Guide to the Stanford Technology Ventures Program, Entrepreneurial Thought Leaders Seminar, Videorecordings SC1209

Daniel Hartwig
Department of Special Collections and University Archives
July 2014
Green Library
557 Escondido Mall
Stanford 94305-6064
specialcollections@stanford.edu


Language of Material: English
Contributing Institution: Department of Special Collections and University Archives
Title: Stanford Technology Ventures Program, Entrepreneurial Thought Leaders Seminar, videorecordings
creator: Stanford University. Stanford Technology Ventures Program.
Identifier/Call Number: SC1209
Physical Description: 391966.72 megabyte(s)
Date (inclusive): 2001-2014

Information about Access

The materials are open for research use.

Ownership & Copyright

All requests to reproduce, publish, quote from, or otherwise use collection materials must be submitted in writing to the Head of Special Collections and University Archives, Stanford University Libraries, Stanford, California 94305-6064. Consent is given on behalf of Special Collections as the owner of the physical items and is not intended to include or imply permission from the copyright owner. Such permission must be obtained from the copyright owner, heir(s) or assigns. See: http://library.stanford.edu/spc/using-collections/permission-publish.

Cite As

[identification of item], Stanford Technology Ventures Program, Entrepreneurial Thought Leaders Seminar, Videorecordings (SC1209). Dept. of Special Collections and University Archives, Stanford University Libraries, Stanford, Calif.

Biographical/Historical note

The Stanford Technology Ventures Program (STVP) is the entrepreneurship center at Stanford University's School of Engineering. Hosted by the department of Management Science and Engineering, STVP is dedicated to accelerating high-technology entrepreneurship education and creating scholarly research on technology-based firms that, in turn, provides new insights for students, scholars, and business leaders.
STVP provides undergraduate and graduate students from all majors with the entrepreneurial skills needed to use innovations to solve major world problems, with an emphasis on the environment, human health, information technology, and other global issues. Research efforts tackle the challenges of creating successful ventures and innovative large firms, and then taking that knowledge to the classroom and publication. Their global outreach program includes annual conferences on several continents and a website that includes thousands of video clips and podcasts regarding technology entrepreneurship and innovation. They strive to create new ideas, and inspire and prepare students to be leaders in existing organizations, new ventures, and academia.
The Draper Fisher Jurvetson (DFJ) Entrepreneurial Thought Leaders (ETL) Seminar is a weekly lecture series on entrepreneurship featuring entrepreneurs, innovators and industry leaders. Stanford students can earn credit for attending the series by registering for MS&E 472. The series is also free and open to the public.
Examples of past speakers include:
Founders of: Google, Facebook, AOL, JetBlue, Instagram, Yahoo!, LinkedIn, Twitter and Zynga
Venture capitalists: John Doerr, Steve Jurvetson, Vinod Khosla, Mark Suster and Brad Feld
Executives from market leaders: Cisco, Electronic Arts, HP, NVIDIA, Genentech, Microsoft and Amazon
Social entrepreneurs from: The Global Fund for Women, Conservation International, Teach for America and Nika Water
Leading voices on high-tech entrepreneurship: Geoffrey Moore, Guy Kawasaki, Reid Hoffman and Steve Blank

Subjects and Indexing Terms

Technology -- Social aspects -- Study and teaching
Technology -- social aspects.
High technology industries -- California
High technology -- Research.
High technology industries -- California -- Santa Clara County.
Stanford University. Stanford Technology Ventures Program.

 

Videorecordings 2001-2014

 

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

Entrepreneurship in Established Companies

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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.

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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?

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

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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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Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

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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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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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Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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!

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

Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Career Advice

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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)

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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!

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

Scope and Content Note

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)

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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!

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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.

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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.

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

The founders soon realized that a major part of the high burn rate was due to fraud. They admit to being very naïve 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)

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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)

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

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

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

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

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

Scope and Content Note

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

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

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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!

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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!

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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!

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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)

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

Scope and Content Note

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)

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

Ku describes the process of licensing a technology from start to finish.
 

Ku, Katharine, The Big Ones 2005-03-02 1293

The Big Ones

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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"

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

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!

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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?

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

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

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

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

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

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

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

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

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

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

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

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

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

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)

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)

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

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

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

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

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

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

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

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

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

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

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

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

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

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

Scope and Content Note

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

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

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

Scope and Content Note

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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.

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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.

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

Scope and Content Note

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

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

Scope and Content Note

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.

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

Scope and Content Note

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

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

Scope and Content Note

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.

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

Scope and Content Note

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.

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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.

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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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Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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?

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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

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

Scope and Content Note

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!

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

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

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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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

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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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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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Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

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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Scope and Content Note

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.
 

Decker, Patricia S. (Patricia Sue), 1950-, On the Verge of an Acquisition? 2008-05-07 2016

On the Verge of an Acquisition?

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Microsoft came knocking, but they and Yahoo! could not agree on a price, says Decker, Sue, president of the search engine and online community. Decker attributes the incomplete partnership to a difference of vision in the potential value of the company, and says that in its wake, Yahoo! is weighing a number of options for the future.
 

Decker, Patricia S. (Patricia Sue), 1950-, Monetizing Search Capabilities 2008-05-07 2017

Monetizing Search Capabilities

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Yahoo! President Decker, Sue explains the search engine's testing of Google tools to help close the gap between user search and moneymaking ad clicks. She explains that the partnership was part of the due diligence necessary to benchmark Yahoo!'s own capability to turn search engine users into those who buy from well-targeted on-site ads.
 

Brilliant, Lawrence B., Strategic Philanthropy 2008-05-14 2018

Strategic Philanthropy

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Find something in the world you're capable of fixing, and use all the skills at your disposal to make it work. Acting for the common good should be as commonplace and as devotional as going into business, says Google.org Executive Director Brilliant, Larry. Making the world a better place should take the same focus as devising the next great widget.
 

Brilliant, Lawrence B., Hunting for the Right Cause 2008-05-14 2019

Hunting for the Right Cause

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In addition to dollars, Google.org harnesses the company's engineering talent to try to make the world fairer, more just, and safer, says the corporate non-profit's Executive Director Brilliant, Larry. The company made a decision to dedicate one percent of its profits to global causes. It took 18 months to find that unique short list of problems that Google could uniquely solve, at the right scale, with sustainable results. Brilliant also explains his philosophy of Ghandi's talisman which helped him find the right focus.
 

Brilliant, Lawrence B., A New Breed of Entrepreneur 2008-05-14 2020

A New Breed of Entrepreneur

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Young people with mammoth commercial success have bred a new kind of philanthropic entrepreneur, says Google.org's Executive Director Brilliant, Larry. And Brilliant also explains his optimism in smallpox, using it as a case study on a managed disease that once killed half a billion people worldwide. Through global unity and a concentrated effort, akin to what Google.org strives to accomplish in other areas, the virus was eradicated; thanks, in equal parts, to scientific discovery and philanthropic will.
 

Brilliant, Lawrence B., Google.org's Five Core Initiatives 2008-05-14 2021

Google.org's Five Core Initiatives

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After a mock trial session to whittle down the most critical causes from an applicant pool of 10,000, Google.org chose just five areas of concentration: renewable energy, plug-in vehicles, prevention of pandemics, famines, and floods, public services for the poor, and job creation. And the organization's Executive Director, Brilliant, Larry, offers this overview of these pressing global issues, and pinpoints Google's resources dedicated toward finding solutions, using tools such as financing, Google Earth, and the engineering of solar energy.
 

Brilliant, Lawrence B., Unreliable Donations 2008-05-14 2022

Unreliable Donations

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Money that often fuels traditional philanthropic efforts comes from government money or a foundation. But relying on these sources for income is not a sure bet, says Executive Director of Google.org Brilliant, Larry. Great causes can lose their financial footing easily, particularly when caught in-between political administrations with differing world views.
 

Brilliant, Lawrence B., Recruiting More .Org's 2008-05-14 2023

Recruiting More .Org's

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Brilliant, Larry, Executive Director for Google.org, confesses that the company stole the idea for a profit-driven non-profit from Salesforce.com. Brilliant reminds us that only privately-held companies can give their money to charity, but that Google is optimistic about recruiting other large enterprises to work in the public interest.
 

Melo, John, Synthetic Biology in Action 2008-05-21 2024

Synthetic Biology in Action

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From an open-source anti-malarial compound to renewable energy resources, Amyris Biotechnologies CEO Melo, John explains his enterprise's corporate acts of altruism, as funded by the Gates Foundation. In his words, it's a win-win situation: His organization undertakes innovative science, saves thousands of lives, and conserves natural resources.
 

Melo, John, Planning for the Market 2008-05-21 2025

Planning for the Market

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Even after the first round of financing, budding start-up Amyris Biotechnologies didn't quite realize the potential of its assets or its market possibilities, says company CEO Melo, John. The company made a choice. And rather than exploring the limits of the technology simply for technology's sake, they thought instead about exploring the needs of the marketplace. They first looked at the attributes of existing energy sources, and then investigated molecular alternatives that can mesh with current capabilities.
 

Melo, John, Driving Low Cost and Time to Market 2008-05-21 2026

Driving Low Cost and Time to Market

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Scope and Content Note

Rather than simply re-invneting the wheel on new energy sources, Amyris Biotechnologies CEO Melo, John discusses his company's decision to focus on blended fuels that already meet market specifications. This practice, he points out, can get alternatives competing in the marketplace years faster than starting a formula from scratch. Melo also discusses his enterprises' numerous cost-saving techniques, such as simplified manufacturing, low capital investment, and efficient fermentation toward product growth.
 

Melo, John, Comparing Start-Ups to Fortune 500 2008-05-21 2027

Comparing Start-Ups to Fortune 500

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Having worked both for Big Oil and for start-up companies, Amyris Biotechnologies CEO Melo, John compares the work environment of the two - particularly when it comes to seeking capital. But the start-up environment offers a unique lure, says Melo - the potential to be on the right side of environmental change. In addition, the Amarys founders, the investors interested in scientific progress, and the potential for technological innovation were all powerful magnets pulling him from the large corporate environment.
 

Melo, John, Attracting Promising Talent 2008-05-21 2028

Attracting Promising Talent

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After fundraising, Melo, John, CEO of Amyris Biotechnologies, says that targeting human resources is his second largest priority. But being a smart candidate simply isn't enough, he reports; what's critical is being able to deliver in a group environment. Melo reports that reeling in the smartest and the best in the field is made easier by having an exciting in-house project on which to work.
 

Melo, John, Do What You Like to Get Where You Want 2008-05-21 2029

Do What You Like to Get Where You Want

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Melo, John, CEO of Amyris Biotechnologies, enjoyed building oscilloscopes, circuits and transistors - and yet he was a college dropout. In this clip, Melo comments on his non-linear career path and how his passion, personal interest, and sense of independence have propelled him from one episodic position to another. He states that he first looked for opportunities to do the things he loved to do, and then focused on the places he wanted to be.
 

Seidenberg, Beth, Five Metrics for Venture Success 2008-05-28 2030

Five Metrics for Venture Success

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How do investors gauge whether a company is one from a pool of thousands worth their resources? KPCB partner Seidenberg, Beth shares her firm's five measures for financial fortitude. In this clip, she outlines leadership, and how this is the most important talisman of a growing enterprise's success. In addition, she discusses the importance of large, fast-growing, under-served markets, and KPCB's willingness to take risk with new technologies. Reasonable financing structures and a sense of market urgency are also key indicators; being the first and being the best matters. Founders who are missionaries, not mercenaries, nearly always seal the deal.
 

Seidenberg, Beth, The Silicon Valley Ecosystem 2008-05-28 2031

The Silicon Valley Ecosystem

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Boston and San Diego can claim some footing, but Silicon Valley is truly the hub for technological innovation, says KPCB partner Seidenberg, Beth. Her venture firm is doing some work in Europe and China, but Valley culture includes education, technical expertise, talent, and access to capital unparalleled elsewhere. To illustrate her point, Seidenberg offers a case study that compares the ecosystems of Southern California to the offerings of Northern California universities and Sand Hill Road.
 

Seidenberg, Beth, Graduating New Technologies 2008-05-28 2032

Graduating New Technologies

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Ninety percent of KPCB's new technologies come from university research, reports partner Seidenberg, Beth. But how do the pieces come together? It all may begin with a good idea, but even the most brilliant and innovative technology needs a practical application for building a sustainable entity.
 

Seidenberg, Beth, A Snapshot of Early Financing 2008-05-28 2033

A Snapshot of Early Financing

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Demonstrating her lesson using a case study of a medical device company, KPCB partner Seidenberg, Beth offers an illustrative example of what angel and first-round financing might look like for the upstart enterprise. Her advice includes tips on seeking seed money, and why a small company shouldn't go out for financing too soon. Incrementally building dollars around real milestones is critical for real investment and corporate success.
 

Seidenberg, Beth, Cost Differentiation of a Start-Up 2008-05-28 2034

Cost Differentiation of a Start-Up

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Less contingency planning, a smaller team, shorter spells of tinkering and perfectionism... Parter at KPCB Seidenberg, Beth analyzes the differences in efficiencies between the corporate world and the start-up environment. Retaining its nimble nature, says Seidenberg, is the best way for any enterprise to withstand its regular crisis cycle.
 

Seidenberg, Beth, Who Owns What? 2008-05-28 2035

Who Owns What?

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Seidenberg, Beth, a partner at VC firm KPCB, says that in the beginning of a company's life cycle, founders typically own the majority of a budding enterprise - often as much as 80 percent, sharing the remainder with seed funders. But as that company continues to flower and VC investors are brought into the fold, that number can drop substantially, with firms owning anywhere from 20-60 percent. Founders are motivated to increase their ownership stake, and the only way to accomplish this, says Seidenberg, is for them to increase the company's value overall.
 

Seidenberg, Beth, Trends in Venture Capital Interest 2008-05-28 2036

Trends in Venture Capital Interest

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In 2007, $30 billion was invested in new business, with the majority of it in California and focused on green technologies. KPCB partner Seidenberg, Beth gives her take on the pulse of current venture capital areas of exploration. Highlights include third-party applications for the iPhone, life sciences and medical innovations, pandemic preparedness and biodefense, and global initiatives.
 

Seidenberg, Beth, Understanding the Overseas Investment Market 2008-05-28 2037

Understanding the Overseas Investment Market

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Scope and Content Note

Culturally, the differences can be night and day. Financially, the rules can be completely different. Rather than trying to operate in China and jump its many hurdles from afar, KPCB partner Seidenberg, Beth says her firm found the best entrepreneurs in the country and partnered with them, giving them the Kleiner Perkins Caufield & Byers brand. In India, the business community works more closely with Silicon Valley, simply assigning its partners to the ground and forging relationships with other serial entrepreneurs.
 

Conley, Chip, Rediscovering Psych 101 During a Time of Crisis 2008-05-19 2038

Rediscovering Psych 101 During a Time of Crisis

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Though Conley had a great experience in business school, an area of study that has become very useful for him as an entrepreneur is psychology. The dot-com bust and other outside forces presented an unforeseen challenge in a time of uncertainty. Searching for answers, Conley came across the work of Abraham Maslow, whose theories helped him rediscover his original purpose in starting the company. Through innovation based on "higher" needs, Conley took a fresh look at Joie de Vivre Hotels, the largest Hotelier in Northern California.
 

Conley, Chip, Using Maslow's Hierarchy of Needs to Redesign a Business Plan 2008-05-19 2039

Using Maslow's Hierarchy of Needs to Redesign a Business Plan

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Scope and Content Note

Conley explains his own interpretation of Maslow's Hierarchy of Needs, learned in the context of the hospitality industry. As an entrepreneur, he realized that just as people strive to "be all they can be", so too can companies. Conley suggests that there are three steps toward elevating to a transformative "self-actualization". Conley believes these needs can be found in employees, customers, and investors. Joie de Vivre Hotels redesigned their business model, keeping in mind the "higher" needs of these three key constituencies.
 

Conley, Chip, Using Training to Instill a Sense of Purpose 2008-05-19 2040

Using Training to Instill a Sense of Purpose

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Conley believes that employees perceive their employment in one of three ways: As a job, as a career, or as a calling. Employees that see their employment as a career or a calling tend to build relationships through excellent customer service. Rather than increasing advertising, Joie de Vivre Hotels invests in its employees by implanting a sense of ownership. In off-site retreats, employees at all levels are asked to give their input on the company's strategy. The results can be seen in employee and customer satisfaction surveys. In an industry where employee turnover can be as high as 70-100%, Conley's company has lowered its turnover to 24%.
 

Conley, Chip, Increasing Self-worth of Employees 2008-05-19 2041

Increasing Self-worth of Employees

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In an offsite retreat, Joie de Vivre Hotels asked their housekeeping staff to describe an alternate title for their jobs. Rather than being called a "maid", the staff described themselves as "a mom away from home" or the "piece of mind police". Employees who focus the higher calling, rather than the tasks they do, have a higher sense of purpose and understand the impact of their work.
 

Conley, Chip, Efficient markets - Great for Customers, Tough on Business 2008-05-19 2042

Efficient markets - Great for Customers, Tough on Business

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

During the economic downturn that followed the dot-com bust, there were many travel bargains to be found through new websites such as Expedia and Priceline. In what is called an efficient market, customers had a flood of bargains at their fingertips. Joie de Vivre Hotels was forced to lower room prices and pay commissions to these third-party websites.
 

