emergence of new opportunities, and how a young operation with slow burn and trackable accomplishments is going to fetch the best investment firms.

Conway, Ron, Silicon Valley: Ground Zero for The Deal 2008-01-23 1924

Silicon Valley: Ground Zero for The Deal

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Don't live in Silicon Valley? If you're serious about business, you'd better pack your bags. The ecosystem of ideas, entrepreneurship, and venture is so powerful, says investors Ron Conway and Mike Maples, that no other region can even come close, and that it pays to move here because every advantage counts.

Conway, Ron, The Overfunded Start-Up? 2008-01-23 1925

The Overfunded Start-Up?

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Too much money in a start-up can be toxic, says angel investor Mike Maples, and that there's an inverse correlation between the amount of money a start-up receives and their success.

Conway, Ron, Becoming an Angel Investor 2008-01-23 1926

Becoming an Angel Investor

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Proven investors Mike Maples and Ron Conway offer tips on what it takes to enter the field of capital investment: A Rolodex of ripe talent and business resources, a market segment with potential where the investor can add value, and mutually beneficial network building skills.

Conway, Ron, Balancing Team, Idea, and Market 2008-01-23 1927

Balancing Team, Idea, and Market

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A good idea is critical - but it's only a small fraction of a company's success as compared to its founders, says investor Ron Conway. Investor Mike Maples attributes enterprise success to the market, and its power to pull a start-up toward greatness.

Fink, Jesse, Technology as Medium, Not Content 2008-01-30 1929

Technology as Medium, Not Content

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Priceline co-founder Jesse Fink explains to entrepreneur Blank, Steve how his early company was a technology-enhanced solution to a business model - and not a real technology play - that succeeded in providing for both business and consumer. Fink brings these same solutions to his current investment firm, MissionPoint, who believes it will be business models and capital markets that find environmental solutions, and not the technology itself.

Fink, Jesse, What is Low-Carbon Investing? 2008-01-30 1930

What is Low-Carbon Investing?

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MissionPoint Capital Partners co-founder Jesse Fink explains what it means to merge clean energy and environmental finance, including cap and trade and other infrastructure supports, that helps bring clean tech initiatives to market faster and at a lower cost.

Fink, Jesse, Environmental Entrepreneurship Over Non-Profit 2008-01-30 1931

Environmental Entrepreneurship Over Non-Profit

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From equity, to bonds, to real estate, MissionPoint Capital Partners co-founder Jesse Fink explains how traditional capital markets can be reoriented toward a low-carbon economy. Supporting non-profits is crucial in long-term environmental thinking, says Fink, as this sector pushes policy. But only for-profit business will catalyze true market solutions with pull.

Fink, Jesse, Merging Commercial and Philanthropic Interests 2008-01-30 1932

Merging Commercial and Philanthropic Interests

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With endowments seeking the right investment products and non-profits staffing business school graduates, rather than butting heads, non-profits and for-profit enterprises are more collaborative than ever. Jesse Fink of MissionPoint Capital Partners points out that particulary in the environmental sector, the spectrum is narrowing between the two.

Fink, Jesse, The Thriving Green Economy 2008-01-30 1933

The Thriving Green Economy

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Jesse Fink, co-founder of MissionPoint Capital Partners, and serial entrepreneur Blank, Steve, pinpoint how green investing is ripe with opportunity and ready to jumpstart the economy. Investors in Silicon Valley and elsewhere are increasingly drawn to the ROI - and not just altruism - and they're taking notice of increased capital volume, career opportunities, and entrepreneurs who are lured by the green sector's genuine returns.

Benninger, Christine, The Power of a Mission 2008-02-06 1934

The Power of a Mission

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If you're seeking inspiration, you will find it here from Humane Society Silicon Valley's President, Benninger, Christine. She describes the organization as she inherited it as a cesspool, rife with drug dealing staff, disorderly management, sour community relations, and cruel animal care. She recalls her quickly orchestrated six-month plan to keep the organization afloat - and how dire circumstances made her monumentally more creative and successful.

Benninger, Christine, Finding People with the Right Passion 2008-02-06 1935

Finding People with the Right Passion

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How do you separate the missionaries from the mercenaries and weed through the overly-passionate? In the non-profit sector, it can be a challenge, says Benninger, Christine, President of the Humane Society Silicon Valley. It's a difficult balance between personal conviction and compromise, and Benninger points out why it's important to find talent that's both mission-driven and able to work in a team.