Conley, Chip, Using Technology to Meet Customer's Desires 2008-05-19 2043

Using Technology to Meet Customer's Desires

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Though Expedia was able to address the base of Maslow's pyramid, they did not address the customer's higher needs. Using technology, Conley's company was able to meet customer desires by tracking customer preferences in much the same way that Amazon and Netflix do. Upping the ante, Joie de Vivre went on to meet the customer's unrecognized needs by giving each hotel its own unique personality.
 

Conley, Chip, Using Website Innovations to Meet Unrecognized Needs 2008-05-19 2044

Using Website Innovations to Meet Unrecognized Needs

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In order to match the specific personalities of customers with the specific personalities of their hotels, Joie de Vivre implemented a creative website innovation. Using an avatar and an online survey, the website is able to provide a hotel that is tailor made to fit the individual customer. In order to meet another unrecognized need of the customer, the site provides psychographically customized travel advice that is off the beaten track. As a result of this innovation, Joie de Vivre now receives 70% of its bookings through its own website and has won E-marketer of the year awards several years running.
 

Conley, Chip, Dealing With Complaints 2008-05-19 2045

Dealing With Complaints

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Scope and Content Note

When receiving complaints, Conley recommends that managers drop everything and immediately contact the offended party. Even if you cannot solve the problem, immediate response can halt deepening resentment and the viral effects of negative word-of-mouth PR. Though Conley believes that employees are actually more important than customers, it is important for employees to understand the customer's point of view and not become defensive when a customer complains.
 

Conley, Chip, How to Give Bad News to Investors During Difficult Times 2008-05-19 2046

How to Give Bad News to Investors During Difficult Times

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

During the economic downturn of 2002, instead of distributing dividends, Joie de Vivre was forced to ask investors to help out the company financially. Rather than approaching investors in a completely solemn manner, Conley explains how approaching his investors with a sense of humor helped in the negotiation and persuasion process.
 

Blank, Steven G., Rethinking the Product Development Process 2008-10-01 2056

Rethinking the Product Development Process

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The canonical product development model - concept, develop, alpha, beta, first customer, ship - is how Silicon Valley grew strong. But why does this process to build a business only succeed part of the time? And how can early stage ventures reduce their overall risk? Serial entrepreneur Blank, Steve points out that most founding partners strongly focus on product and ship. But too often, startups confuse engineering's accomplishments with marketing and sales success, and they pop the champagne corks too soon.
 

Blank, Steven G., Assessing Customer and Market Risks 2008-10-01 2057

Assessing Customer and Market Risks

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Scope and Content Note

The odds of success in Silicon Valley are about 1,000:1. How can so many good ideas fail to find their place in the market? Too many start-ups burn too many resources on sales and marketing too soon, says serial entrepreneur Blank, Steve. Less than ten percent of start-ups fail because of faulty technology or engineering, whereas most allude success because they don't pinpoint the right market or the right customer.
 

Blank, Steven G., The Customer Development Process 2008-10-01 2058

The Customer Development Process

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Any assumption that an entrepreneur makes about their customers and markets is nothing but a guess, says serial entrepreneur Blank, Steve. But how can one prove a working hypothesis? It goes beyond soliciting friends for feedback in the dorm room. Successful ventures locate real customers in the field, solicit their feedback, and deeply analyze the customers whose problems they hope to solve.
 

Blank, Steven G., Engineers and Founders: The First Sales Team 2008-10-01 2059

Engineers and Founders: The First Sales Team

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Scope and Content Note

The most radical thing a new company can do is sell their product, says serial entrepreneur Blank, Steve. He believes that the company founders - not the sales team - should be the first to try to turn a profit, as they will learn firsthand about their product's shortcomings and usability. Great engineers directly understand what their customers need.
 

Blank, Steven G., Don't Seek Publicity Too Soon 2008-10-01 2060

Don't Seek Publicity Too Soon

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Scope and Content Note

Public relations and media contact should be strategic, rather than serendipitous. Serial entrepreneur Blank, Steve is deeply against media coverage for a fledgeling start-up, as too many factors are variable in the early stages of a growing business.
 

Blank, Steven G., Company Building as Shakespearean Tragedy 2008-10-01 2061

Company Building as Shakespearean Tragedy

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Silicon Valley lore includes anecdotes of company founders being thrown out of their own companies. But starting a company and growing a company are two different skill sets, says serial entrepreneur Blank, Steve. Investors are often frightened away by world class entrepreneurs who know how to build, but not deepen and enrich, a later stage enterprise. The tragedy, says Blank, is that the largest, best-known tech companies are still run by their founders - think Microsoft, Oracle, or Apple. The gap in this insight, says Blank, is of theatrical proportion.
 

Blank, Steven G., Acting on Customer Discovery 2008-10-01 2062

Acting on Customer Discovery

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Scope and Content Note

Customer feedback simply cannot be outsourced, according to serial entrepreneur Blank, Steve. Here he shares an anecdote demonstrating the importance of founders speaking directly to customers. Blank recalls how entrepreneur Alan Michaels was forced to listen to customer needs and altered his product accordingly. These changes turned single-digit sales into the thousands, and resulted in an eventual $400 million company sale.
 

Blank, Steven G., No VP's in a Start-up 2008-10-01 2063

No VP's in a Start-up

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Scope and Content Note

Start-ups are not junior versions of larger companies. It's a different animal, says serial entrepreneur Blank, Steve. Rather than developing a sales team or a marketing team from the get-go, Blank believes that a launching company should bring them together under the umbrella of customer development.
 

Blank, Steven G., Intimate Customer Understanding 2008-10-01 2064

Intimate Customer Understanding

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Scope and Content Note

An entrepreneur needn't be a heart surgeon, but they must have an understanding of the tools a heart surgeon might need. That said, learning a business vertical is the responsibility of a great financier, regardless of its complexity, says Blank, Steve, serial entrepreneur. Without this depth of customer understanding - knowing their problems and why they buy - no new venture can succeed.
 

Straser, Erik, Clean Tech's Global Opportunity 2008-10-08 2065

Clean Tech's Global Opportunity

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As the tech bubble was bursting on American soil, Mohr Davidow Ventures partner Straser, Erik realized that a tremendous opportunity was rising overseas. Forty percent of the planet's population is coming into a middle-class standard of living, and infrastructure and energy to support their desire for products and services is to become the driving force behind his career focus. This observation motivated the investor to explore the growing field of clean technologies.
 

Straser, Erik, An Emerging Market: Investing in Nanosolar 2008-10-08 2066

An Emerging Market: Investing in Nanosolar

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In this clip, Straser, Erik, a partner at Mohr Davidow Ventures, discusses a case study of his firm's investment in a new solar technology modeled after printing a daily newspaper. Straser speaks in depth about reducing the costs and complexity of the sector, choosing the right entrepreneur, and gauging the level of capital investment required.
 

Straser, Erik, The Credit Crisis Hits Sand Hill Road 2008-10-08 2067

The Credit Crisis Hits Sand Hill Road

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Will the nation's famed investment avenue suddenly reach a dead end? The map toward future investment could be marred with tighter coffers in a poor economic climate, says Mohr Davidow Ventures partner Straser, Erik, though good and intrepid companies will likely continue to find backers. Alternative sources of capital are a necessity in a global financial crisis, says Straser, and emerging technologies will likely feel the pinch of the higher cost of capital resulting from the credit crisis of 2008.
 

Straser, Erik, Find a Wave and Ride It 2008-10-08 2068

Find a Wave and Ride It

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Scope and Content Note

Learning the history of Silicon Valley, says Straser, Erik, partner at Mohr Davidow Ventures, is the best method to predict its future. He suggests that students of business and entrepreneurship investigate the emerging trends in technology at research universities and elsewhere to unearth the Valley's forward focus. His advice: Find a lengthy, immutable trend that will permeate the next the 30 years, jump on it, and launch your career.
 

Straser, Erik, Honing in on the High Points of Clean Tech 2008-10-08 2069

Honing in on the High Points of Clean Tech

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Scope and Content Note

A good VC must be be thesis-driven, says Straser, Erik, a frequent investor in alternative technologies and partner at Mohr Davidow Ventures. Waiting for new ideas and technologies to come knocking on your door is a slow reactive strategy, and it won't produce leaders in the field. Stay meshed in the university research centers where innovation is being extracted, and the investor will attract the right entrepreneurs.
 

Straser, Erik, Emerging Long Waves of Research and Industry 2008-10-08 2070

Emerging Long Waves of Research and Industry

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In addition to his focus on clean technologies, Mohr Davidow Ventures VC Straser, Erik has his eye on other global trends capable of significant macroeconomic consequences. Biofuels, bioengineering, more quantitative study in medicine, and the exploration of lifestyle diseases, in Straser's analysis, all present the seeds of future entrepreneurial endeavors.
 

Straser, Erik, Public Policy Support of Alternative Energies 2008-10-08 2071

Public Policy Support of Alternative Energies

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Venture is more policy-influenced than ever before, says Erik Staser, Mohr Davidow Ventures partner. For the first time ever, public policy has a horizon of investment tax credit to help facilitate long-term investment in clean technologies. Says Straser, the Valley is learning to plan its investment strategies within the confines of burgeoning and supportive policy framework.
 

McDonough, William, Beyond Socially Responsible Business 2008-10-15 2072

Beyond Socially Responsible Business

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Any "ism" is an extreme and dangerous thing, says McDonough, William, McDonough + Partners. And finding that balance between capitalism, socialism, and ecologism is the engineering of good design and sustainable development. Using a mathematical fractal paradigm, here McDonough puts forth questions that every ecologically- and socially-minded entrepreneur should pose to produce a product and business model that is simultaneously profitable, equitable, and renewable.
 

McDonough, William, Opportunity in the Failure of Design 2008-10-15 2073

Opportunity in the Failure of Design

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Any kind of government regulation on the enterprise is a signal of design failure - but also an opportunity to improve upon and grow a more efficient business archetype. McDonough + Partners founder McDonough, William points out that any business model that has roused government intervention - for pollution, carcinogens, etc. - presents an opportunity for better design and a more well-rounded approach to entrepreneurship.
 

McDonough, William, Being Less Bad is Not Being Good 2008-10-15 2074

Being Less Bad is Not Being Good

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Eco-efficiency often means being less toxic overall, but architect and designer McDonough, William, McDonough + Partners, believes that true green design and the architecture of business needs to turn over a new leaf. Being effective, and not just efficient, is key to long-term success.
 

McDonough, William, The Goal of Efficient Leadership 2008-10-15 2075

The Goal of Efficient Leadership

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An executive needs to structure the enterprise to do the right thing, and a manager needs to insure that this directive is carried out in the right way. The first question any institution needs to ask itself is that of the executive, says McDonough + Partners' McDonough, William. If the organization is doing the right thing, it is indicative of its effective and thoughtful leadership.
 

McDonough, William, Business Fueling - And Refueling - Itself 2008-10-15 2076

Business Fueling - And Refueling - Itself

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Eliminating the concept of waste, using current solar availability, and the celebration of diversity rethinks business-building resources from their most basic natural elements, and encourages entrepreneurs to think about the entire lifecycle of the products and service they create. McDonough, William of McDonough + Partners calls these elements "biological nutrients" and "technical nutrients", and views them as endlessly reusable tools that feed and fuel the continuously revolving wheel between producer and consumer.
 

McDonough, William, Clean Design Protocol from the Bottom Up 2008-10-15 2077

Clean Design Protocol from the Bottom Up

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McDonough + Partners founder McDonough, William recalls the history of how his design firm came to investigate and inventory the marketplace of tens of thousands of industrial compounds, chemicals, and building materials, and how he has sought to both simplify and detoxify the process of product and architectural design. The supply chain is kinked with so many layers of products that even well-meaning manufacturers might not know the character of the toxic and disease-inducing compounds they employ. This industrial naivite has led McDonough to archive thousands of these industrial building blocks and rate their numerous properties and uses - and he encourages designers and inventors to consider this research in the engineering process.
 

McDonough, William, Products for Life, Customers for Life 2008-10-15 2078

Products for Life, Customers for Life

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McDonough + Partners lead McDonough, William points out that manufacturers can utilize the same resources repeatedly, and build a lifetime buying relationship with their customer in the process. By closing the product cycle - that is, designing goods with their deconstruction and reconstruction in mind - product developers are uniquely poised to deepen their customer relationship. McDonough cites a case study of a carpet manufacturer that employs Cradle to Cradle design. Customers "lease" the carpet, and are offered financial incentive to return it after its term of use, where the manufacturer can strip it, reuse the backing, and replenish the fibers into new design - keeping toxic chemicals out of the environment, and unwanted product from the landfill.
 

McDonough, William, Architecture's Effect on Productivity 2008-10-15 2079

Architecture's Effect on Productivity

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How important is the role of cheerful architecture in the business world? It can mean significantly increased profits, says McDonough, William, founder of McDonough + Partners. For one Michigan-based chair manufacturer, a new working environment and factory floor flush with daylight, fresh air, and an "aloha shirt" mentality nearly doubled worker productivity.
 

Khosla, Vinod, Emerging Energy Solutions Must Compete on Price 2008-10-22 2080

Emerging Energy Solutions Must Compete on Price

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Forget every argument and industry lobby previously put forward regarding the evolution of green energy alternatives. For Khosla, Vinod, founder of Khosla Ventures, if a technology doesn't meet the "Chindia test" - meaning that it is cheaper than the current status quo in China and India - then it is not a viable, scalable, and cost-effective long-term alternative. Anything that will uproot the global reliance on oil or coal must be less expensive, else it will never gain traction in the global marketplace.
 

Khosla, Vinod, Broad Environmental Solutions Require Brawny Change 2008-10-22 2081

Broad Environmental Solutions Require Brawny Change

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Oil and coal account for 65-70 percent of our carbon emissions, followed by the carbon footprint of coal and steel, and these materials are among the most detrimental to the health of the planet, says Khosla Ventures founder Khosla, Vinod. And too often, feel-good environmentalism gets in the way of truly solving the climate crisis. Khosla claims that most of what green-thinking activists do to try to help the environment is a mere gesture toward the planet, and that real solutions are going to require broader, more entrepreneurial, strokes of innovation.
 

Khosla, Vinod, Shaping the Future with Entrepreneurship 2008-10-22 2082

Shaping the Future with Entrepreneurship

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Khosla, Vinod, founder of Khosla Ventures, predicted that the emergence of free long distance phone calls would be free, and that the large telecoms' reliance on those profits would make them fall like a deck of phone cards. But Khosla also uses this turn of events as a case study in entrepreneurship, exemplifying it as a demonstration that forward-thinking business investment is the best forerunner of the future.
 

Khosla, Vinod, Problem-Solving Paradigm 2008-10-22 2083

Problem-Solving Paradigm

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Take a big problem, apply the best minds to its prospects, add the fuel of entrepreneurial energy and a touch of capitalist greed, and one has the perfect recipe for solving any social, environmental, or cultural dilemma, says Khosla Ventures' Khosla, Vinod. Mere good intentions are not enough to invoke real change. But the course of industry can only be altered when all angles of the problem-solving pyramid are in place.
 

Khosla, Vinod, Stock Prices Are Irrelevant 2008-10-22 2084

Stock Prices Are Irrelevant

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The market is an unimportant, artificial system, says Khosla, Vinod, founder of Khosla Ventures, and he encourages entrepreneurs and thinkers to stop paying attention to its crests and troughs. Though the Dow may be down, what's far more important is the flow of user demand, which historically, says Khosla, always remains constant, and is a far greater indicator of long-term success.
 

Khosla, Vinod, Book Recommendations for Entrepreneurs 2008-10-22 2085

Book Recommendations for Entrepreneurs

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What should innovators and financiers be reading to round out their education? Khosla, Vinod, founder of Khosla Ventures, shares favorites from his library, some of which wrangle with issues of social entrepreneurship. Titles include The Black Swan, The Purple Cow, How to Change the World, and Banker to the Poor.
 

Estrin, Judy, Don't Take Innovation for Granted 2008-10-29 2086

Don't Take Innovation for Granted

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Not only does innovation drive the economy, says JLABS CEO Estrin, Judy, but it influences the very quality of our day-to-day life. However, Estrin believes real innovations need decades of institutional push and resources behind them to develop. Here she asserts that we've become too shortsighted and more risk averse when it comes to developing new technology, and that this cultural shift away from innovative breeding grounds is to our own long-term detriment.
 

Estrin, Judy, Three Types of Innovation 2008-10-29 2087

Three Types of Innovation

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JLABS' CEO Estrin, Judy breaks down innovation into three varieties. First, there's incremental innovation, which is a significant improvement on an existing tool (such as the shift into Web 2.0). Estrin also spotlights breakthrough innovation, which are significant revolutions in tools and thinking (akin to the discovery of DNA). A third type, orthogonal innovation, is about repackaging an existing tool in a new fashion to create a new user experience - consider what the iPod and iTunes did for the MP3. All have merits for the entrepreneur and the engineer alike.
 

Estrin, Judy, Diversity in Innovation 2008-10-29 2088

Diversity in Innovation

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The low-hanging fruit of problem-solving has been plucked, says Estrin, Judy, CEO of JLABS, and the remaining modern challenges are so complex, they can only be solved by a group effort. Teams working toward innovation not only require talent, but also a genuine blend of cognitive diversity - members with different backgrounds, varying life experiences, and diverse fields of study. Only through this kind of collaboration can larger, global problems be divided and conquered.
 

Estrin, Judy, Factors that Impact Innovation 2008-10-29 2089

Factors that Impact Innovation

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Leadership, funding, policy, education, and culture are all concepts that leaders should keep in mind when trying to foster innovation in any organization. Estrin, Judy, CEO of JLABS, breaks down these five influential elements and discusses their interplay. Effective and strategic leadership is perhaps the most important element. The right leadership and the right culture will facilitate adequate funding, strategic policies, and education that can contribute to furthering new ideas.
 

Estrin, Judy, The Benefits of Constructive Failure 2008-10-29 2090

The Benefits of Constructive Failure

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Nobody wants to fail, but we need to be willing to take that plunge - and self-analyze to learn from our failures, says JLABS CEO Estrin, Judy. If not given the opportunity to fall short of new goals, engineers and thinkers will be incapable of setting their sights high. Luckily for the entrepreneurialy-minded, Silicon Valley is a forgiving place, and those with great ideas are often given credit just for stretching and broadening new notions into the marketplace.
 

Estrin, Judy, The Price of the Decline of Innovation 2008-10-29 2091

The Price of the Decline of Innovation

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How did the floodgates of research, development, and innovation slow to a trickle, and how will the nation as a whole suffer as a result? Estrin, Judy, CEO of JLABS, outlines the depletion of the resources behind engineering, technology, and science, and how these areas of study have been denied the necessary nutrients to thrive. While we can't go back and recreate the great research labs of past decades, we can close the innovation gap. Should we fail to do so, says Estrin, entrepreneurs will no longer be able to find the talent to develop new ideas - or the science-minded middle-class consumer market to buy them.
 

Patterson, Anna, The Mission-Driven Start-Up 2008-11-06 2092

The Mission-Driven Start-Up

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While taking time away from her day job on bed rest, Cuil Co-founder Patterson, Anna eventually found herself volunteering for a non-profit and programming the largest search engine to date. Looking back, she recalls that the experience taught her critical management skills that have carried over into the start-up: the need to motivate unpaid workers, and the ability to bring passion and mission into the workplace.
 

Patterson, Anna, New Opportunities in Search Engine Technology 2008-11-06 2093

New Opportunities in Search Engine Technology

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When Alta Vista launched, it indexed about 50 percent of the Web. Years later, Google launched at the same capacity. But the opportunity today in search engine technology, says Cuil co-founder Patterson, Anna, is that the outlay for the hardware required to search the ever-growing pool of content has become prohibitively expensive. In this clip, Patterson describes Cuil's alternative, mathematical algorithm to "scatter gather" search that is both more thorough and more efficient, allowing just 140 machines to log 124 billion pages.
 

Patterson, Anna, Don't Sell Yourself - Or Your Product - Short 2008-11-06 2094

Don't Sell Yourself - Or Your Product - Short

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While some companies or products are built to be acquired quickly, this is not always their best-serving strategy, says co-founder of Cuil Patterson, Anna. Short-term thinking, speed, and thrift can sacrifice the quality of the finished product, she reports. Instead, emerging entrepreneurs should simply focus on their goals and product development and allow fate to take its course.
 

Patterson, Anna, Value in User Click Rates 2008-11-06 2095

Value in User Click Rates

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In a non-centralized system like the Internet, the best information is likely coming from a multitude of disparate sources. Patterson, Anna, Co-founder of search engine Cuil, explains why her company's search tool takes user click rates into consideration during search rankings, and how the practice has also allowed her engineering team to simultaneously track user habits with minimal effort.
 

Patterson, Anna, Irish Pub Culture 2008-11-06 2096

Irish Pub Culture

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It's a great resume that gets you in the door. But for Patterson, Anna, Co-founder of Cuil, the first interview is always lunch and conversation to determine if the candidate is the right fit for the small start-up's "Irish pub culture" of casual chatting. Her reasoning? If the candidate isn't capable of small talk, they simply will not mesh. Other desirable qualities also include a candidate with diverse interests and with multiple projects on their plate.
 

Kelley, Tom, 1955-, Innovation Made personal 2008-11-12 2097

Innovation Made personal

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Kelley, Tom, the highly acclaimed general manager of IDEO and author of best-selling books on creativity, targets his thoughts on corporate creativity to the inexperienced student - and how the young innovator can learn to foster the nature of creativity for life. He urges entrepreneurial thinkers to resist the forces that chip away at creative energy, and encourages an effort toward innovation to remain young at heart.
 

Kelley, Tom, 1955-, Orbiting the Giant Hairball 2008-11-12 2098

Orbiting the Giant Hairball

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IDEO's General Manager Kelley, Tom relays a tale about artist and author Gordon MacKenzie. In his book, "Orbiting the Giant Hairball", MacKenzie asks school children from kindergarten through sixth grade if they consider themselves to be artists. While the enthusiasm for creative free expression seems to run freely for the youngest children, the author notes some attrition from the idea starting with the second graders, and full-blown shame for artistic expression by the time he speaks to the sixth grade. The take-away from this exercise, says Kelley, is that we are all born with a high level of innovation, but it is the cultural norm to have these aspirations and pleasures flattened at a surprisingly young age. Kelley assures his audience that it is, indeed, OK to be an artist.
 

Kelley, Tom, 1955-, Thinking Like a Traveler 2008-11-12 2099

Thinking Like a Traveler

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Like taking vitamins or exercising daily, Kelley, Tom, General Manager of IDEO, points out that fostering lifelong creativity depends on instituting good, healthy mental habits. This first habit on his list of five encourages thinkers to become hyper-aware of their environment, and to notice the common and everyday with new eyes. Capture fresh ideas and don't be afraid to use them later, he insists.
 

Kelley, Tom, 1955-, Field Observations with Fresh Eyes 2008-11-12 2100

Field Observations with Fresh Eyes

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IDEO's General Manager, Kelley, Tom, shares a case study demonstrating value opportunities that arise when designers, innovators, and entrepreneurs see with fresh eyes. He cites his company's challenge to design a new children's toothbrush. Rather than relying on industry assumptions, his team did hands-on field research and discovered new ideas on how children actually go about brushing their teeth. Subsequently, IDEO's new take on an old product became a bestseller for their client, and caused an industry-wide re-design by other toothbrush manufacturers.
 

Kelley, Tom, 1955-, Treat Life As an Experiment 2008-11-12 2101

Treat Life As an Experiment

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Sometimes it works out, and sometimes it doesn't. Just ask Thomas Edison, the makers of WD-40, and vacuum guru James Dyson - who collectively tested thousands of ideas before finding a handful that stuck. But the point behind the practice of experimentation in innovative thinking, says IDEO General Manager Kelley, Tom. Take risks frequently, and be prepared in case the resulting action fails to meet your expectations. Fail forward, and there will be learning from your mistakes along the way.
 

Kelley, Tom, 1955-, Cultivating an Attitude of Wisdom 2008-11-12 2102

Cultivating an Attitude of Wisdom

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Be confident in what you know well, but be distrusting enough of what you don't know to keep yourself learning more at all times. This axiom will keep life-long learners of innovation thirsting to know more, broaden their skill set, and continuously second-guessing themselves in a way that will promote growth and knowledge, says Kelley, Tom, General Manager of IDEO. Resting on your laurels, says Kelley, is never a good idea, and it's not served anyone - including Caesar - very well.
 

Kelley, Tom, 1955-, Case Study: Best Buy's Failure to See Napster 2008-11-12 2103

Case Study: Best Buy's Failure to See Napster

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It's not what you don't know that gets you into trouble. It's what you know for sure that ain't so, says Mark Twain. And Kelley, Tom, General Manager of IDEO, cites this famous quote as an example of why it's important for creative minds to continue to cultivate a dedication to continuous learning. He tells the story of retailer Best Buy, and tracks their huge investment and acquisition of a large CD retailer which they thought was a good idea - except for that their target market had stopped buying music and started downloading MP3's instead. The electronic retailer was overly confident in their knowledge of the market, and paid for their lack of learning with a billion dollars in lost revenue.
 

Kelley, Tom, 1955-, Using Your Whole Brain 2008-11-12 2104

Using Your Whole Brain

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Fine tune your left brain, but don't overlook the opportunities to let your right brain make its mark. Kelley, Tom, General Manager of IDEO, also discusses the use of the "hare" brain, meaning the aspects of thinking that we can control, and the "tortoise" brain, meaning giving though processes time to sit, ruminate, and percolate to slowly process creative solutions. Kelley claims this slower level of background thinking is even smarter than our cognitive problem-solving, and that it can be used to address dilemas directly. Creative thinkers should schedule some time for daydreaming to give these slower mental processes a chance to be effective.
 

Kelley, Tom, 1955-, Do What You Love 2008-11-12 2105

Do What You Love

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You won't just be happier when you follow your passionate career path; you'll be better at it. IDEO's General Manager Kelley, Tom quotes author Collins, Jim who identifies a Venn diagram in every career path - the overlapping intersection of what you're good at, what you're born to do, what people will pay you to do, and finding a happy group of co-workers with whom to work. In the pursuit of self-discovery, Kelley suggests keeping a laboratory notebook tracking the happiest moments in life to discover our own true passions.
 

Martin, Hugh, Don't Prolong Your Exit 2009-01-14 2146

Don't Prolong Your Exit

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If you've decided to leave a large company in pursuit of other ventures, make it a clean break, advises Martin, Hugh, Chairman and CEO of Pacific Biosciences. He cites a personal anecdote of one company who tried to reverse his decision through a laborious series of meetings with the executive team, and the disastrous results that ensued. If you plan to leave an organization, do so quickly and painlessly.
 

Martin, Hugh, Believe in the Value of Investors 2009-01-14 2147

Believe in the Value of Investors

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Martin, Hugh, Chairman and CEO of Pacific Biosciences, advises entrepreneurs to avoid a common pitfall when it comes to the entrepreneur/VC relationship: Instead of viewing your board as an obstacle to be managed, think of them as a valuable resource and catalyst for opportunity. If you pick the right venture capitalists, they can easily be the greatest asset that your growing business can have.
 

Martin, Hugh, The Impact of a CEO 2009-01-14 2148

The Impact of a CEO

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John Sculley, historic CEO of Apple, and Bill Gates, CEO of Microsoft, both demonstrate the impact that effective leadership can have on business and technology. Both of these large companies missed the ground-floor opportunities of the Internet, says Martin, Hugh, Chairman and CEO of Pacific Biosciences. But there is a lesson to be learned in how each CEO responded. Apple mostly ignored the Internet boom, says Martin, and faced years of weak financial footing as a result. But Microsoft turned the company around to establish a deeply-rooted Internet presence - particularly its web browser Internet Explorer - in just three days. Martin uses this anecdote to demonstrate how essential leadership can be in corporate success.
 

Martin, Hugh, Hiring the Best in Human Resources 2009-01-14 2149

Hiring the Best in Human Resources

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Chairman and CEO of Pacific Biosciences Martin, Hugh was quick to hire a top-notch VP of Human Resources - despite the strong objection of his board and his investors. Martin stands behind his unusual decision, and largely credits it with the company's success. PacBio's need to hire and integrate a highly-skilled workforce in a short period of time mandated the resources, says Martin, who hired over 1200 people in three years - many of whom were lured from the field's largest competitors.
 

Martin, Hugh, The Benefits of Stockpiling Cash 2009-01-14 2150

The Benefits of Stockpiling Cash

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Martin, Hugh, Chairman and CEO of Pacific Biosciences, is proud to point out that his previous enterprise, ONI Systems, was the first to be taken IPO after the dot-com crash of 2000 - and that they raised over a billion dollars in just a few short months. Maximizing the cash value of the company was a huge benefit to its longevity, says Martin, and being conservative with their holdings was an inexhaustible asset.
 

Martin, Hugh, Bravely Take On the Big Players 2009-01-14 2151

Bravely Take On the Big Players

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The more dominant a single brand is in the marketplace, the easier it is for an innovator to compete with them. So says Martin, Hugh, Chairman and CEO of Pacific Biosciences, who headed the start-up that once competed with dominant telecoms like Nortel, Lucent, and Alcatel. His reasoning? Monolithic entities in a sector get lazy, lose touch with their customers, and become overly confident with their price point, creating tremendous opportunities for competition. Upstart entrepreneurs should never be afraid to slay a giant.
 

Martin, Hugh, Building Resistance to Acquisition 2009-01-14 2152

Building Resistance to Acquisition

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To build an enterprise that can surely go the distance, Pacific Biosciences' Chairman and CEO Martin, Hugh suggests a short list of strategies. Among them, the board must have confidence in a strong management team uniquely qualified to make the decision to sell. In addition, don't staff your board with young VC's, as they are self-centeredly building a reputation and seeking quick and profitable hits. Also, the enterprise should strive to take money from funds that are stable and flush, else the firm backing them will be more likely to sell. This combination, advises Martin, will make a board less likely to cave.
 

Martin, Hugh, People are Everything in the Start-Up 2009-01-14 2153

People are Everything in the Start-Up

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More important than market, technology, or timing, Martin, Hugh, Chairman and CEO of Pacific Biosciences, insists that any groundbreaking company is only as good as its team. Interview aggressively and make your staff want to stay there by offering respect, a hospitable culture, and great rewards.
 

Martin, Hugh, Overcommunicate Frequently 2009-01-14 2154

Overcommunicate Frequently

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Chairman and CEO of Pacific Biosciences Martin, Hugh says that his employees deeply enjoy the company-wide weekly meeting where he personally addresses all employees and shares information about transparency, strategies, and other big-picture thinking. This open, frank, and consistent communication, says Martin, is essential to give employees context and to make them feel like critical stakeholders at every turn.
 

Bhumkar, Soujanya, Soliciting Feedback, Not Funding 2009-02-21 2155

Soliciting Feedback, Not Funding

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After seeking interest in their product from industry players such as Technorati, KPCB, and Yahoo!, Josh Schwarzapel, Product Manager for Cooliris, and Soujanya Bhumkar, CEO for the company, recall how the founding team investigated how their technology could enhance the Internet landscape at large. Pitching Cooliris was not a one-time event, but a slow and steady process that picked up traction and slowly roused interest over time. Their case study proves the old adage that if you ask for advice, you get money, and if you ask for money, you get advice. Feedback, rather than funding, was the founders' initial pursuit. Ultimately, the start-up was able to garner both.
 

Bhumkar, Soujanya, Bringing Metrics into the Daily Routine 2009-02-21 2156

Bringing Metrics into the Daily Routine

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Active users, engagement time, and revenue per user. Every Cooliris employee is issued a toothbrush with reminders of these metrics printed on the back, designed to motivate them to think about how to achieve the company goals as part of the daily routine. All of these metrics are critical yard sticks for gauging success for the start-up, and the kind of development that Cooliris CEO Soujanya Bhumkar wants his workforce to think about every day, morning and night. In this clip, he explains the company's powerful efforts to prevent decay in these signposts for success.
 

Bhumkar, Soujanya, Learning from Demonstrated Product Engagement 2009-02-21 2157

Learning from Demonstrated Product Engagement

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There is no substitute for actually watching your users use the products, proclaims Cooliris Product Manager Josh Schwarzapel. Viewing your web tools across multiple platforms with a multitude of configurations is an indispensable component of product research. And, adds Schwarzapel, developers and staffers who live and breathe product development in-house often become blind to its intricacies, and only a fresh set of eyes can provide the kind of clarity necessary for forward vision.
 

Bhumkar, Soujanya, New Views on Recruitment 2009-02-21 2158

New Views on Recruitment

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With 34 full-time employees and 25 interns, Cooliris has brought innovation into attracting the best talent. Here, Product Manager Josh Schwarzapel and CEO Soujanya Bhumkar discuss their company's unique recruiting process for both engineers and interns. For the former, Schwarzapel sells the company to potential engineers during the interview as he would a VC - striving to get them excited, and giving away a small piece of proprietary information in the process. To find the best interns, the team identified and recruited well-respected and hypersocial "connector" students from top universities to evangelize the company and hand-pick the best available members of the "party team". In short, Cooliris gives weight to finding the top talent across the board, whether they are board members, full-time staff, or unpaid innovators.
 

Bhumkar, Soujanya, Add Plumbing Now for Cash Flow Later 2009-02-21 2159

Add Plumbing Now for Cash Flow Later

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What are the benefits of a Chief Revenue Officer? They force the start-up to think about revenue stream now, and in the future. Cooliris CEO Soujanya Bhumkar discusses how profit may not yet be flowing, but that his company has been certain to craft their product model with the faucet built into the room. And, most importantly, Cooliris is evaluating all paths toward monetization that will keep their customer base engaged.
 

Bhumkar, Soujanya, The Real Meaning of Competition 2009-02-21 2160

The Real Meaning of Competition

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While not having any direct competition at the moment, 3D rich media browser Cooliris' CTO Austin Shoemaker defines the meaning of the word. Though no one (yet) exists in the marketplace with a similar product, he reminds entrepreneurs that a competitor is anyone using any tool to meet your customer's need. Soujanya Bhumkar, CEO for the company, also makes mention that they're not only competing for customers, dollars, and marketshare, but also the best available human resources.
 

Briggs, Teresa, Being Small Inside of Big 2009-01-28 2161

Being Small Inside of Big

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An on-hand help desk, administrative assistance, and a valuable tap into global resources are just a few examples of the benefits of working for a global enterprise. But Briggs, Teresa, Partner at Deloitte Silicon Valley, has found that the corporate structure of managing small, regional teams within a large organization, with its own growth metrics and goals, allows for more nimble innovation and a greater overall return.
 

Briggs, Teresa, Creating the Center for Edge Innovation 2009-01-28 2162

Creating the Center for Edge Innovation

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Briggs, Teresa, partner at Deloitte Silicon Valley, talks about the Center for Edge Innovation, an in-house think tank that seeks to shape, rather than follow, broad market thinking with some of the brightest minds in technology. Here, Briggs outlines some of the goals and accomplishments of this cutting edge organization of study, and talks about how it allows VC's to vet potential business and technology opportunities with experienced industry leaders.
 