Benninger, Christine, Expanding the Customer Base for the Non-Profit 2008-02-06 1936

Expanding the Customer Base for the Non-Profit

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It's not just about spaying and neutering anymore. Changing the role of the animal shelter to completely support the human/animal bond is a huge undertaking for Humane Society Silicon Valley's President Benninger, Christine, but one that's critical for the longevity and livelihood of the pets and animals served. Her innovative vision revamps the entire role of the animal shelter, including a pet-friendly community center and numerous family events. The result is a sociological shift in the integration of her organization as it weaves itself into the fiber of its constituent's daily routine.

Benninger, Christine, If it Costs More, It's Worth More 2008-02-06 1937

If it Costs More, It's Worth More

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Whether you're running a for-profit or non-profit enterprise, the price point is crucial - and cheaper is not always better. The less people pay, the less value that's attributed, discovered Benninger, Christine, President of the Humane Society Silicon Valley, and her organization decided to raise the prices of animal adoption four-fold in the hopes that clients would feel they're getting a better product, and that they'd be more likely to keep it. Did customers take their business elsewhere? Hardly. Despite having the highest adoption prices in the county, the HSSV showed a ten percent increase in adoptions, with half as many returns.

Benninger, Christine, Fundraising for the Non-Profit 2008-02-06 1938

Fundraising for the Non-Profit

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We may not always feel comfortable asking for money, but it's a crucial component of a non-profit enterprise's success. But don't think of it as requesting a handout, says Benninger, Christine, Humane Society Silicon Valley's President; think of it as sharing an opportunity. People love being a part of your mission, she says, and it business-critical to keep your operations afloat.

Christensen, Stan, Advice on Raising Venture Money 2007-11-12 1939

Advice on Raising Venture Money

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Dan Springer, CEO of Responsys, offers advice on how to raise venture money. Springer suggests that raising money depends on three factors: 1) What you have to offer, 2) The state of the venture market, and 3) An entrepreneurs long term goals. Springer argues that it is challenging for an entrepreneur with little experience or just an idea, as opposed to a business, to raise money and advises that entrepreneurs might be well served to raise money when they have a stronger value proposition. In addition, Springer also recognizes that the state of the venture market also affects the ability of an entrepreneur to raise capital. Finally, Springer proposes that entrepreneurs consider the value of the long term relationship with venture investors when bargaining on venture deals and highlights the benefits of leaving enough room in a venture deal to ensure investors get a good return.

Christensen, Stan, Investor and Entrepreneur Interest Alignment Challenges 2007-11-12 1940

Investor and Entrepreneur Interest Alignment Challenges

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Dan Springer, CEO of Responsys, talks about the potential conflicts of interest between entrepreneurs and investors. Springer advises entrepreneurs to discuss these situations with venture investors in advance of making a deal so that all parties understand the potential outcomes upfront.

Christensen, Stan, Working with Legal Counsel 2007-11-12 1941

Working with Legal Counsel

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Dan Springer, CEO of Responsys, discusses the benefits of working with attorneys in an entrepreneurial environment. In terms of choosing your own counsel, Springer highlights the importance of finding a great attorney with deep expertise and that you trust. In terms of working with other attorneys, Springer provides advice to entrepreneurs working with challenging individuals.

Christensen, Stan, Protecting Human Capital 2007-11-12 1942

Protecting Human Capital

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Dan Springer, CEO of Responsys, shares tactics for nurturing and protecting human capital. Springer argues that managers often make the mistake of giving unrewarding but urgent work to their best performers, which is a short term strategy that can lead to burnout and the loss of a company's best human capital. Instead, managers and entrepreneurs should focus on the long term and give their most rewarding tasks to star performers in order to nurture and protect them, because ultimately these team members provide the most value to the company.

Christensen, Stan, Dealing with Challenging Employees 2007-11-12 1943

Dealing with Challenging Employees

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Dan Springer, CEO of Responsys, talks about the challenges of dealing with problematic employees. Springer suggests that it is easier to deal with clear under-performers whereas the greater challenge is to address team members who have both positive and damaging qualities. Springer suggests that the best response to these situations is to have a clear and frank conversation with the team member which gives them an opportunity to improve.

Christensen, Stan, Negotiating Your Career 2007-11-12 1944

Negotiating Your Career

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Dan Springer, CEO of Responsys, provides counter-intuitive advice to young people by suggesting that when starting your career you should negotiate for the lowest possible title and salary at the organization of your choice. Although Springer provides this advice light-heartedly, he does so to emphasize the importance of setting up a situation in which you can exceed expectations and can rise to the top. In addition, he warns about the dangers of negotiating to hard for higher salary or positions which potentially make organizational members uncomfortable or lead to expectations that are difficult to meet.