Briggs, Teresa, Deloitte Services in a Down Economy 2009-01-28 2163

Deloitte Services in a Down Economy

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Consulting clients are down, but tax work is on the rise, and auditing services are just tailing off. Briggs, Teresa, partner at Deloitte Silicon Valley, discusses how one of the largest names in finance is responding to the economic crisis of 2008/2009. Briggs also reports that reorganization services and mergers, bankruptcy filings, and fraud investigations are escalating.
 

Briggs, Teresa, Exploring Career Customization 2009-01-28 2164

Exploring Career Customization

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In pursuit of retaining the best industry talent longer, Deloitte Silicon Valley has adopted a flexible career customization program that allows its workers to match their career plans to their life stage. For example, team members may be willing to travel and work long hours at the dawn of their career, but prefer to maintain a more standard 40-hour week while pursuing a family or personal projects. Briggs, Teresa, partner at the firm, outlines this new program's benefits and capabilities.
 

Briggs, Teresa, Sourcing Clientele 2009-01-28 2165

Sourcing Clientele

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Briggs, Teresa, Partner at Deloitte in Silicon Valley, discusses why and when an entrepreneur would first seek the financial services of a company like Deloitte. She walks us through the global organization's client-hunting process. The region's most prominent venture capitalists, bankers, and law firms are tapped for referrals, and they lead the way to about 200 companies from their portfolios. Deloitte loses money on audits on pre-public companies with the hopes of getting a return on their investment when the company goes public. The financial firm also self-refers clients through interior channels as well.
 

Briggs, Teresa, Who is Deloitte Hiring? 2009-01-28 2166

Who is Deloitte Hiring?

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When seeking new recruits, Deloitte Silicon Valley's HR team seeks leaders with an open aperture. With the help of her colleague in the audience, Briggs, Teresa, Partner at Deloitte, describes the candidates that are most successful. This includes those who have interpersonal and client management skills, shrewd intellect and judgement, multiple and divergent academic pursuits, and, more often than not, the ability to speak multiple languages.
 

Christensen, Stan, Engage in Informational Interviews 2008-11-12 2167

Engage in Informational Interviews

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Do as much informational interviewing as you can, advises Arbor Advisors  partner Christensen, Stan, who, through the practice, learned that law school was not a good fit for his interests. Learning the specifics of a prospective career from a distance is an enriching road map to a career path that might not suit you. And, potentially, it can save time, money, and emotional distress.
 

Christensen, Stan, Off the Trodden Career Path 2008-11-12 2168

Off the Trodden Career Path

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Christensen, Stan, partner at Arbor Advisors   and Stanford instructor, advises those planning a career not to be overly concerned with a linear path. While certainly there are some jobs that require specific training and expertise, the majority of positions in the business world are available to the savvy and the willful who are willing to work their way in.
 

Christensen, Stan, Avoid the Wrong Job 2008-11-12 2169

Avoid the Wrong Job

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Christensen, Stan, Stanford instructor and a partner at Arbor Advisors , outlines a few of the erroneous career assumptions that land workers in an ill-fitting career. Don't take a job simply to build your resume; follow your passions, rather than guessing what an employer will want. The fun should outweigh the drudgery - even in entry-level positions. Don't feel that by taking one job, you're committing to a career; people switch teams often. And remain a generalist, rather than specializing in a single pursuit, as this will retain your flexibility and keep your skills from becoming irrelevant.
 

Christensen, Stan, Career/Life Balance 2008-11-12 2170

Career/Life Balance

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An overbearing career is unhealthy, says Christensen, Stan, Arbor Advisors  Partner. Rather than working long hours, Christensen relays a successful negotiation with his manager explaining his interests outside of work. He asked to be judged by the tasks he completed, and not by the amount of hours he was in the workplace. He recalls that the results were fewer long evenings and weekends at his desk, earning him respect and the time needed for his own pursuits.
 

Christensen, Stan, The Potency of Effective Negotiations 2008-11-12 2171

The Potency of Effective Negotiations

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All organizations of employment have a political structure and revolve around the subtle arts of negotiation and relationship management. How we treat our peers - particularly our subordinates - speaks a lot about a person's character, say Arbor Advisors  partner Christensen, Stan. Particularly when it comes to difficult conversations - discussing problems, giving negative feedback, etc. - those who can do so with tact to all members of the organization are certain to elegantly progress.
 

Christensen, Stan, Salary and Job Negotiations 2008-11-12 2172

Salary and Job Negotiations

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Stanford instructor and Arbor Advisors   partner Christensen, Stan strongly advises career carvers to save salary negotiations for last, and not to overlook the myriad other topics of new employment to be discussed, including time off, assignment specifics, start dates, etc. When it is time to discuss dollars, do your due diligence and have competitive salaries at hand. This will make asking for more money a mere matter of fact, rather than an emotional escapade. Other tips include getting promises in writing, and dealing directly with your future boss whenever possible.
 

Christensen, Stan, Gender Differentiation in Salary Negotiations 2008-11-12 2173

Gender Differentiation in Salary Negotiations

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Men and women do indeed negotiate for compensation differently, says Christensen, Stan, Arbor Advisors  partner and Stanford instructor. He cites one study where 60 percent of men asked for more money, whereas women with comparable backgrounds asked for more money only ten percent of the time.
 

Christensen, Stan, Case Studies: The Right and Wrong Ways to Exit a Job 2008-11-12 2174

Case Studies: The Right and Wrong Ways to Exit a Job

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Leaving a job is as critical a negotiation as starting one, says Arbor Advisors  partner Christensen, Stan, and the last impression you make is even more critical than the first. Christensen offers two examples of employees who have left his firm: One who shared his desire to move on and arranged for a six-month transition plan, and the other who slammed down a same-day letter of resignation. He extols the first case as an example of what to do to facilitate a long-term positive relationship. He also points to the awkwardness of the second scenario, and comments on its dishonesty and the difficulties left in its wake.
 

Ante, Spencer E., George Doriot and the History of Venture Capital 2009-02-04 2175

George Doriot and the History of Venture Capital

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The emergence of modern venture capital dates to the post-WWII era, and, despite Silicon Valley's dominance in the field today, it was born on the East Coast. BusinessWeek editor Spencer Ante offers a history of corporate investment structures. The notion of investing in a business with money obtained beyond one's personal family - the very crux of this high-stakes business segment today - was a demoncratization of the business world hitherto unseen.
 

Ante, Spencer E., Venture Capital's Historic Home Run 2009-02-04 2176

Venture Capital's Historic Home Run

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From a $70,000 investment, the Digital Equipment Corporation evolved into a multi-million dollar entity, entitling its investors to the fruits of a 70,000 percent ROI. This, says author and BusinessWeek editor Spencer Ante, was the first home run in the field of venture capital, and the first inkling that this sector could earn its own secure financial standing.
 

Ante, Spencer E., Silicon Valley: The Capital of Venture Capital 2009-02-04 2177

Silicon Valley: The Capital of Venture Capital

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How did Silicon Valley come to own the tech industry? BusinessWeek's Spencer Ante offers a historical perspective on the Valley's success positioning and usurping of the East Coast's market dominance. Ante credits a number of factors for the shift westward, including Frederick Terman, a greater acceptance of ethnic diversity, and abundant higher education. Venture firms that arose in the 1960's and 1970's, including Kleiner Perkins and Sequoia Capital, are still among the nation's most successful today.
 

Siebel, Tom, Recalling the Golden Growth of Information Technology 2009-02-11 2178

Recalling the Golden Growth of Information Technology

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Siebel, Tom, Chairman of First Virtual Group, paints a picture of the dramatic explosion of the dot-com boom; an era, he recalls, where "risk was a business problem, and not an anathema." With a 17 percent growth rate - an increase unprecedented before or since, says Siebel - the business opportunities of the 1980's era appeared to be unlimited. Changes in technology were total replacements, rather than incremental, meaning that every client had to buy and keep buying or find themselves lagging into obsolescence. He credits this free market flow with conjuring a revolution in computing and communications.
 

Siebel, Tom, No More Broad Growth for Technology 2009-02-11 2179

No More Broad Growth for Technology

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Most of the promise of post-industrial society has been realized, says Siebel, Tom, Chairman of First Virtual Group, and all of the great technological advances and development of great companies are behind us. The tech sector is hovering around a mere three percent annual growth rate, says Siebel; keeping it just on par with the rate of current economic growth.
 

Siebel, Tom, Opportunity in Population Growth 2009-02-11 2180

Opportunity in Population Growth

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The globe's human population is currently around six-and-a-half billion, and it is slated to reach nine billion people in the next twenty years. Siebel, Tom, Chairman of First Virtual Group, points out that this sharp increase will propel a worldwide demand for food, water, energy, and healthcare. And, he adds, the business opportunities in providing these essentials are unparalleled.
 

Siebel, Tom, Meeting the Carbon Tracking Market 2009-02-11 2181

Meeting the Carbon Tracking Market

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Facing the likelihood of carbon reporting and carbon tracking that will be necessary with upcoming cap and trade legislation, Siebel, Tom, First Virtual Group Chairman, announces a new initiative to help reduce the cost of reporting on an enterprise's carbon footprint - a tool that he foresees will serve a $3 trillion market in 2020.
 

Siebel, Tom, Snapshot of Culture and Commerce: 2010-2030 2009-02-11 2182

Snapshot of Culture and Commerce: 2010-2030

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Forward-thinking entrepreneurs should consider government restrictions in their long-term business planning, says First Virtual Group's Chairman Siebel, Tom. They should also be aware of the opportunities that exist through population growth and a growing demographic of the aged. And they should be thinking about solving the energy problem, and the provision of clean food and water for the planet.
 

Seelig, Tina Lynn, Entrepreneurship Week 2009 2009-03-03 2183

Entrepreneurship Week 2009

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This video montage is narrated by the Stanford Technology Ventures Program's Executive Director, Seelig, Tina. It documents the diverse events that made up Entrepreneurship Week 2009 at Stanford University. Faculty, staff, and student groups from the Stanford Entrepreneurship Network put together this entire week of panels, workshops, mixers, and fairs.
 

Hennessy, John L., Take a Chance at the Edge of Innovation 2009-02-18 2186

Take a Chance at the Edge of Innovation

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Universities and research labs force people to live on the edge of technology, says Hennessy, John, President of Stanford University. And this exploration, he points out, helps them to uncover that which is not obvious. Hennessy recalls a case study to prove his point. Thinking back to his first interaction with the Yahoo! prototype, he notes that the company's founders were motivated by a need for real navigation. He also talks about how the meaning of search evolved as the web's user base and content grew, and that Google's approach better met that market need. Both companies identified real opportunity and acted accordingly.
 

Hennessy, John L., The Successful Leap from Research Lab to Enterprise 2009-02-18 2187

The Successful Leap from Research Lab to Enterprise

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Why are companies that plant roots in academia or a research environment more successful than other start-ups? Hennessy, John, President of Stanford University, says that these research-heavy innovators are not only well-versed in their subject matter, but they are also optimists for their project's eventual triumph.
 

Hennessy, John L., University Collaboration and Research 2009-02-18 2188

University Collaboration and Research

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How can the academic environment begin to solve some of the largest problems on the planet? Environmental sustainability, energy use, and disease biology are just a few of the world's looming issues that require not just a single innovation for progress, but collaborative, interdisciplinarian solutions. It is the university's responsibility, says Stanford President Hennessy, John, to assemble diverse teams that can address these issues and offer them the resources to explore them. It is unlikely, he says, that these large global issues will be successfully addressed by a pure entrepreneurship model.
 

Hennessy, John L., Encouraging Cross-Disciplinary Interaction 2009-02-18 2189

Encouraging Cross-Disciplinary Interaction

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How is Stanford University facilitating long-lasting relationships between departments? President of the University Hennessy, John encourages students to make connections, but he also highlights other more concrete efforts to align research in adjacent disciplines. Stanford also provides some seed capital for aspiring ventures with promise.
 

Hennessy, John L., Launching a New University 2009-02-18 2190

Launching a New University

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Though the ambitions of those who wish to start a great learning institution are admirable, chances are, says Stanford President Hennessy, John, that they lack the financial resources to make it so. Ten billion dollars is mere seed funding, says Hennessy. If one still decides to pursue the business of academia, he suggests that the rollout is slow. Start small and excellent, with a single great program, and scale gradually. Your organization will go farther than if you begin both broad and thin. If your institution is quality, it will attract top talent from across the globe, promoting its own future success.
 

Hennessy, John L., Tying Pay to Performance 2009-02-18 2191

Tying Pay to Performance

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During the 2008/2009 era of the government bailout of the banks, Stanford President Hennessy, John strongly suggests that executive compensation should be directly tied to measurable performance in any enterprise. He points to current research that found that the best performing companies on Wall Street - even during this stifling climate - have CEO's whose earning are tied to measurable profitability.
 

Draper, Tim, Seizing the Economic Bull 2009-02-25 2192

Seizing the Economic Bull

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The economic depression of early 2009 is a great boon for venture capitalists, and an even better time for aspiring entrepreneurs. So says Draper, Tim, Founder and a Managing Director of Draper Fisher Jurvetson, who points out that some of the globe's most dominant brands were initiated during depressions and recessions, benefiting from thinner competition and a world afraid to move. If future business leaders have an idea on how to flip the status quo, this, says Draper, is the time to pursue it.
 

Draper, Tim, The Greater the Problem, The Greater the Satisfaction 2009-02-25 2193

The Greater the Problem, The Greater the Satisfaction

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If pursuing problem-solving entrepreneurship or disruptive technologies, says Founder and a Managing Director of Draper Fisher Jurvetson Draper, Tim and ThinkEquity Founding Partner Mchael Moe, make it a grand solution to an enormous problem. Flipping an existing infrastructure on its heels, employing a large number of people, and bringing true innovation to the marketplace will be its own reward. Aiming for a smaller target is just a waste of your time.
 

Moe, Michael, Trends on the Horizon 2009-02-25 2194

Trends on the Horizon

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Michael Moe, a founding partner at ThinkEquity, urges those thinking of venturing into a start-up to consider not just the hot and trendy technologies of today, but those ideas that will permeate culture five or more years into the future. He also suggests considering demographics and how they are evolving. As example, he offers a snapshot of the US from the 1800's, when the average life expectancy and family size were quite different from modern day. These cultural transformations provide the framework that the business-minded need to consider for long term survival.
 

Draper, Tim, High Velocity Media: What's Next in Online Advertising Revenue 2009-02-25 2195

High Velocity Media: What's Next in Online Advertising Revenue

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If 30-40 percent of our time engaging in media is spent online, then why are only 6-7 percent of all ad dollars going toward online media? Perkins, Tony, CEO of AlwaysOn, Michael Moe, Founding Partner at ThinkEquity, and Draper, Tim, Founder and a Managing Director of Draper Fisher Jurvetson, all comment on how Madison Avenue must learn to bridge the gap between advertising dollars and new media. Furthermore, Draper quotes a case study of DFJ's investment in website Glam; that despite no initial business plan, new revenue-sharing models with bloggers made it the world's 10th largest media site. The panel also points out that for the next generation, YouTube is a more important brand than NBC.
 

Draper, Tim, Free is Alive and Well 2009-02-25 2196

Free is Alive and Well

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Are VC's fearful of open access and giving away great technologies? Perkins, Tony, CEO of AlwaysOn, asks ThinkEquity Founding Partner Michael Moe and Founder and Managing Director of Draper Fisher Jurvetson Draper, Tim if they are fearful of free and open and its possible loss of profits. He cites iPhone applications as an example of great ideas with no clear vision on monetization. Draper explains that free tools are a necessity of viral marketing. In addition, the panel reviews the sales of mammoth online clients - Hotmail, YouTube, Skype, and possibly, Twitter - worth billions of dollars without a penny of revenue, thought to pay for themselves with their dynamic marketing impact.
 

Draper, Tim, Let's Make a Deal 2009-02-25 2197

Let's Make a Deal

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Both parties are better off at the end of a deal, says Founder and a Managing Director of DFJ, Draper, Tim. By constantly creating a string of deals, market players create a network of people who will benefit along the supply chain. Do deals to help build the economy, says Draper, and you can build richness and variety in your portfolio. Even when deals fail, if you persevere the final sum, it will have a positive ripple effect.
 

Holmes, Elizabeth, The Essentials of Team Building 2009-03-04 2198

The Essentials of Team Building

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Chemists, investors, software engineers, biomathematicians, etc., - and how they interact and build on one another's discoveries - are the crux of a young company's success, says Theranos President and CEO Holmes, Elizabeth. If you want to define an industry, particularly one that is breaking new ground, the staff you choose to craft these innovations is essential. Choose wisely and carefully, suggests Holmes, as this decision is the largest indicator of potential prosperity.
 

Holmes, Elizabeth, Leveraging the Talent Network 2009-03-04 2199

Leveraging the Talent Network

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Candidate evaluation and recruitment is a very difficult process, says Theranos President and CEO Holmes, Elizabeth. But it's not just technical excellence that makes the right employee. It's also a hunger for project ownership that is a necessity for the organization to reach its goals. Determination is a critical trait, and Holmes admits that recognizing this in a trustworthy candidate is a difficult skill to hone.
 

Holmes, Elizabeth, The Extreme Relevance of Cash Flow 2009-03-04 2200

The Extreme Relevance of Cash Flow

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It's one thing to have a great idea and an awaiting market, but it's quite another to realize that cash flow is the oxygen in the bloodline of a fledgeling business. Holmes, Elizabeth, President and CEO of Theranos, thinks back on what she wishes she had known when first launching her company, and in retrospect, she wishes she'd had a better understanding of how to build a business driven around income. She calls this the strong foundation for growing a business, and cites that it's even more important than title, passion, or intention.
 

Holmes, Elizabeth, Progressing as a Teenage Entrepreneur 2009-03-04 2201

Progressing as a Teenage Entrepreneur

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Holmes, Elizabeth, President and CEO of Theranos, recalls that she did not intend to drop out of Stanford at the age of 19. She was simply taking so much time to talk to VCs that she ended up skipping a plethora of classes. Her success has nothing to do with her age, she reports; it's about technology, networking, and conviction. She recalls that she was ready to talk to over 200 people to fund her idea, and that it was this conviction that garnered her the necessary resources to move forward.
 

Cerf, Vinton G., 1943-, The Future of the Internet 2009-03-30 2220

The Future of the Internet

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Cerf, Vinton G., vice president and Chief Evangelist for Google, discusses the past, present, and future of the Internet. Cerf predicts that Asia's cultural influence will grow as the continent's Internet penetration rates reach European levels. He says that, while IPv6 will provide enough Internet addresses to last through his lifetime, the implementation of IPv6 creates difficulties for the Internet in terms of compatibility, security, and broadcasting. Cerf describes the trends and opportunities of the Internet in the 21st century: the transformation of information consumers into information producers; the rise of social networking; the emergence of new economic systems in online games; the development of user-generated advertising content via streaming IPTV; and the transformation of mobile phones into multi-purpose devices that provide geographically indexed information. In Cerf's view, the increasingly lower cost of storing and transporting bits fosters a new economics of digital information and the emergence of new Darwinian business models that challenge existing entities to "adapt or die." As a result, Cerf says the Internet is an unprecedented and unpredictable innovation engine because its infrastructure enables people to invent new applications simply by writing new software on the edge of the network without having to ask for permission.
 

Huang, Jensen, Vision Versus Perspective 2009-04-08 2221

Vision Versus Perspective

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Everyone has a perspective, says Huang, Jensen, but to call it a "vision" implies elitism and exclusion. This NVIDIA Co-founder insists that those with a new idea for business approach the world with gravitas, and he cites his own organization as a case study. In 1993, his company's perspective was the first of its kind, and the results have proved a new sense of common sense and disruptive to the status quo. This perspective - not vision - allowed them to create new technology, new markets, new customers, and widespread success.
 

Huang, Jensen, Favoring Moore's Law Over Customer Feedback 2009-04-08 2222

Favoring Moore's Law Over Customer Feedback

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NVIDIA started as the first consumer 3D graphics company in 1993 and met over 200 competitors in a few years, reports its co-founder Huang, Jensen. Yet today the company is the only remaining player in that sector, despite the deep pockets and global spread of others who possessed quality talent and technology. Huang attributes a pursuit of insatiable technology, despite the price, that delivered even more than the customer requested or needed, for their decades-long market endurance.
 

Huang, Jensen, Building a Company Culture 2009-04-08 2223

Building a Company Culture

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Pioneering a company is more than just building products. It's also about establishing a company culture, says NVIDIA Co-founder and CEO Huang, Jensen. How do you organize hierarchies and structures? There's lots of trial and error, but it's also an organic process. Huang asks students of entrepreneurship to realize that skills, intellect, and training all matter for successful evolution - but they're not enough. Builders need passion and purpose above all.
 

Huang, Jensen, Trump Yourself - Or The Competition Will 2009-04-08 2224

Trump Yourself - Or The Competition Will

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When you're in the technology industry,... if you're not reinventing yourself, you're just slowly dying, says NVIDIA Co-Founder Huang, Jensen. In this clip, Huang talks about market leaders' need to constantly cannibalize their own products, and how new ideas will force companies to abandon their own technology and processes on the path of progress. If you don't do it for yourself, Huang says, your competitors will surely do it for you.
 

Huang, Jensen, Setting Prices, Evaluating Opportunities 2009-04-08 2225

Setting Prices, Evaluating Opportunities

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The market doesn't set the price, says Huang, Jensen, Co-founder of NVIDIA. The competition does. And the function of an effective manager is to decide how to allocate resources for the best return, and if its pursuit is worthwhile for the enterprise. Be mindful of your best resources - engineering talent, the limited hours in a day - and evaluate accordingly.
 

Huang, Jensen, Comfort in Ambiguity 2009-04-08 2226

Comfort in Ambiguity

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The CEO's main talent is to see around the corners and fuzzy edges, says NVIDIA's Co-founder and CEO Huang, Jensen. An effective company leader needn't necessarily be outgoing, but they must be exceedingly comfortable with ambiguity - taking risks and not always plotting the exact outcome. If this is your comfort zone, says Huang, then enterprise leadership is the right path to pursue.
 

Huang, Jensen, The First Six Months of NVIDIA 2009-04-08 2227

The First Six Months of NVIDIA

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Huang, Jensen, Co-founder of NVIDIA, recalls in vivid detail how the three founding members of the company gave the company legs - from learning the basics of incorporation, to hiring their first lawyer, to keeping a supply of breakfast donuts on hand. They acquired books on how to start a business, but never finished reading them - or writing the business plan. Their lawyer introduced the trio to VC's, who were impressed by their work history and market opportunity. This, recalls Huang, was the push to move the company to action.
 

Huang, Jensen, The Challenge of Constant Rebuilding 2009-04-08 2228

The Challenge of Constant Rebuilding

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Every successful thing about a technology company has to eventually be torn down and rebuilt, says Huang, Jensen, CEO of NVIDIA, and this is one of the most gut-wrenching challenges behind effective leadership. This task is both gratifying and destructive, but an axiomatic demand of the marketplace in this sector.
 

Huang, Jensen, Cultivating Next-Generation Leaders 2009-04-08 2229

Cultivating Next-Generation Leaders

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NVIDIA Co-founder and CEO Huang, Jensen reports that most of his time on the job is spent brainstorming with managers and leaders and helping them brainstorm through tasks and opportunities. He believes it is essential to train talent to effectively control a different product line, a new geography, or even to take his place. Succession planning of a closed set of hand-picked individuals is a toxic process, says Huang. It's best to treat all employees as a next generation of leaders to build a better environment and long term stability.
 

Baker, Mari, Choosing the Path Least Worn 2009-04-15 2230

Choosing the Path Least Worn

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Baker, Mari, CEO of PlayFirst, tells a story from early in her career of eschewing a well-paid job at an established company for a lesser position with a smaller firm. She listened to her gut instinct, which leaned in favor of the upstart opportunity and the chance to work with a more stimulating, more knowledgeable team. Though it was a daunting short-term financial decision, the upstart job was with Intuit, which went on to become a very successful enterprise and the right path overall for her career.
 

Baker, Mari, Keep it Fast and Simple 2009-04-15 2231

Keep it Fast and Simple

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A core fundamental proposition for building any new business must be a relentless desire to wow the customer, says PlayFirst CEO Baker, Mari. Think of every customer as a salesperson, and bring them solutions that are faster and easier ways to solve their problems. Maintain focus amidst a sea of customer feedback, and don't try to implement every possible functionality, else you'll spread your resources too thin.
 

Baker, Mari, Setting a Company Culture 2009-04-15 2232

Setting a Company Culture

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What does your company stand for? How will you make decisions? What are your overall philosophies? These questions are easy enough to answer when the company is three friends sitting in a living room, but how are they defined for a burgeoning business? Baker, Mari, CEO of PlayFirst, urges companies at a turning point to put forth concentrated effort to define and pinpoint these policies and ideals, and to otherwise define a culture that can grow along with your product line. She cites as an example a two-day offsite meeting at Intuit when they'd bulked up their staff to 30 people, and the positive results that ensued.
 

Baker, Mari, Knowing When to Step Down 2009-04-15 2233

Knowing When to Step Down

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It sometimes happens that a leader deems it necessary to take the company in a new market direction. And it takes a leader with courage to admit that they do not have the skills, connections, or background to be at the helm. In this clip, PlayFirst CEO Baker, Mari explains the circumstances behind her leaving early disease information service Navigenics, and uses it as an example of how the needs of the organization can sometimes trump over all.
 

Baker, Mari, Give Thoughtful Recognition and Praise 2009-04-15 2234

Give Thoughtful Recognition and Praise

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Be conscious of the in-house messages that you send. Baker, Mari, CEO of PlayFirst, encourages business leaders to think about the values of a company that are reflected in its communications; for example, celebrating employees who work deep into overtime or who find the least expensive resources. The way you praise your workers is a declaration of your company values, and if not handled carefully, they can send the message that long days and bottom-rung pricing are the only way to succeed. Be certain that praise is allocated carefully and that its an accurate representation of what's expected and desired on the job.
 

Baker, Mari, An Executive's Perspective Inside Venture Capital 2009-04-15 2235

An Executive's Perspective Inside Venture Capital

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Kick in the door when it opens, says Baker, Mari, CEO of PlayFirst, on her former affiliation with VC firm Kleiner Perkins. She transitioned from her executive roll at BabyCetner and soon sat in on pitch meetings, reviewing the portfolios of numerous start-up companies. Along the way, she took on an appreciation for the difficult choices made by venture capitalists. The experience taught her to be more thoughtful of approaching firms for future capital. It also solidified her understanding that being funded is more than just asking for cash; it's establishing a long-term relationship between the company and its funders.
 

Sandberg, Sheryl, Scaling Vision, Products, and Yourself 2009-04-22 2236

Scaling Vision, Products, and Yourself

Physical Description: 1 computer file(s) (mp4)

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What wisdom does Sandberg, Sheryl, Facebook COO, pass to the next generation of entrepreneurs and business leaders? The importance of impact, and the necessity for that impact to be scalable. Plan for your operations to entice change with a decreasing marginal cost, and for new ventures to grow legs and utility beyond the one-to-one user experience. Company vision, products, and the individual all have their own metric of scale. In this clip, Sandberg introduces these ideas and their application.
 

Sandberg, Sheryl, The Scaling of Vision 2009-04-22 2237

The Scaling of Vision

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People running organizations often make a distinction between management and leadership - the former being mathematical and scientific, the latter being more artful and magical. While management can conjure up compliance in a workforce, it takes real leadership to drum up passion and enthusiasm. Sandberg, Sheryl, COO of Facebook, does not claim to have all of the answers to effective leadership, but she believes trust and respect are necessities.
 

Sandberg, Sheryl, Make It personal and Make It Work 2009-04-22 2238

Make It personal and Make It Work

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Connecting community and making information accessible are the two overarching threads that run through some of the most successful companies of the last century, points out Facebook COO Sandberg, Sheryl. Here, she cites her own personal career path that began in the non-profit sector and evolved into technology, and numerous examples of companies with purpose, drive, and scalable vision, including Google, Apple, Nike, and Starbucks. She speaks of these as case studies to drive home her point on effective leadership containing a vision that will scale over time, place, and product line.
 

Sandberg, Sheryl, Moving Product at Unprecedented Scale 2009-04-22 2239

Moving Product at Unprecedented Scale

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When you think about a product that scales, future entrepreneurs must consider web and mobile technologies, as they've allowed for unprecedented, accelerated, broader markets than ever before conceivable. Truly understand the economics of distribution; Sandberg, Sheryl, Facebook's COO talks about old print media and music and how they've been trumped by the free distribution of the Web. She strongly encourages those venturing into business to take this business angle into account.
 

Sandberg, Sheryl, Leveraging Relationships and Scaling Yourself 2009-04-22 2240

Leveraging Relationships and Scaling Yourself

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Your career is based on relationships with other people, says Facebook COO Sandberg, Sheryl. How do you leverage them? She encourages students to separate people into two exclusive teams: Those who can hire you, and those who can help you plot your career path.
 

Sandberg, Sheryl, The Importance of Authentic Communication 2009-04-22 2241

The Importance of Authentic Communication

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Sandberg, Sheryl, COO of Facebook, talks about the importance of communication in scaling one's own career and business relationships. She recommends that rather than stating opinions as facts, managers state beliefs and the facts that support it, and encourage others to do the same, as a tool to encourage better information sharing. She also encourages everyone to take full responsibility for the actions, and to make them personal, stating that this ownership is a crucial building block at all stages of one's career.
 

Ballmer, Steven Anthony, The Future of Microsoft, The Future of Technology (Entire Talk) 2009-05-06 2242

The Future of Microsoft, The Future of Technology (Entire Talk)

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Ballmer, Steve, Microsoft CEO, shares his optimism for emerging innovation in the midst of economic turmoil, and the story of his own entrepreneurial path. He also speaks of his company's continued investment in Internet-ready hardware and software that seeks progress in healthcare, education, and science.
 

Perricone, Steve, Case Study: Innovation in Waste Refuse and Green Energy Production 2009-04-29 2243

Case Study: Innovation in Waste Refuse and Green Energy Production

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Steve Perricone, Co-founder of BioFuelBox, explains how his alternative fuel company solves multiple problems in waste refuse, energy production and distribution, across multiple platforms. By converting industrial food waste into biodiesel in remote areas, the company is reducing refuse by repurposing free raw materials into fuel, and reducing the resources necessary to ship fuel to remote and isolated areas. In this clip, Perricone's investor, Jennifer Scott Fonstad, Managing Director of Draper Fisher Jurvetson, also explains interest in the idea from a VC perspective and their belief in its global potential. Perricone also explains the BioFuelBox business model, which simply sells the recovered fuel back to the production plant, and gives them financial incentive as part of the revenue-share.
 

Perricone, Steve, An Argument in Favor of Venture Capital 2009-04-29 2244

An Argument in Favor of Venture Capital

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How does a young company decide to go out for venture capital rather than bootstrap themselves? For Steve Perricone, Co-founder of BioFuelBox, it all comes down to speed to market. And, he says, in Silicon Valley, speed is a key motivator to seeking outside funding. He also points out the other values of VC beyond cash, including wisdom and relationships within the industry, assistance in building a strong board, and, most importantly, the credibility that the right partner can lend.
 

Perricone, Steve, The Bumpy Path of a Start-Up 2009-04-29 2245

The Bumpy Path of a Start-Up

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Don't even attempt to launch a company unless you passionately believe in its mission and objective, says BioFuelBox Co-founder Steve Perricone. DFJ Managing Director Jennifer Scott Fonstad also tells graduates to take risk and not to be afraid to make mistakes. Both strongly suggest that those entering entrepreneurship enjoy the ride.
 

Perricone, Steve, Government Stimulus for the Clean Energy Sector 2009-04-29 2246

Government Stimulus for the Clean Energy Sector

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Scope and Content Note

At the time of this lecture, state and federal stimulus dollars for clean energy had been promised, but specific terms for who would receive those dollars had yet to be defined. Steve Perricone, Co-founder of BioFuelBox, talks about his fruitless trip to Washington, DC and the decisions being made surrounding the funding of clean energy. And, Jennifer Scott Fonstad, Managing Director of venture capital firm DFJ, discusses the necessity of companies like BioFuelBox to establish a consortium of both industrial food waste producers and those on the energy side. Her hope is that a collective effort will prove that a network of new technologies in energy could provide numerous jobs and other revenue opportunities.
 

Hawkins, Jeff, The Twenty-Year Plan 2009-05-13 2247

The Twenty-Year Plan

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After becoming a PhD student in biophysics and facing numerous institutional hurdles barring his desire to study the neural cortex, Hawkins, Jeff, Founder of Numenta, decided to think long-term. He put a career plan in place that has lasted over twenty years. Rather than pursuing his passions through academia, he decided instead to focus on making institutional change, adding credibility to his name, earning substantial financial revenues to fund his own pet projects, and helping the neuroscience community mature from the inside. Two decades later, arguably, he's accomplished all of these tasks, and he's still expanding their boundaries.
 

Hawkins, Jeff, The History of Palm and the Part-time Entrepreneur 2009-05-13 2248

The History of Palm and the Part-time Entrepreneur

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Hawkins, Jeff, Founder of Numenta, was an early observer of the idea that people wanted their primary personal computer to be in their pocket, thus he launched Palm in 1992. The self-described "reluctant entrepreneur" says that he never intended to launch a mobile computer industry (or any company, for that matter) and he describes how he negotiated a limited, part-time relationship with the company, despite the hopes of his investors. He describes in detail the organization's first big failure and its first huge success with the Palm Pilot, and a timeline of the company at large.
 

Hawkins, Jeff, An Entrepreneur's Take on the Non-Profit 2009-05-13 2249

An Entrepreneur's Take on the Non-Profit

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Launching a non-profit organization is just as much work as starting a for-profit business, says Numenta Founder Hawkins, Jeff. Many of the issues and struggles of leadership are the same, including concerns about funding, building, mission statements, staffing, etc. Hawkins recalls that the Redwood Neuroscience Institute, focused on neocortical theory in the field of neuroscience, was so successful that they were forced to think of their next steps after just three years in operation. A friend showed him how to plot the institute's theories into mathematical planning software, and Numenta, a for-profit entity, was born.
 

Hawkins, Jeff, Effective Choices, Not Longer Days 2009-05-13 2250

Effective Choices, Not Longer Days

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Throughout his thirty-year career launching four start-up organizations (including founding Numenta), Hawkins, Jeff has always sworn that the would be home for breakfast and dinner with his family every day. In this clip, Hawkins dispels the myth that launching an organization requires long office hours and frequent travel. Entrepreneurs, he says, can be effective without having to work hard. They do, however, have to make the right choices. Any organization that focuses on making better daily decisions will have the opportunity for broad and deep success.
 