Christensen, Stan, Retaining Good People 2007-11-12 1945

Retaining Good People

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Dan Springer, CEO of Responsys, suggests strategies to retain good people. Springer suggests that the most important strategy is to help team members feel excited about their career path, whatever that might be. In addition, Springer has found that smaller rewards throughout the year for excellent work have a large effect in helping employees feel appreciated and want to stay with the company.

Christensen, Stan, Negotiating with Customers and Clients 2007-11-12 1946

Negotiating with Customers and Clients

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Dan Springer, CEO of Responsys, acknowledges that the most frequent and important negotiations often occur with customers. Furthermore, Springer advises that the keys to a successful negotiation with customers include: 1) Preparation to discover what the customer wants and 2) Identifying the few things on which you will stand firm.

Crosby, Brett, Persistence and Simplicity 2008-02-13 1947

Persistence and Simplicity

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When Google Analytics' Group Product Marketing Manager Crosby, Brett was landing his first big deal, it took three simple clicks of the send key to make the right contact - and a white paper crafted overnight. His point: tenacity and quick response time are the keys to forward motion.

Crosby, Brett, Taking Flight in a Hurricane 2008-02-13 1948

Taking Flight in a Hurricane

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Google Analytics' Group Product Marketing Manager Crosby, Brett recalls how two brutal blows to his enterprise - losing a huge client in the 11th hour and the tragedy of 9/11 - forced him to reevaluate and streamline. Offices closed, jobs were cut, and salaries were strapped for maximum efficiency. Having the wind knocked out of them also simplified overblown contracts and software, and switched their strategy from making money to market dominance. The result included a better product, a better business, and a market presence that's still flying high today.

Crosby, Brett, Maturing Your Brand 2008-02-13 1949

Maturing Your Brand

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Get a good copywriter and a graphic designer and you can look a lot bigger than you are, says Google Analytics' Group Product Marketing Manager Crosby, Brett. Making your brand look rich makes any small company appear richer.

Crosby, Brett, Getting Acquired by Google 2008-02-13 1950

Getting Acquired by Google

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Analytics company Urchin was acquired by Google because of the professional look of their trade show booth - and because their product was quality, says Google Analytics' Group Product Marketing Manager Crosby, Brett. Here, he recalls the nine-month process of the deal, and how a leak to the press nearly lost it all.

Crosby, Brett, The Benefit of Big 2008-02-13 1951

The Benefit of Big

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Set your business model sites to large. Think globally, use multiple languages, and build your software products to be scalable. Not only will this improve your own company's growth, says Google Analytics' Group Product Marketing Manager Crosby, Brett, but it makes you a more appealing fit for acquisition by a larger player.

Crosby, Brett, Wear Every Hat 2008-02-13 1952

Wear Every Hat

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Crosby, Brett, Google Analytics' Group Product Marketing Manager, shares a lesson from Michael E. Gerber's E-Myth series that's helped propel his business strategy: Do every job in your company, and as soon as you understand each one, hire someone else to do it. Too many ventures spend too much time simply focusing on product, and overlook this critical focus on process.

Crosby, Brett, The Great Software Giveaway 2008-02-13 1953

The Great Software Giveaway

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Why does Google hand out Google Analytics for free? Because there's more money to be made in ad spending, and because it's an altruistic solution for the digital ecosystem, says Crosby, Brett, Group Product Marketing Manager. After careful consideration at the time of Urchin's acquisition by Google, all parties agreed that keeping the web-based tools accessible to all would be the right strategy.

Imran, Mir, Problem Analysis at the Cellular Level 2008-02-20 1954

Problem Analysis at the Cellular Level

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How big is the problem? And how large is the opportunity to solve it? Imran, Mir, parallel entrepreneur and CEO of InCube Labs, says that 90 percent of business concept development is simply understanding what's wrong with the status quo. One needn't start out as an expert, says Imran, but the savvy entrepreneur needs to know how to perform deeply probing research.

Imran, Mir, Exit Strategy for the Single Product Company 2008-02-20 1955

Exit Strategy for the Single Product Company

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How you exit your venture is of equal weight to entering the market, says Imran, Mir, CEO of InCube Labs and entrepreneur behind 20 different ventures. Particularly for the high-risk, single-product enterprise, knowing how your shop will be sold or acquired is a critical component to its viability.

Imran, Mir, Single Product, Single Focus 2008-02-20 1956

Single Product, Single Focus

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Rather than poising his entrepreneurial efforts as a single company offering a suite of products, InCube Labs CEO Imran, Mir believes in segmenting each product into its own stand-alone venture. His reasoning? Cleaner R&D, a more potent investor magnet, and greater product development and marketing focus.