Hawkins, Jeff, Forgo the NDA: Find Support Where You Can 2009-05-13 2251

Forgo the NDA: Find Support Where You Can

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Hawkins, Jeff, Founder of Numenta, encourages entrepreneurs to involve people in their problems and to solicit as many qualified opinions as they can. Don't get tangled in product secrecy and idea ownership at the expense of gaining quality feedback. Instead, he says, be happy that anyone is willing to listen to your ideas and offer the benefit of their expertise. And when it comes to investors, have them involved as much as possible so that they, too, can share the weight of the worry.
 

Hawkins, Jeff, Case Studies of Failure 2009-05-13 2252

Case Studies of Failure

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After designing about a dozen computer products, Numenta's Hawkins, Jeff recalls that two - among them the Palm Pilot - were very successful, half were good, and the remaining were market failures. Here, Hawkins discusses his thinking behind some of his product flops. He also tells the story of a fulfillment disaster that occurred with the launch of the Handspring Visor. After the online ordering system failed, every one of the product's tens of thousands of customers had to be called individually and asked if they'd received their order.
 

Hawkins, Jeff, Palm's Approach to Elegant Design 2009-05-13 2253

Palm's Approach to Elegant Design

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Despite Microsoft's desire to crush the fledgeling Palm Pilot in the 1990's, Hawkins, Jeff, Palm's former Co-founder and now the Founder of Numenta, decided to battle on a ground where the behemoth from Seattle could not compete: In the field of elegant design. Hawkins' focus was to make the product as beautiful as possible, and they hired acclaimed design firm IDEO to design the Palm IV. Not only was it easy on the eyes and easy to use, but it was the first consumer product with a lithium battery, and the first to use glue, rather than screws, for seamless closure.
 

Ballmer, Steven Anthony, The Start-Up During Economic Crisis 2009-05-06 2254

The Start-Up During Economic Crisis

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Critical screening, careful thought processes, and cash-conscience customers don't signal the end of the start-up, says Microsoft CEO Ballmer, Steve. But they do indicate that only the best and most solid ideas will receive the funding and other resources to bring them to fruition. As we reflect upon the economic crisis of 2008/2009, Ballmer describes entrepreneurial opportunities as "less frothy", but indicates his optimism for great solutions coming to market.
 

Ballmer, Steven Anthony, The Slow Incubation of Disruptive Technologies 2009-05-06 2255

The Slow Incubation of Disruptive Technologies

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Important ideas aren't born overnight, stresses Microsoft CEO Ballmer, Steve. They can take up to a decade or more to truly come to light. Examples of projects worth the wait include Windows, SQL databases, and the Google search engine. Hard work, he promises, will lead a revolution in the end.
 

Ballmer, Steven Anthony, Emerging Trends in the Future of Technology 2009-05-06 2256

Emerging Trends in the Future of Technology

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Have all of the great technology companies already been created? Not even close, insists Ballmer, Steve, Microsoft's CEO. The only thing for certain in the future of technology is its dynamism, and that the names and the players are always changing. Ballmer points to smart displays and better human-computer interaction as future areas of exploration. He credits software with having impact on the future of energy, environmental science, and other fields.
 

Ballmer, Steven Anthony, Microsoft's Research and Development 2009-05-06 2257

Microsoft's Research and Development

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Touch, voice, natural language input, smart hardware, and new platforms: Ballmer, Steve, Microsoft CEO, outlines the company's $9 million path of product research for 2009. Overall, he states that the company is optimistic for what can be created in the future. In this clip, he talks about the company's strong need to create and innovate just like a start-up - despite the fact that they're one of the largest names in the industry.
 

Ballmer, Steven Anthony, The Interplay of Venture Capital and Innovation 2009-05-06 2258

The Interplay of Venture Capital and Innovation

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Scope and Content Note

More venture capital means more companies, but it does not necessarily mean more innovation, says Ballmer, Steve, CEO of Microsoft. And on that same token, the restrictions in financing that resulted from the financial crisis of 2008/2009 will not necessarily quash the future of innovation, either. Ballmer believes that the best ideas in technology - true next steps - will come to light despite even amidst the most inhospitable market conditions.
 

Ballmer, Steven Anthony, Balance and Tension in Company Culture 2009-05-06 2259

Balance and Tension in Company Culture

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Ballmer, Steve, Microsoft's CEO, considers the importance of balance and the tension between symbiotic and opposing forces in the enterprise. In this clip, he takes a philosophical perspective on company culture, including the interplay of far-reaching patience and meeting short-term goals, and teetering between a passion for technology and a passion for the customer.
 

Ballmer, Steven Anthony, The Launch of Ballmer's Microsoft Career 2009-05-06 2260

The Launch of Ballmer's Microsoft Career

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Ballmer, Steve had always envisioned himself to be a big company guy - but he never dreamed that he would have to grow the company from the ground up. In this amusing anecdote on the roots of Microsoft's salad days, the company CEO recalls how he he took on the business responsibilities at the fledgeling start-up. At Bill Gates' invitation, Ballmer took on a low-risk summer job, never dreaming that it would result in one of the largest industry players enduring for over three decades.
 

Ballmer, Steven Anthony, Choosing the Right Projects 2009-05-06 2261

Choosing the Right Projects

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Despite Microsoft's size and market dominance, CEO Ballmer, Steve considers himself to be a "mini venture capitalist" in a sea of bright ideas and new market possibilities. Working with the best and the brightest, his is the final word on tough decisions regarding which ideas and projects receive funding and other in-house resources from the company's limited pool. New products come and go with varying success, but by staying focused on core-competancies and core-strategies, says Ballmer, the right decisions will always come to light.
 

Ballmer, Steven Anthony, Applying Education to On-the-Job Experience 2009-05-06 2262

Applying Education to On-the-Job Experience

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After just one year at Stanford's business school before joining Microsoft, Ballmer, Steve reflects upon the knowledge and courses that were most valuable to him in the real world. He recalls that it came in handy to read a balance sheet and understand the basics of cost accounting. Courses of study that were particularly helpful include business policy and management of arts organizations, which, he says, is more akin to managing engineers and scientists than one would think. STVP's Seelig, Tina also asks Ballmer to reflect upon what he wishes he'd learned. In retrospect, if he could retrace his steps in academia, his desire would be to take more computer science classes.
 

Westly, Steve, Historical and Global Change Through Clean Technology 2009-05-20 2263

Historical and Global Change Through Clean Technology

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With the long-term health of the planet at risk and the history of alternative energies in the making, Westly, Steve, former CFO for the state of California and founder of VC firm The Westly Group, challenges students and entrepreneurs to leave their hand print on the changing shape of the world. He cites the example of great explorers like Magellan and Columbus who broadly reached beyond boundaries never thought capable of being broken. Dependance on oil has these same challenges. He asks the audience, "What new things are you going to discover?"
 

Westly, Steve, Energy Reform and Cap and Trade 2009-05-20 2264

Energy Reform and Cap and Trade

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Business leaders put pressure on elected officials, and they should be vying for a worldwide mandate on energy reduction, cleaner building materials, and the adoption of Japanese and European energy standards that are some of the most stringent in the world. Westly, Steve, Founder of The Westly Group and former CFO of California, calls for global reform and the adoption of carbon cap and trade, stating that these real solutions to help propel the planet aren't any more difficult to implement or use than EBay.
 

Westly, Steve, Clean Tech's Impact on Recessionary Times 2009-05-20 2265

Clean Tech's Impact on Recessionary Times

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When orders for Tesla cars outshine orders for the GM Saturn, Westly, Steve takes this as a sign that clean technologies are going to help lift America from the recession of 2008/2009. He points to other indicators, such as that abundance of clean tech company IPO's, that will also help add new stems and leaves to the economy. As an aside, he also parallels the difference between US start-ups, enabled by the safety net of a VC-backed ecosystem, and their Chinese counterparts, who are forced to be profitable immediately or shutter.
 

Seelig, Tina Lynn, The Art of Teaching Entrepreneurship and Innovation (Entire Talk) 2009-05-27 2266

The Art of Teaching Entrepreneurship and Innovation (Entire Talk)

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Stanford Technology Ventures Program's Executive Director Seelig, Tina shares rich insights in creative thinking and the entrepreneurial mindset. Her talk, based on her 2009 book, What I Wish I Knew When I Was 20, cites numerous classroom successes of applied problem-solving and the lessons of failure.
 

Seelig, Tina Lynn, Teaching Creativity and Entrepreneurship 2009-05-27 2267

Teaching Creativity and Entrepreneurship

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Seelig, Tina, Executive Director of Stanford Technology Ventures Program, speaks about the lesson that is the crux of entrepreneurship: All problems are opportunities, and the larger the problem, the grander the opportunity. Furthermore, she talks about the challenges that arise in the methods for teaching these concepts, and the necessity to get people out of their comfort zone in order to encourage creative problem-solving. This clip also includes a video quote from Khosla, Vinod.
 

Seelig, Tina Lynn, Classroom Experiments in Entrepreneurship 2009-05-27 2268

Classroom Experiments in Entrepreneurship

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Scope and Content Note

If you had five dollars and two hours, what would you do to make as much money as possible? In this clip, STVP Executive Director Seelig, Tina recalls a classroom exercise in creative thinking and entrepreneurship that posed this quandry to student teams. The results were manifold and varied, often taking advantage of ly needed services, niche markets, and valuable time. These in-class experiments contain many valuable lessons on creative thinking in the start-up realm, including skills, ideas, and innovation as assets that always lend value.
 

Seelig, Tina Lynn, Turning Lemonade Into Helicopters 2009-05-27 2269

Turning Lemonade Into Helicopters

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Solving problems is an important aspect of entrepreneurship, but it's not the entire solution. Aspiring students also need to learn how to make their own good luck, says STVP Executive Director Seelig, Tina. Hard work is imperative, but it doesn't always mean a fortunate outcome. It takes optimism, an open mind, shrewd networking skills, and the ability to find the veiled "million dollars in the room." Seelig cites a personal anecdote where, through perseverance and curiosity, she turned an encounter with a stranger over frozen lemonade in a grocery store into a long-lasting relationship and a helicopter ride to a private ski resort overseas.
 

Seelig, Tina Lynn, Fail Fast and Frequently 2009-05-27 2270

Fail Fast and Frequently

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What's the secret sauce of Silicon Valley? Failure, reports Seelig, Tina, Executive Director of the Stanford Technology Ventures Program. To develop more successes, she urges, entrepreneurs have got to take a risk, and this is the notion behind every deal in the entire ecosystem. Venture capitalists fund risk and, by association, failure, in order to find the "hits" in the haystack. Failure is a perfectly acceptable part of the entrepreneurial process, provided that the smart entrepreneur learns from their errors along the way.
 

Seelig, Tina Lynn, Don't Wait to be Anointed 2009-05-27 2271

Don't Wait to be Anointed

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Don't think of a job as just getting a desk and a job description. Seelig, Tina, Executive Director of Stanford Technology Ventures Program, points out that landing a job means getting a key to the building. And what that key unlocks is entirely up to you. The endless possibilities of creating work, new projects, and developing ideas that cater to your passions are available to any employee in any office. Seelig urges entrepreneurial thinking in the workplace, and tells students that they should build the ladder below themselves, rather than waiting for someone else to put it before them.
 

Li, Yanhong, 1968-, Opportunities in China at the Age of Innovation 2009-09-23 2280

Opportunities in China at the Age of Innovation

Physical Description: 1 computer file(s) (mp4)

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With no business model and a company that was barely solvent, Baidu CEO Li, Robin quickly realized that his customer base didn't want to buy the best technology; only the cheapest. The entire strategy of his company needed to change, and he revamped his enterprise from a back-end search utility to a front-end, consumer-focused provider. Since making this change in 2001, Baidu has gone on to become one of the most successful online search tools on the planet.
 

Li, Yanhong, 1968-, Sharpening Focus in the Face of Market Turmoil 2009-09-23 2281

Sharpening Focus in the Face of Market Turmoil

Physical Description: 1 computer file(s) (mp4)

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Focusing on technology, operations, and the user experience, Li, Robin, CEO of Chinese search engine Baidu, took a pragmatic approach and recalls how he took on the role of project manager for the company for nearly a year. Focusing on nothing but search services, the company avvoided the market crash of 2000/2001 and resisted the trends in online development, and instead continued to play to the company's best strengths.
 

Li, Yanhong, 1968-, Shedding Light on the "Dark" Web 2009-09-23 2282

Shedding Light on the "Dark" Web

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In an effort to index the 99 percent of the "dark" web - that is, the vast majority of web pages unreachable by most search tools - Li, Robin, CEO of China's Baidu, launched a product called Aladdin. The goal of the open interface is to allow for and encourage user content submission, and to provide the site's users with a deeper, unbridled search capability.
 

Li, Yanhong, 1968-, The Future of Box Computing 2009-09-23 2283

The Future of Box Computing

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Described as not just a function of search, but a "vision for our future", the CEO of Baidu, Li, Robin, talks about the continuing emergence of the "magic" search box as the primary tool for browserless, consolidated information gathering. He also discusses at length how search terms have evolved - no longer just subject queries, but users hunting for everything from weather and movie time information, arithmetic solutions, and even dating help. From his stance, the empty box awaiting information is the simplest, easiest-to-learn computing platform, operating independently of location, operating system, or application.
 

Li, Yanhong, 1968-, China's Labor Demands in Computer Science 2009-09-23 2284

China's Labor Demands in Computer Science

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More than 700,000 computer science-related engineering students graduate each year in China, but few from this labor pool have the experience necessary to help an innovative company grow, says Li, Robin, CEO of search engine Baidu. And, he points out, the management opportunities on a global scale are tremendous. That said, he and his company also outline the qualities that they seek in incoming talent - including a readiness to learn, a political and hassle-free outlook, and supreme reliability.
 

Li, Yanhong, 1968-, Critical Early Decisions with Long Lasting Results 2009-09-23 2285

Critical Early Decisions with Long Lasting Results

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The pivotal points that changed the direction of Baidu's emergence, says its CEO Li, Robin, include fewer extravagant expenditures (and planning for six months of capital to last for over a year), a switch from a back-end to a consumer-oriented interface, and a conscious decision to outshine the competition. In addition, Li recalls the ten months he spent micromanaging the engineering team to quickly turnaround the best quality technology the team could muster. He credits all of these early-term risks with the long-term sustainability of the enterprise.
 

Li, Yanhong, 1968-, How North American Search Companies Faltered in China 2009-09-23 2286

How North American Search Companies Faltered in China

Physical Description: 1 computer file(s) (mp4)

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What is it that American search companies have failed to understand in China? Baidu's CEO Li, Robin asserts numerous reasons that foreign-based search tools underestimated the growth of China's online content in the 1990's and early 2000's. He first points out that the capabilities of Google and Yahoo! overseas did not match China's tremendous scale of content growth. In addition, North American companies underestimated the fierce competition and entrepreneurial spirit of the Chinese. And many Internet companies coming to China did not plan for the long-term investment necessary to fully mesh with the market.
 

Li, Yanhong, 1968-, The Development of China's Silicon Valley 2009-09-23 2287

The Development of China's Silicon Valley

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It's not a million dollar question. It's a trillion dollar question, says Li, Robin, CEO of Baidu, on the emergence of a Silicon Valley entrepreneurial ecosystem in China. Though the country's economy is enormous, much of it is based on cheap labor and inexpensive manufacturing. Many in China, particularly those in government, says Li, are very interested in developing the country's potential, but the task of replicating that kind of innovation has many roadblocks in its path.
 

Jurvetson, Steve, Innovation in a Disruptive Environment (Entire Talk) 2009-10-07 2288

Innovation in a Disruptive Environment (Entire Talk)

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Jurvetson, Steve, partner at Draper Fisher Jurvetson, offers perspective on the market opportunities in innovation and technology. Topics discussed include the necessity for utter market disruption, interdisciplinary solutions, and advice for those interested in working in the venture capital arena.
 

Ries, Eric, The Lean Startup: Debunking Myths of Entrepreneurship 2009-09-30 2289

The Lean Startup: Debunking Myths of Entrepreneurship

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A startup is not a "doll house" version of a larger enterprise. It's a human institution trying to start something new under extreme conditions of uncertainty, says author Ries, Eric. It's not that some founders have better ideas than others, and this is what dictates success. What differentiates a successfully launched enterprise is one who can unearth the best ideas under duress - those who can find "the pivot"- the point of reinvention when they realize that their original ideas need retooling. And, more critically, that they can find their market before they run out of money.
 

Ries, Eric, Achieving Grandiose Failure 2009-09-30 2290

Achieving Grandiose Failure

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After five years of product build-out and $40 million of capital, author Ries, Eric shares his personal story of monumental startup failure. The important distinction that he draws is not that his company failed to execute. To the contrary, all went strictly to plan, hiring the best talent, releasing a well-tested application, and garnering ample media and user attention. But the fledgling enterprise was a monumental disaster because of "shadow beliefs" - a uniformly-held series of ideas the company never discussed or articulated. Among them, they believed that they knew what customers wanted, they erroneously believed they could predict the future, and they took solace in the idea that plan advancement equals measurable progress.
 

Ries, Eric, Harnessing the Power of Early Adopters 2009-09-30 2291

Harnessing the Power of Early Adopters

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After a very hi-profile startup failure, author Ries, Eric and other co-founders launched a second startup product in just six months - with technically hazardous results. Rather than investing the resources necessary to craft quality software, they decided to switch tactics and release a buggy version quickly to determine if the product could find a market. Ries found that early adopters - often more visionary than the company founders - were a huge asset in streamlining product development. Working with them from the very early stages allowed for a better-engineered product and broader mainstream market success. Ries offers suggestion on how to find these initial users; often through search engine marketing and Google AdWords, StumbleUpon campaigns, and creative Facebook ads.
 

Ries, Eric, Agile Vs. Waterfall Product Engineering 2009-09-30 2292

Agile Vs. Waterfall Product Engineering

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Scope and Content Note

Author and entrepreneur Ries, Eric unpacks the difference between waterfall and agile product development theories, and outlines when each are best employed. Waterfall - the linear path of product build-out - is best used when the problem and its solutions are well-understood. However, its hazard is that it can also lead to tremendous investment without guarantee of its success. Agile development, on the other hand, is a less-risky model of what can happen when the product changes with frequent user feedback and minimal waste. Without an authoritative solution clearly in sight, which is often the case of the startup, agile programming allows the growing enterprise to build-out quickly and correct itself often.
 

Ries, Eric, Building a Product Nobody Wants 2009-09-30 2293

Building a Product Nobody Wants

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The largest source of waste in the startup, says author and entrepreneur Ries, Eric, is building a product that no one will find useful. This is not a technical error, but rather a tactical one. Find out early if your product has merit by developing two teams in-house: One that works on problems uncovering who the customer is and what problems they are trying to solve, and one that focuses solely on the solutions for the current product hypothesis.
 

Ries, Eric, An Argument for Continuous Deployment 2009-09-30 2294

An Argument for Continuous Deployment

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Author and entrepreneur Ries, Eric stresses continuous deployment - that is, the updating of code and website changes as frequently as every twenty minutes - as a necessary asset to the functioning of a lean startup. He states that all online product development and engineering changes should be implemented slowly and with immediate testing for each small change. Working in small batches allows for the immediate catching of errors, quick team response, reduced implementation of resources, and more control and flexibility over the finished product. And along the way, human intervention also builds up the intelligence and capabilities of the in-house testing and deployment systems. Ries also offers specific applications and engineering functions to make continuous deployment possible.
 

Ries, Eric, Building the Minimum Viable Product 2009-09-30 2295

Building the Minimum Viable Product

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In the successful build-out of a lean startup, entrepreneur and author Ries, Eric suggests adapting the rules of creating the minimum viable product. Rather than getting the product "right"; or employing the "release early, release often" philosophy of soliciting customer feedback for product development, the road to minimum viable product fuses the two ideas. The challenge for the startup is to figure out the smallest amount of product features and capabilities necessary for release, and then to slowly add more functionality as needed. For most entrepreneurs, says Ries, that means that any product will be about one-eigth as robust as they would like it to be. Ship it skinny, and add more features later - if your early adopter customers even notice what they're doing without.
 

Ries, Eric, The Five Whys 2009-09-30 2296

The Five Whys

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Understand and question deeply the root causes - i.e. the "human problems" - behind every technical mishap, else your startup will be hindered in its progress. So advises entrepreneur and author Ries, Eric, who suggests a layered analysis of decisions and procedures behind every technical undertaking. Follow up these questions with a proportional investment in human resources to alleviate further technical problems.
 

Jurvetson, Steve, VC's Seeking Disruptive Markets 2009-10-07 2297

VC's Seeking Disruptive Markets

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In addition to the usual factors that attract a venture capitalist to a startup - passionate entrepreneurs, unique ideas, and a desire to change the world - Draper, Fisher, Jurvetson's Jurvetson, Steve points out that many VC's are also seeking truly disruptive technologies. Startups exist and win, says Jurvetson, with true innovation, else, "the big guys just get bigger." Numerous elements affect disruption - competition, distribution channels, etc. - but the best "disruptive dynamos" often come from interdisciplinary and non-linear efforts.
 

Jurvetson, Steve, Ray Kurzweil's Optimistic Prognosis for Technology 2009-10-07 2298

Ray Kurzweil's Optimistic Prognosis for Technology

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Jurvetson, Steve, the partner and moniker behind VC firm DFJ, discusses in detail Ray Kurzweil's take on Moore's Law, which retroactively looks at the evolution of technology and the economy in terms of the numbers of possible calculations possible for a thousand dollars for the past hundred years. Of interest to the entrepreneur, Jurvetson points out that of global, social, and economic factors over time, there seems to be no coupling with the evolution of technology. Despite a poor economy, recessionary concerns, wars and political unrest, cites Jurvetson, technology continues to evolve at a steady and unstoppable pace.
 

Jurvetson, Steve, The Entrepreneur's Recognition of Technology Acceleration 2009-10-07 2299

The Entrepreneur's Recognition of Technology Acceleration

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If we look forward 20 years, we'll see as much change in technology as we've seen in the last 100 years, says DFJ's Jurvetson, Steve, quoting Ray Kurzweil. And at any point in the future, this axiom will maintain, indicating that the speed of technological innovation will forever continue to accelerate. What does this mean for the entrepreneur? We live with perpetual future shock and with a constant need to stay on top of the learning curve. The only ideas worth following in this sort of climate are those that seem unpredictable, crazy, and passionate. The more people who think your idea is terrible, the higher the likelihood for its success.
 

Jurvetson, Steve, Career Traits for the Aspiring Venture Capitalist 2009-10-07 2300

Career Traits for the Aspiring Venture Capitalist

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In addition to seeking staff diversity and team members with a vast list of personal contacts, Draper Fisher Jurvetson's partner Jurvetson, Steve discusses at length the background necessary to break into a VC firm from the ground up. While most positions fill from personal contacts, many come from business schools and other backgrounds, as well as legal, engineering, and marketing.
 

Papadopoulos, Greg, Upcycling, Not Recycling 2009-10-14 2301

Upcycling, Not Recycling

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As McDonough, William wrote in his book Cradle to Cradle, we should stop thinking of post-consumer goods as "waste", and instead start thinking of them as "food" in the product chain - upcycling raw materials and turning them into useful raw materials, rather than just alleviating the burden offset by recycling. Sun Microsystems' CTO Papadopoulos, Greg looks at this challenge from the perspective of engineering, and encourages the technical and scientific sectors to think not in terms of product degradation, but to look at manufacturing and design in terms of disassembly and endless reuse.
 

Papadopoulos, Greg, The Benefits of Open Source 2009-10-14 2302

The Benefits of Open Source

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All of the smart people don't work for you. So how can an organization harness a broader intellect and get them to work on their projects? Keep your ideas free and accessible, and share them with anyone willing to participate. This kind of product innovation and reinvention creates community beyond the company walls, says Papadopoulos, Greg, CTO of Sun Microsystems, whether it's a devoted team of engineers or users. In the end, if a business is willing to allow others to have a hand in its technology and development, they will benefit from a finer finished product overall.
 

Papadopoulos, Greg, Applying the Law to Open Source Business Models 2009-10-14 2303

Applying the Law to Open Source Business Models

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Using and understanding intellectual legal rights can be an asset to engineers, says former Sun Microsystems CTO Papadopoulos, Greg. In this clip, Papadopoulos explains the difference between patents, copyrights, and trademarks, and what each will allow for the inventor under the law. How they govern the laws of sharing intellectual property via open source can apply to any business model - from software code, to hi-end chocolate, to mechanically-engineered prosthetic limbs.
 

Papadopoulos, Greg, Fail Cheaply and Disrupt Thyself 2009-10-14 2304

Fail Cheaply and Disrupt Thyself

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Failure is a very important part of the learning process in Silicon Valley, says Papadopoulos, Greg, CTO of Sun Microsystems. And people should disrupt themselves frequently and as inexpensively as possible. An organization not on its game will allow an upstart to dislodge their market foothold more easily or for less cost, thereby putting you out of business. Instead, the successful, stable enterprise will constantly question their own efforts and their own technologies and learn how to cannibalize their own actions. Papadopoulis cites as an example a recent Intel processor powering a fleet of netbooks. While they are taking market share away from their own flagship processors, it's better for Intel to usurp themselves, rather than to be crushed under a competitor's innovation.
 

Barrett, Craig R., 1939-, Betting on the Future of Moore's Law 2009-10-21 2305

Betting on the Future of Moore's Law

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Material science is the basis of all semiconductor technology, says former Intel Chairman of the Board Barrett, Craig. And during his 35-year stint with one of technology's most established firms, Barrett has learned that Moore's Law (Intel founder Gordon Moore's prediction that the number of transisters in an integrated circuit will double every 18 months) is still applicable now, 40 years after it was written. And though it will eventually have to change, it will likely remain relevant for another 15 years or more.
 

Barrett, Craig R., 1939-, Copy Exactly: Establishing Competitive Manufacturing Capabilities 2009-10-21 2306

Copy Exactly: Establishing Competitive Manufacturing Capabilities

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Intel was a marvel at technology and invention from its 1980's-era inception, recalls former Chairman of the Board and veteran company insider Barrett, Craig. But the company's strong suit was not manufacturing; in fact, they were often undersold on their own products by Japanese competitors. To improve their skills in this arena, Intel executives performed significant benchmarking of their overseas product producers, and a decade later they'd learned to standardize production across multiple factories.
 

Barrett, Craig R., 1939-, The Growing Demand for Engineering Talent 2009-10-21 2307

The Growing Demand for Engineering Talent

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To keep up with the engineering demands of Moore's Law, Barrett, Craig, former Intel Chairman of the Board, discusses how the education and labor requirements of talent have evolved with the industry. While developing the first semiconductors took a team of only three people, today's market requires several hundred engineers for each new product, most of whom are trained with graduate degrees.
 

Barrett, Craig R., 1939-, The Value of Corporate Venture Capital 2009-10-21 2308

The Value of Corporate Venture Capital

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You and your company don't own all of the smart engineers in the world. But how can one capitalize on that talent, asks Barrett, Craig, former Intel COB? Fund research and start-ups that compliment your own work, including university research, to unearth emerging talent and move the industry forward. Barrett discusses why Intel spends over six billion dollars on hundreds of companies every year outside of their own walls and the tremendous benefits that the practice reaps. Remember that a single bright idea from a small research team can bring a large corporation to its knees overnight. Says Barrett, "We don't want you eating our lunch."
 

Gordon, Bing, Building Hi-Tech Skyscrapers 2009-10-28 2309

Building Hi-Tech Skyscrapers

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Mark Pincus, CEO of Zynga, equates building a sustainable online empire with building the skyscrapers that shaped the look of modern cities at the turn of the last century. Pincus reflects upon his 15-20 year career in hi-tech - riddled with many companies who asked him to leave - where he was set ineffective entrepreneurial goals. He discusses the change in his perspective; from garnering ROI, to offering sustainability, to building immortal "Internet treasures" - that is, the type of online utility that forever changes the world. He discusses the importance of thinking from the mountain top, and that the rest of the "distractions" - i.e. IPO's, acquisition, becoming a market leader, etc. - are just fool's gold.
 

Gordon, Bing, The Fight for Corporate Control 2009-10-28 2310

The Fight for Corporate Control

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We learn from the index and not the table of contents, says Bing Gordon, partner at KPCB. In this clip, Gordon and Zynga CEO Mark Pincus talk about how an effective CEO can make strategy and mission happen when they are not physicially present in the room. Pincus also discusses the importance of putting processes in place to communicate a larger vision, and why it's beneficial to write the story of your own goals and accomplishments. Keep control of your company and learn to negotiate only for the right things. Otherwise, you're just another employee.
 

Gordon, Bing, Product Management as CEO Training 2009-10-28 2311

Product Management as CEO Training

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If you can be a product manager, you can acquire the experience of acting as a CEO. The skills gained in product roadmapping, prioritizing tasks, interoffice communications, customer understanding, and product marketing are absolute necessities for being an effective enterprise lead. So says Mark Pincus, CEO and Founder of Zynga, who suggests this necessary on-the-job training for aspiring entrepreneurs. Be strategic. Take your times. Build yourself at world class companies before stretching your own ideas to task.
 

Gordon, Bing, Testing and Metrics are Imperative 2009-10-28 2312

Testing and Metrics are Imperative

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Pilots that fly by vision alone have a very short life expectancy when passing through clouds. But pilots that fly utilizing their instruments are able to soar. Mark Pincus, CEO of game company Zynga, and Bing Gordon, partner at VC firm Kleiner Perkins Caufield & Byers, touch upon the importance of metrics and analysis in social networking. In fact, Pincus states that one of his biggest career regrets from Tribe.net was not testing and measuring enough new tools and strategy. Gordan sums up the lesson for entrepreneurs by stating that we should, "believe in Darwinism, not Intelligent Design."
 

Gordon, Bing, Quick and Frequent Product Testing and Assessment 2009-10-28 2313

Quick and Frequent Product Testing and Assessment

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Mark Pincus, CEO and Founder of gaming company Zynga, encourages fast and frequent new ideas for video game development. But rather than putting forth tremendous resources to build out each idea, they company first tests its viability with a round of "ghetto testing" - five words that will be used to market the game, posted to the website live for five minutes. If sufficient audience interest is measured, then a one-week rollout of the first version of the game is revealed to just one percent of the Zynga audience for play and feedback, almost always with some modicum of "golden mechanics" - or viral, retentive quality - built in. If these early efforts prove successful, the game grows more robust with each successive build. Pincus reports that the company is always testing several hundred products simultaneously, and that measuring this success has never been easier or more affordable.
 

Shultz, George Pratt, 1920-, Christensen, Stan Interviews Secretary George P. Shultz on Negotiation 2009-11-18 2314

Christensen, Stan Interviews Secretary George P. Shultz on Negotiation

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Secretary Shultz discusses what he learned about negotiation while serving in both the Nixon and Reagan administrations. Topics covered include how to know when to go to the negotiation table, the role of trust in negotiation, confronting the dilemma of when to use force in a dispute, as well as the Secretary's opinions on negotiating in the current political landscape. Current events covered include the Arab Israeli conflict, the war in Afganistan, the fall of the Soviet Union, and how the media has changed the modern negotiation landscape.
 

Chamillionaire, 1979-, Creative Ideas to Make Saving Money Fun 2009-11-04 2315

Creative Ideas to Make Saving Money Fun

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Viral web chats, audience direct conversation, product giveaways, poignant brand ownership, and streaming relevant content. All of these tactics are creative, low-cost or no-cost marketing techniques employed by entrepreneurs and rap artists Quincy Jones III and Chamillionaire (inspired by the theme of the 2009 Global Innovation Tournament Challenge). In this clip, both artists discuss some of their best frugal strategies in casting a net for the widest audience online, and the great rewards their efforts have unearthed, including album and ticket sales, and the sale of over five million ring tones.
 

Chamillionaire, 1979-, Anyone Can Be an Entrepreneur 2009-11-04 2316

Anyone Can Be an Entrepreneur

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Artists Quincy Jones III and Chamilionaire discuss the myriad ways that online media and technology have leveled the playing field for "e-hustling", or the pursuit of entrepreneurship. Jones equates the Internet to the turntable when it comes to its thumbprint on hip-hop culture, whereas Chamillionaire extols Twitter as a frighteningly efficient - and more cost-effective - PR machine than a professional publicist.
 

Chamillionaire, 1979-, Soliciting Fan-Base Feedback 2009-11-04 2317

Soliciting Fan-Base Feedback

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Waiting for the right deal, rather than the merchandizing deal at-hand, is a trade-off that artist/entrepreneur Chamillionaire is willing to wait for, with a keen eye toward authenticity at every turn. Quincy Jones III adds that a successful musical artist product roll-out requires thinking across multiple platforms and multiple media. Business models have changed in the digital age, and it's no longer the job of the artist to dictate. Instead, exploring the fan-base who appreciates your work for creative ideas like iPhone apps and logo design, using them as a sounding board for new music and visuals, and bringing them into the creative fold, have become a pivotal part of the modern music artist's marketing plan.
 

Hennessy, John L., Changing the World through Innovation 2009-11-04 2318

Changing the World through Innovation

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Stanford President Hennessy, John kicks off the 2009 Global Innovation Tournament by challenging students to solve the world's major problems through innovation.
 

Chamillionaire, 1979-, Successful Independent Promotion: From Artist to Entrepreneur (Entire Talk) 2009-11-04 2319

Successful Independent Promotion: From Artist to Entrepreneur (Entire Talk)

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Hip-hop artists Quincy Jones III and Chamillionaire discuss mastering the business side of the music industry. Keeping up with cutting-edge technologies, production logistics, and finding creative ways to gain direct audience contact are essential tactics for the self-produced artist in the digital age.
 

Blank, Steven G., An Entrepreneur's Checklist 2009-11-11 2322

An Entrepreneur's Checklist

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No matter what business vertical you're entering, serial entrepreneur Blank, Steve outlines a few points of necessary focus for the emerging business start-up, including market opportunity, market regulations and distribution, competitors and complimentors, and technology breakthroughs. He notes that the customer is not always the same thing as the payer, and that this bifurcation is creating interesting new business models.
 

Blank, Steven G., Is First-to-Market Best? 2009-11-11 2323

Is First-to-Market Best?

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Why is it a bad idea to be the first and only player in a market? Serial entrepreneur Blank, Steve outlines a host of reasons, including limited market opportunity, the expense of defining new markets, and the positioning risk involved in setting the market standard. Blank cautions that it may not be wise to be break new ground, and that safer terrain can be found in the footholds of the "first fast follower."
 