Imran, Mir, Implementing Ideas into Practice 2008-02-20 1957

Implementing Ideas into Practice

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A good idea is a start, but sometimes an entire market has to be created for both the common good and for a new product's longevity. Here, InCube Labs CEO Imran, Mir, an established veteran of entrepreneurial pursuits in medical devices, outlines how he both identified a medical problem and developed a solution - and how he put forth the resources necessary to prove to the national medical community that his product could help save lives.

Imran, Mir, When to Kill A Business 2008-02-20 1958

When to Kill A Business

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InCube Labs CEO Imran, Mir reflects upon his failed business ventures. It's much more painful to kill a failing company than it is to nix an innovation, he's found. He stresses the importance of pushing an idea to its breaking point from the beginning - a preferred alternative to dismantling the rusted shards of a failed organization and wasted resources.

Imran, Mir, The Challenge of Staffing the Team 2008-02-20 1959

The Challenge of Staffing the Team

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Finding the right people to make a medical devices start-up go is the hardest part of putting a new business into motion, says Imran, Mir, parallel entrepreneur and CEO of InCube Labs. Hiring is a dynamic process with many moving parts. And, adds Imran, sometimes a venture will even be built to suit the exemplary skills of the right talent.

Imran, Mir, Get the Business Basics 2008-02-20 1960

Get the Business Basics

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He never took a business course. Or finance. Or marketing. But InCube Labs CEO Imran, Mir rose to the occasion, and he has gone on to own 20 different ventures, almost all of which were entirely successful. He encourages student entrepreneurs to pick up basic business skills early in their career - including financial and accounting skills as well as strategy concepts - to exceed in their chosen field.

Imran, Mir, Market Size Determines Company Size 2008-02-20 1961

Market Size Determines Company Size

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Medtronic, Boston Scientific, and Johnson & Johnson all began as single-product ventures, says Imran, Mir, CEO of InCube Labs and serial entrepreneur of medical devices. And while the medical community is rife with single-product ventures, a few of them do go on to become large enterprises offering a suite of products in multiple markets. What sets the bar for each venture? The market viability for each product they produce.

Kassoy, Andrew, Marrying Socially Responsible Investment to the Enterprise 2008-02-27 1962

Marrying Socially Responsible Investment to the Enterprise

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Andrew Kassoy, co-founder of non-profit B Labs, says that $2.5 trillion thinks of itself as socially responsible business. His infrastructure organization seeks to bridge the companies that want to grow with those who control the flow of capital. He advocates that weaving the social mission into the legal backbone of a growing enterprise allows like-minded investors to put capital where their values lie.

Gilbert, Jay Coen, Compelling Choices in Start-Up Marketing 2008-02-27 1963

Compelling Choices in Start-Up Marketing

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Marketing is not an event; it's a cumulative process, says Jay Coen Gilbert, one of the founders of non-profit B Labs. Building a brand happens first with the community you serve, giving your presence heft and volume more than the sum of its parts. For the start-up, the best PR efforts don't come from money, as larger market players will always outspend you. But compelling choices - such as a provocative TV ad or a magazine title - are potent tools toward owning both a message and a distribution channel.

Gilbert, Jay Coen, The Choice to Co-Manage 2008-02-27 1964

The Choice to Co-Manage

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Find people smarter than you, and hang on to them for dear life. This doesn't just apply to the talent you hire, but also to the people you work alongside to build and shape your emerging venture. Jay Coen Gilbert, Bart Houlahan, and Andrew Kassoy all co-manage B Labs on equal footing. Here, Coen Gilbert and Houlahan cite the decision to manage as a team essential to the operation's success.

Wilcox, Ken, Culture Trumps Strategy 2008-03-05 1965

Culture Trumps Strategy

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Building great corporate culture is more than just metaphors; it's what motivates a winning team. Most people at corporations in the US are unhappy, says Silicon Valley Bank CEO Wilcox, Ken. But the organization can craft a pleasant and productive environment by hiring diverse and intelligent people and keeping them onboard. Knowing how to work together under an organization's guiding principals is critical. Past experience in commercial banking is not.

Wilcox, Ken, The History of Strategy in Commercial Banking 2008-03-05 1966

The History of Strategy in Commercial Banking

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Tech companies deposit about seven times the amount that they borrow. And at Silicon Valley Bank, recalls CEO Wilcox, Ken, the methodology his venture has used to invest these excess deposits is a micro-history of commercial banking itself. Learn the lessons of the bank's lending in the 1980's to 1990's, and its investment in real estate developers and under-served niche markets. Learn also how these plans failed to provide financial stability long-term.

Wilcox, Ken, Modern Prosperity in Commercial Banking 2008-03-05 1967

Modern Prosperity in Commercial Banking

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Under Wilcox, Ken's tutelage as CEO, Silicon Valley Bank has cashed in on a winning hand. He added a broker dealer of money market accounts to their existing commercial banking services with huge success. The bank now focuses exclusively on technology clients (save for a few holdovers from the premium wine vertical), and they've expanded their product suite to cater to this unique market appropriately. The institution altered its efforts to retain larger customers longer, and worldwide.

Wilcox, Ken, Make Money by Spending Less 2008-03-05 1968

Make Money by Spending Less

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When the cost of doing business grew out of hand - elevating to 19 percent in 2006 - Wilcox, Ken, Silicon Valley Bank's CEO, reeled it in. By squeezing vendors, outsourcing labor and services, and removing unnecessary steps from business processes when it makes sense to do so, he managed to lower the rise of corporate expenses to just two percent in a single year.

Wilcox, Ken, Influencing Positive Corporate Culture 2008-03-05 1969

Influencing Positive Corporate Culture

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Visiting with every single employee bank-wide, Silicon Valley Bank CEO Wilcox, Ken believes that personal correspondence is one of the best ways to solidify satisfactory communication. In this clip, he also explains the bank's group evaluation practices, and discusses how peer evaluation is a boon to an enriching work environment.

Wilcox, Ken, The Offerings of a Commercial Bank 2008-03-05 1970

The Offerings of a Commercial Bank

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In addition to a suite of banking products, a financial institution for a growing business offers numerous other services, says Silicon Valley Bank CEO Wilcox, Ken. Way beyond simple checking and savings, a great commercial bank can offer a network of resources, such as advice on the logistics of company formation. And far beyond money management, the bank offers a powerful Rolodex of indispensable capital resources, a slew of service providers, and connections for investing in foreign markets.

Housenbold, Jeff, Entrepreneurship is a State of Mind 2008-04-16 1979

Entrepreneurship is a State of Mind

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Being an entrepreneur is more than just starting a business, says Shutterfly CEO and dot-com veteran Housenbold, Jeff. Entrepreneurial thinking involves an innovative mindset to create new products, new markets, and new ideas within any set of circumstances - from an existing Fortune 500 to a mom-and-pop shop.

Housenbold, Jeff, Intersection of Community and Commerce 2008-04-16 1980

Intersection of Community and Commerce

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Housenbold, Jeff, CEO of Shutterfly, recalls how he learned that merging community with commerce was the winning ticket in business online. He recounts his days at Raging Bull, an upstart financial vehicle that knocked the larger, more established players out of the ring. It's secret? The site was bullish on building community and responsive to its users, resulting in millions of users in just a few short months. Furthermore, Housenbold credits the financial portal with two ubiquitous contributions to Web culture: The "off-topic" and "block this user" functions that are commonplace today.

Housenbold, Jeff, Creative Direct Marketing 2008-04-16 1981

Creative Direct Marketing

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While at EBay, Housenbold, Jeff, now the CEO of Shutterfly, managed to enroll 65,000 new subscribers a day, and shepherded the company toward being the first to use Google's Adwords. In the process, he took direct marketing online to a whole new level - day-parting and month-parting ads during traffic surges, targeting users by geography, and understanding ad buying strategy. In short, he cites new technologies as the key to solving marketing's oldest problems.

Housenbold, Jeff, Reframing the Photo Market 2008-04-16 1982

Reframing the Photo Market

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Housenbold, Jeff recalls that he was spending nearly two thousand dollars a year on Shutterfly.com before he came on as CEO. His personal experience - a family of growing memories to record - paired with his business expertise in melding community and commerce, inspired him to revise the online photography website. He repositioned the company from photo finishing to personal publishing. And selling memory, not product, is how he accounts for his venture going public and establishing a broader market presence, generating over $180 million in 2007.

Housenbold, Jeff, One CEO's Take on Talent 2008-04-16 1983

One CEO's Take on Talent

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In addition to the practical knowledge to do the job right, Housenbold, Jeff, CEO of Shutterfly, seeks out employees that have a healthy self-awareness of their own strengths and weaknesses. In addition to capable communication and people skills, his talent has problem-solving tactics in situations of uncertainty. Thought-capital, thought-leadership, and intellectual curiosity are key.

Housenbold, Jeff, Surviving Competition 2008-04-16 1984

Surviving Competition

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Figure out what you're good at and where you can make money, and focus. This is a critical strategy in a competitive marketplace, says Shutterfly CEO Housenbold, Jeff, who claims that business always makes the mistake of trying to be too many things to too many people. Winning means differentiating yourself on the cluttered product shelf, and providing real innovation where products are most similar. And in this clip, Housenbold outlines the numerous facets of his services and products and the decisions that put them into place.

Housenbold, Jeff, When Not to Listen to Your Customer 2008-04-16 1985

When Not to Listen to Your Customer

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Do research, but don't let your customers tell you what do build. Too often, says Housenbold, Jeff, Shutterfly's CEO, the customer doesn't know what they want, and rarely in market study will they admit that they're willing to pay more for a premium product. For example, 96 percent of Shutterfly customers polled said they wanted a brick and mortar outlet, but only seven percent of customers use it.

Housenbold, Jeff, Running a Print Business in a Paperless World 2008-04-16 1986

Running a Print Business in a Paperless World

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Why print photos when the blog is king? And who prints photos in the age of digital cameras? Shutterfly CEO Housenbold, Jeff explains how an old-fashioned business like photo printing is surviving - and thriving - in electronic media. He also discusses how technological innovations are reducing environmental resources in the photo industry landscape.

Housenbold, Jeff, Quick Tips to Career Success 2008-04-16 1987

Quick Tips to Career Success

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Shutterfly CEO Housenbold, Jeff rattles off a roster of quick and valuable bits of advice for the aspiring entrepreneur and employee of corporate America. Highlights include finding yourself a mentor invested in your success. He suggests learning where the money is made in a company, and building a career in that sector. Find wide areas of growth or turnaround and you will have the opportunity for broader success. And, uncover your boss' problems - and your boss' bosses' problems - and work to solve them. Don't dwell on titles; go to work to learn. Your intelligence is the ante, but it's luck that rings the cash register.

Housenbold, Jeff, Dutiful Delegation 2008-04-16 1988

Dutiful Delegation

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Success is not how smart you are; it's how you can get people to do what you want. Learning to delegate and to build a team was one of the hardest lessons for Housenbold, Jeff, the CEO of Shutterfly, to master early in his career. With the insight of hindsight, he now sees effective team leading as a critical step in learning the right balance between career and self, and keeping the ego and ambition in check.

Yunus, Muhammad, Freeing Up Capital 2008-02-05 1989

Freeing Up Capital

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Muhammad Yunus, founder of the Grameen Bank, never aspired to work as a banker. While he was teaching economics in Bangladesh, his country was in the middle of a famine. After speaking to many small business owners, Yunus realized that these small businesses could not get access to fair loans to start their own enterprises. His idea was to start a microlending program to free the poor entrepreneurs from usury and give them access to the capital they needed to get started.

Mankar, Urmee Mehta, Urban Model for Microfinance 2008-03-04 1991

Urban Model for Microfinance

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Urmee Mehta Mankar works for Swadhaar Finances, an organization that focuses on building an urban model for microfinance to individuals and groups in Mumbia, India. Mumbai offers a unique environment to survey an urban finance situation and develop a lending methodology to be scaled beyond Mumbai. Mankar recounts lessons learned and how partner Unitus has been helpful for Swadharr during the startup phase.

Hosagrahar, Dhattatreya, Microlending to Indigenous Populations 2008-02-26 1992

Microlending to Indigenous Populations

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Dhattatreya Hosagrahar, of the Institute of Integrated Resources Management, works with indigenous populations near the Chinese border of Northeastern India. Hosagrahar talks about his relationship with his rural clients, the partnership with Unitus, population growth and the future of Indian development.

Moily, Harsha, Beyond Microfinance 2008-02-19 1993

Beyond Microfinance

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The CEO of Moksha-Yug Access, Harsha Moily, explains how his microfinance institution offers a variety of services to poor rural clients. He explains how clients need more than loans and how insurance serves as a risk mitigation tool for farmers growing crops or raising animals. Moily is optimistic about India's growing economy and predicts that many Indians will rise from poverty in the future.

Perlas, Vincent, Microfinance Success Stories 2008-02-12 1994

Microfinance Success Stories

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Vincent Perlas is a former doctor, and head of microfinance for Lifebank, an organization located in rural Philippines. Lifebank tells a story of how microlending has helped a disabled woman pull her family from poverty and into the middle class. Perlas discusses the three ingredients to success, which he outlines as spirit, methodology, and funding.

Rothkopf, David, The 80/20 Rule 2008-04-16 1996

The 80/20 Rule

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Just twenty percent of the members in any group or social system own eighty percent of the assets, indicative that scale indicates a growing concentration of power. The top 2,000 companies employ and influences a million people in the modern world, says author Rothkopf, David. With cross-ownership and networking in all circles - business, military, religion, and the Internet among them - a few succeed, but the majority of participants within any given system are marginal.

Rothkopf, David, The Rise of the Superclass 2008-04-16 1997

The Rise of the Superclass

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We can't legislate against historical trends in the global age, but we can look more closely at the well-networked superclass - those who have broad influence across international borders on a regular basis. The Superclass has money, power, and influence - but it's woefully short on ethics in the global interest. Author Rothkopf, David (Superclass: The Global Power Elite and the World They Are Making) describes this influential core of the global power structure and stresses that economic prosperity can't be the only metric of a civilization's success.

Rothkopf, David, The Powerful Alignment of Interests 2008-04-16 1998

The Powerful Alignment of Interests

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Sheer brainpower, strength in numbers, and good old fashioned networking is how the nature of world influence is established. Skewed and disproportionate, modern power structures that regulate global problems happen only when the elite meet, says author Rothkopf, David. And decisions made based on these meetings often do not adequately represent the people or the interests that they are meant to serve.

Rothkopf, David, Redefining Community - And Holding it Accountable 2008-04-16 1999

Redefining Community - And Holding it Accountable

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If we don't recognize that the unequal distribution of wealth is unsustainable, then, perhaps, says author Rothkopf, David, more sinister political tensions and divisions will ensue. He advocates that the planet needs to reflect upon why we have one set of rules for our geographic community, and a different set of rules for institutions, among them the for-profit sector. Only when we hold the powerful players in economics responsible for contributing to the welfare of our community as we would a neighbor, says Rothkopf, will the interests of the globe at large become balanced.

Rothkopf, David, European Advances in Green Energy 2008-04-16 2000

European Advances in Green Energy

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If the people who set the prices are the same people who set the production levels, then it's not really a market, and true supply and demand are a farce. Rothkopf, David, author of Superclass: The Global Power Elite and the World They are Making, says that Europe is leading the planet in green energy technology thanks to government subsidies, including biofuels and wind energy. Rothkopf is optimistic that the US will eventually adopt these policies toward energy, though our current system is corrupted by nearsighted, pure financial interest.

Diamandis, Peter H., Put Your Passions into Flight 2008-04-23 2001

Put Your Passions into Flight

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If you're only working to serve someone else, stop. Only when you're following your true passions - in the case of Diamandis, Peter, founder of X PRIZE and multi-time space entrepreneur and enthusiast - can you withstand the bumpy path to success. And if you're unsure of where your passions lie, simply revisit what you daydreamed about most from your childhood. This, says Diamandis, is where all the biggest ideas first hatch.

Diamandis, Peter H., Bluffing Millions in Financial Backing 2008-04-23 2002

Bluffing Millions in Financial Backing

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Inspired by Charles Lindberg's Spirit of St. Louis, X PRIZE founder and space entrepreneur Diamandis, Peter explains to interviewer George Zachary of Charles River Ventures that offering a high profile cash reward can often be more financially advantageous - and more aggressive in moving forward a societal push - than simply funding a good idea. Diamandis describes his incredible quest for funding, pitching hundreds of potential benefactors without success. Not to be deterred, he announced the first X PRIZE contest with no competing teams and not a penny of the $10 million prize money on hand. His unbelievable tale grows even longer as he describes how funding came from a bet placed with a space insurance company, and how he had to scramble for the $50 thousand premium every month.

Diamandis, Peter H., Risk is a Necessity for Exploration and Growth 2008-04-23 2003

Risk is a Necessity for Exploration and Growth

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Space entrepreneur and X PRIZE Founder Diamandis, Peter believes that the world today is far too adverse to risk. True breakthroughs that expand scientific capability take a tremendous amount of adventurous spirit, which means real mavericks need to be audacious in order to discover greatness.

Diamandis, Peter H., The ROI of Prize Incentives 2008-04-23 2004

The ROI of Prize Incentives

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In conversation with Charles River Ventures' George Zachary, Diamandis, Peter, founder of the X PRIZE, describes how prizes for great, global, revolutionary achievement are a new form of philanthropy. He funds the X PRIZE with both private gifts and corporate funds, and outlines how prizes can be an efficient investment in new technologies with tremendous returns.

Diamandis, Peter H., Energetic Fundraising 2008-04-23 2005

Energetic Fundraising

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Fundraising is simply an energy transfer to further your projects, says entrepreneur and X PRIZE founder Diamandis, Peter. It's also the most critical skill an entrepreneur can have. When trying to raise funds, it's critical to remember that you have to ask for what you want, and that you have to give others the opportunity to be involved. And, says Diamandis, never walk away from a potential funder without something; whether it's dollars, feedback to help you pitch more efficiently, or the phone number of another contact.

Diamandis, Peter H., A New Model for Philanthropy 2008-04-23 2006

A New Model for Philanthropy

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Traditional philanthropy invests in a limited circle of people, whereas the X PRIZE, says its founder Diamandis, Peter, funds a broader landscape of people and ideas that succeed. Diamandis is encouraging large foundations like the Carnegies and the Fords to consider adding cash incentive prizes into their portfolio of philanthropy, as he believes the rewards from this new form of public enrichment and exploration are much richer.

Chandrasekaran, Anand, 1978-, Chew on This: An Unexpected Product Launch 2008-04-30 2007

Chew on This: An Unexpected Product Launch

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Chandrasekaran, Anand, Producer of Tapestries of Hope, tells the tale of a small soap maker who realized that the gum they were giving away as a promotional item began to outshine their core product. The company had to make a bold decision to focus on what's selling, rather than what they deemed their core competency, and the rest is entrepreneurial history. Chandrasekaran's lesson is that we should keep ourselves receptive to new ideas and new opportunities, even if they seem out of scope.

Chandrasekaran, Anand, 1978-, Dive Deeply into Problems and Solutions 2008-04-30 2008

Dive Deeply into Problems and Solutions

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If the goal of the entrepreneur or the social catalyst is to catch a big fish, you've got to go into deep water, says filmmaker Chandrasekaran, Anand. Live deeply and passionately and make a big splash.

Risley, Michealene C., Funding Artistic Activism 2008-04-30 2009

Funding Artistic Activism

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How do you raise awareness and still pay off investors? And how do you motivate your audience to action? These are the challenges of activists and documentary filmmakers Michealene C. Risley and Chandrasekaran, Anand, and they talk about viral innovations in fundraising in the field, like IndyGoGo.com, and the appeal of offering fundraising architecture that's both non-profit and for-profit.

Risley, Michealene C., Financial Support for the Arts 2008-04-30 2010

Financial Support for the Arts

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We're living in the YouTube world, say documentary film Tapestries of Hope creators Michealene C. Risley and Chandrasekaran, Anand. While the statistics are stacked against their film making money, these seasoned cinematic entrepreneurs say still possible to find investors willing to support their core mission and bolster their passion.

Decker, Patricia S. (Patricia Sue), 1950-, The Guiding Light of Customer-centricity 2008-05-07 2011

The Guiding Light of Customer-centricity

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It's difficult to do and it's difficult to change, but a focus on putting customers first is the most powerful thing an enterprise can do, says Decker, Sue, President of Yahoo!. Decker admits that some of the company's strategic hurdles have come from thinking of their products and their technology as the forefront of the business, rather than a total consideration of the end-user experience.

Decker, Patricia S. (Patricia Sue), 1950-, An Unscalable Ecosystem 2008-05-07 2012

An Unscalable Ecosystem

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When Yahoo! was a small company sorting through websites, says President Decker, Sue, it was easy to stay close to the customer through the three legs of their business; advertisers, users, and content publishers. But as they began their upward scale to 500 million users, the systems they had in place could not hold. Their size and focus, Decker reflects, blinded them to the needs of their customer for many years.

Decker, Patricia S. (Patricia Sue), 1950-, The Three Phases of Yahoo! 2008-05-07 2013

The Three Phases of Yahoo!

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In the early days of the company, the market was on fire, and global outreach was key. At the turn of the millennium, the company gained strength and began to monetize their web presence. And since 2006, the company has been striving to reorganize and funnel its content around an integrated audience. President of the company Decker, Sue unveils Yahoo!'s latest evolution of strategy, organization, and process, and explains how the company's size and scale is both an asset and a detriment to its success.

Decker, Patricia S. (Patricia Sue), 1950-, Delivering the Customer to the Advertiser 2008-05-07 2014

Delivering the Customer to the Advertiser

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The advertiser doesn't care what media property they're buying online; they simply want to reach their demographic. Yahoo! President Decker, Sue explains how the company did not make the most of its competitive advantage to bring the customer to the right ads and how they were late to measure their advertising's effectiveness. Decker further explains how the company is changing its capabilities today, and improving its speed of delivering advertising optimization.

Decker, Patricia S. (Patricia Sue), 1950-, Open and Social 2008-05-07 2015

Open and Social

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If you love something, set it free and it will come back to you, says the old adage. But as Decker, Sue, President of Yahoo! explains, this sentiment also applies to advertising-driven online real estate. The front page of the popular search engine has always been a popular destination - and a great source of revenue for the company. But Decker explains why Yahoo! has chosen to eschew solid revenue in exchange for allowing that space to be controlled by the interest of its users - and the message that gesture sends to the Yahoo! community.