Blank, Steven G., Vertical vs. Horizontal Markets 2009-11-11 2324

Vertical vs. Horizontal Markets

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In this clip, the difference between vertical markets - niche players serving a specific need or customer set; and horizontal markets - goods or services that enable a platitude of businesses - are defined for the student of entrepreneurship. The needs of start-ups differ dramatically by vertical, says serial entrepreneur Blank, Steve. And taking advice from new enterprises in a different market niche can end in disaster. Take heed when receiving advice from friends in a neighboring business vertical.
 

Blank, Steven G., Market Risk and Technology Risk 2009-11-11 2325

Market Risk and Technology Risk

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Market risk is the concern that you'll find your customers before you run out of funding. A technical risk asks if the innovation is in place to bring your start-up idea to market successfully. Both of these concerns are paramount for an entrepreneurial venture, says serial entrepreneur Blank, Steve, and both have the potential to cause a young business to shutter.
 

Blank, Steven G., The Entrepreneur and the Family 2009-11-11 2326

The Entrepreneur and the Family

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Female Stanford students of entrepreneurship ask serial entrepreneur Blank, Steve: "How can one balance family life with the demands of the start-up?" Blank advises single people to stay single, and suggests that those with family ties set strict schedules to insure time together. Start-ups can easily take over one's life, he says, and one must be equally diligent in taking time off as working.
 

Blank, Steven G., Fall 2009 Quarter Roundup: What Did We Learn? (Entire Talk) 2009-11-11 2327

Fall 2009 Quarter Roundup: What Did We Learn? (Entire Talk)

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Stanford instructor and seasoned serial entrepreneur Blank, Steve looks back at the commonalities and quirks of the quarter's previous speakers. Blank outlines a thorough checklist of questions and analysis helpful to any new enterprise leader, and offers insight and case studies from industry giants and new technology plays alike.
 

Li, Yanhong, 1968-, Lessons From China: The Evolution of The Globe's Largest Search Engine (Entire Talk) 2009-09-23 2328

Lessons From China: The Evolution of The Globe's Largest Search Engine (Entire Talk)

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Li, Robin, CEO of Baidu, speaks in detail about the launch and growth of the company and the search engine. He discusses how its intimate understanding of Chinese language and culture - and a unique social approach to search - have allowed it to succeed where many North American search giants have faltered.
 

Ries, Eric, Evangelizing for the Lean Startup (Entire Talk) 2009-09-30 2329

Evangelizing for the Lean Startup (Entire Talk)

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Speaker, author, and entrepreneur Ries, Eric shares rapid fire wisdom on building nimble, responsive, and efficient online software-based businesses. He also offers his wisdom on streamlining processes and progressing engineering systems, and puts forth front line insight into why some new ideas succeed where others have failed.
 

Papadopoulos, Greg, Responsible Engineering in the Modern Age (Entire Talk) 2009-10-14 2330

Responsible Engineering in the Modern Age (Entire Talk)

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Whereas the 20th century belonged to the scientist, the 21st century, says Sun Micosystems' CTO Papadopoulos, Greg, is the domain of the engineer. Rather than secretly toiling away on new discoveries, modern engineers are concerned about social responsibility, renewable materials and product lifecycles, collaborative and open source discovery, and furthering industry-wide innovation.
 

Barrett, Craig R., 1939-, A Historical Perspective on Semiconductors and Moore's Law (Entire Talk) 2009-10-21 2331

A Historical Perspective on Semiconductors and Moore's Law (Entire Talk)

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Intel Corporation legend, former CEO, and Chairman of the Board Barrett, Craig discusses his personal career path from a Stanford Associate Professor, to Silicon Valley consultant, to a 35-year career inside one of the globe's most prominent players in technology. His talk concentrates on Moore's Law and the myriad factors in place to ensure its continued progeny.
 

Adler, J. R. (John R.), PhD, Evolution of a CEO (Entire talk) 2010-01-13 2341

Evolution of a CEO (Entire talk)

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John Adler and Trip Adler discuss their entrepreneurial experience and evolution as business leaders: John Adler describes his bumpy course in developing his biotechnology company, Accuray Incorporated; while his son Trip emphasizes the need for persistence and confidence in developing Scribd, a social publishing site. Despite building companies in different fields, the two offer the same central advice toward building a successful business: trust yourself, focus on developing a great product, and remember that there are no rules.
 

Adler, J. R. (John R.), PhD, Entrepreneurs Have No Rules 2010-01-13 2342

Entrepreneurs Have No Rules

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Acuray founder John Adler laughs and says his free-spirited son, Trip Adler, couldn't have done anything aside from becoming an entrepreneur. "Entrepreneurs have no rules," he points out. One piece of advice he does give his son: Never give up the title of CEO. It's one of the hardest things to learn, he confesses. Trip Adler, CEO of Scribd, concurs. He explains that in many cases, it is the founder who is able to provide the vision to effectively direct product development.
 

Adler, J. R. (John R.), PhD, Luck is Hard Work and Persistence 2010-01-13 2343

Luck is Hard Work and Persistence

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It wasn't luck, we were just doing things right, asserts Scribd founder Trip Adler. In this clip, Adler explains that luck can come to any entrepreneur who works hard and remains persistent in trying to reach his or her goal.
 

Adler, J. R. (John R.), PhD, Entrepreneurship is a Learned Skill 2010-01-13 2344

Entrepreneurship is a Learned Skill

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Do successful entrepreneurs know they're using the right methods as they build their companies, or do they only realize it in hindsight? Trip Adler, founder/CEO of Scribd, explains that he did know he was taking the best approach at the time. He adds that entrepreneurship is a learned skill like any other, and that persistence pays off.
 

Adler, J. R. (John R.), PhD, Culture Stems from Your Belief in the Product 2010-01-13 2345

Culture Stems from Your Belief in the Product

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Accuray founder John Adler asserts "you can tweak culture at the margins, but ultimately the culture stems from your belief in the product." He echoes the sentiments of his son Trip Adler, CEO of Scribd, who says that product development should remain the top focus at all times.
 

Adler, J. R. (John R.), PhD, Just Go for It 2010-01-13 2346

Just Go for It

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Just go for it, advises Scribd founder Trip Adler. If you want to start a company, he continues, you just have to do it; you'll learn as you go. John Adler, founder of Accuray, agrees wholeheartedly, encouraging new entrepreneurs to resist feeling intimidated. Founding a company "calls for decision and bold action." While the lack of constraints and benchmarks can be daunting to the new entrepreneur, it also opens up great opportunities.
 

Adler, J. R. (John R.), PhD, The Difference Between a Surgeon and a CEO 2010-01-13 2347

The Difference Between a Surgeon and a CEO

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A surgeon and a CEO are nothing alike, observes Accuray founder John Adler. A surgeon, he explains, gives orders in the operating room; a CEO must persuade those in the boardroom to follow him. This difference in culture was a big surprise, recalls Adler, and took time to adjust to. Learning to persuade others is, in his view, a big part of the leadership process.
 

Adler, J. R. (John R.), PhD, What's the Best Degree for an Entrepreneur? 2010-01-13 2348

What's the Best Degree for an Entrepreneur?

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Given a choice between an MBA and a degree in a technical domain, which affords the best preparation for a entrepreneurial leadership role? Both Accuray's John Adler and Trip Adler of Scribd agree that for an entrepreneur planning to start a technology company, a degree in science or engineering provides the necessary edge for success.
 

Adler, J. R. (John R.), PhD, Trust Your Vision 2010-01-13 2349

Trust Your Vision

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Trust your vison, exclaims Accuray founder John Adler. In a lively discussion with his son and fellow entrepreneur Trip Adler of Scribd, the two expand on the idea that ultimately no one knows your company better than you.. Though there's no shortage of advice from those older and more experienced, both agree that trusting your instincts and making your own mistakes are vital parts of the learning process for a new entrepreneur.
 

Adler, J. R. (John R.), PhD, The Risks of Listening Too Much to Your Users 2010-01-13 2350

The Risks of Listening Too Much to Your Users

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Listen to users too much, you build a bad product, believes Scribd's Trip Adler. While analytics data can provide helpful information, he cautions that if you listen only to feedback from the most vocal users, you risk building a product that will appeal to a small niche market. Accuray founder John Adler agrees -- listen to your users, but base your decisions on your own vision for your product.
 

Hansson, David Heinemeier, Unlearn Your MBA (Entire Talk) 2010-01-20 2351

Unlearn Your MBA (Entire Talk)

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David Heineimeier Hansson, the creator of Ruby on Rails and partner at 37signals in Chicago, says that planning is guessing, and for a start-up, the focus must be on today and not on tomorrow. He argues that constraints--fiscal, temporal, or otherwise--drive innovation and effective problem-solving. The most important thing, Hansson believes, is to make a dent in the universe with your company.
 

Hansson, David Heinemeier, Veer Away from Heavy Management Theory 2010-01-20 2352

Veer Away from Heavy Management Theory

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Unlearn Your MBA. It's the most important piece of advice new entrepreneurs can take, argues David Heinemeier Hansson. Hansson estimates that 96.7% of what he learned at the Copenhagen Business School has no impact on what he does today as a partner at 37signals. MBA students need to readjust and recalibrate their thinking away from heavy management theories towards building a product and pleasing a customer.
 

Hansson, David Heinemeier, Planning Is Guessing 2010-01-20 2353

Planning Is Guessing

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Long-term planning, strategic planning, tactical planning -- all of these types of planning are really funny for a start-up, chuckles David Heinemeier Hansson, partner at 37signals. The punch line, he delivers, is that a start-up doesn't even know if it will be doing business in five years, let alone five months. These types of planning suit a stable business, like McDonald's in Northern Illinois. But a new business in a new industry has no clue what it will need long-term. In fact, he adds, most decisions for a start-up are incredibly temporary. What does matter more than planning? Simply starting.
 

Hansson, David Heinemeier, Venture Capital Is a Time Bomb 2010-01-20 2354

Venture Capital Is a Time Bomb

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David Heinemeier Hansson has a provocative point of view: he believes that Venture Capital is a time bomb and one of the most harmful things for a new business. He explains that a sudden windfall of money provides start-ups with a false sense of security. VC-injected companies often lose the urgency to create a sustainable, profitable product. These companies often become addicted to venture capital funding, requiring round after round of financing.
 

Hansson, David Heinemeier, Don't Play with Other People's Money 2010-01-20 2355

Don't Play with Other People's Money

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The key problem with venture capital remains simple: You're playing with other people's money. David Heinemeier Hansson, partner at 37signals, believes that using venture capital removes the accountability that's inherent when an entrepreneurs use their own money. When it's your own money, he continues, you want to make more of it faster, so you don't just put out a product without a price. The urgency you get from spending and making your own money is the most powerful driving force for an entrepreneur.
 

Hansson, David Heinemeier, Playing It Small Doesn't Mean Not Making Money 2010-01-20 2356

Playing It Small Doesn't Mean Not Making Money

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Skewed expectations present a major risk when accepting venture capital. Most venture capitalists expect to make a lot of money, and they expect the company they help to become billion-dollar ventures. David Heinemeier Hansson, partner at 37signals, compares this type of risk to putting all of your money on red five in a game of roulette. When you build a business that earns a million dollars per year, you're taking a more calculated risk, analogous to that of a skilled poker player who steadily builds up his winnings. "The fact of the matter is that a million dollars is a lot of money when it goes straight into your bank account," asserts Heinemeier Hansson, partner at 37signals.
 

Hansson, David Heinemeier, Great Ideas Derive from Well-Rested Minds 2010-01-20 2357

Great Ideas Derive from Well-Rested Minds

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Being a workaholic is no guarantee of success. David Heinemeier Hansson points out that 37signals' main product, Basecamp, was created on 10 hours a week of development for a total of six months. When you're overworked, you can't think creatively. A great idea comes from a well-rested mind.
 

Hansson, David Heinemeier, Constraints Are Your Friends 2010-01-20 2358

Constraints Are Your Friends

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David Heinemeier Hansson reminds the audience of a simple fact: you'll never outdo Microsoft or Google; they will always have more resources than start-ups. But an entrepreneur must realize that constraints are your friend. Having some limitations will force you to think differently than your competition.
 

Hansson, David Heinemeier, Overnight Success Does Not Exist 2010-01-20 2359

Overnight Success Does Not Exist

Physical Description: 1 computer file(s) (mp4)

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Nobody is an overnight success, claims David Heinemeier Hansson, partner at 37signals and developer of the Web platform Ruby on Rails. When some product or company suddenly appears out of nowhere, it usually arrives out of 10 years worth of work. He points out that 37signals and Basecamp took just this length of time to become a success. Accelerated growth is a charade, Heinemeier Hansson stresses. It takes time to develop a sustainable, profitable company.
 

Hansson, David Heinemeier, A Small Business Can Be a Highly Profitable Company 2010-01-20 2360

A Small Business Can Be a Highly Profitable Company

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Asked to clarify the difference between a small business and a scalable business that hopes to earn a billion dollars, David Heinemeier Hansson, partner at 37signals, says they are the same thing. Scalable for Heinemeier Hansson means there isn't a direct correlation between profit and employee count: I can earn 5 million dollars and not hire five people. Many large companies give the impressions that that there is a connection -- i.e., for every $500,000 earned, a company must hire two people -- so smaller companies wrongly focus on organizational charts and meetings. He points out that 37signals is both a small business (15 employees) and a highly profitable company.
 

Hansson, David Heinemeier, Out-Teach Your Competition 2010-01-20 2361

Out-Teach Your Competition

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A startup, David Heinemeier Hansson argues, will never have the resources to outspend a Google or a Microsoft in promoting itself. Instead, his own company 37signals tries to out-teach. "We're trying to build an audience; we're not just trying to have customers." Through blogs, lectures, seminars and other teachable moments, he explains that 37signals has created a following of the company that may not use the product today. But at some point, these people will either buy our product or recommend it to someone who will. In the end, all sustainable businesses are built by word of mouth.
 

Hansson, David Heinemeier, What I Did Learn at Business School 2010-01-20 2362

What I Did Learn at Business School

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What was one of the main things David Heinemeier Hansson took away from business school? Buy for $1, sell for $2. While it may seem like a simple idea, some of the most basic lessons are the most difficult to understand. For him, these lessons have helped him better understand capitalism. Through this clarification, he has realized that you have to both appeal to people's own self-interest and assign some value to a job or product.
 

Case, Stephen McConnell, People, Passion, Perseverance: You've Got Entrepreneurship (Entire Talk) 2010-02-24 2363

People, Passion, Perseverance: You've Got Entrepreneurship (Entire Talk)

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People, passion, perseverance. Former AOL CEO and Chairman Case, Steve describes these words as the bedrock of successful entrepreneurship. Heading into what may be a "golden era of entrepreneurship," he says that he relies on the "three p's" as assessment tools to help guide his direction and goals. When all of the three parts are in balance, an entrepreneur can achieve success like that of AOL; when they aren't, you get the failure of the AOL-Time Warner merger.
 

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Risky Business: Analysis from an Engineering Perspective (Entire talk) 2010-01-27 2364

Risky Business: Analysis from an Engineering Perspective (Entire talk)

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Don't set sail without thinking first: this sage advice sums up risk analysis for Elisabeth PatÚ-Cornell, department chair of Management Science and Engineering at Stanford University. She explains that risk assessment involves the study of scenarios, probabilities, and consequences. A risk analyst uses logic and statistics to makes sense of uncertainties and provides possible solutions to derail disaster. While some events force quick thinking, most can be avoided with a little forethought. After all, she simplifies: risk analysis isn't just nuclear reactors, it's also real life.
 

Hagstrom, William, Entrepreneurial Journeys in Healthcare (Entire Talk) 2010-02-03 2365

Entrepreneurial Journeys in Healthcare (Entire Talk)

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It's not just your strengths as a leader, it's your passion, says Hagstrom, William, CEO of Crescendo Bioscence, in South San Francisco, CA. He strongly advises future entrepreneurs to think of your business as a worthy crusade. Giving example with his own career, he urges those starting a company to architect their venture deeply, form a culture of excellence, and think about risk early. The culmination of his experience has redefined the role of CEO for him as way to empower others.
 

Garrity, Steve, Panel of Young Entrepreneurs (Entire Talk) 2010-02-11 2366

Panel of Young Entrepreneurs (Entire Talk)

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Six young Stanford grads and entrepreneurs -- Steven Garrity, Clara Shih, Kimber Lockhart, Jeff Seibert, Josh Reeves, and Tristan Harris -- share their experiences starting companies and raising capital. While being in their 20s may seem to be an obstacle to outsiders, they said they "flipped" this liability into an asset -- focusing instead on their raw ability to bring innovative ideas to life. They advise all young entrepreneurs to be persistent, opportunistic, and scrappy.
 

Sinha, Rashmi, Sharing a Measure of Success (Entire Talk) 2010-02-17 2367

Sharing a Measure of Success (Entire Talk)

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Jonathan Boutelle and Rashmi Sinha, founders of the presentation-sharing site SlideShare, describe the entrepreneurial process as a series of pivots. Boutelle explains it's not just a jump, but an evolving growth of stages that leads to an idea that can start a business. From there, Sinha says that focused execution keeps the vision moving forward. By continually measuring the activity, they both believe that entrepreneurs can better recognize the growth stages of their company.
 

Sumner, Polly, Success and Failure Drive Innovation (Entire Talk) 2010-03-03 2376

Success and Failure Drive Innovation (Entire Talk)

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Accenture's Liz Tinkham interviews salesforce.com's Polly Sumner about entrepreneurship that occurs in both large and small companies. They both agree that innovation and risk-taking occur in any-sized company where the culture emphasizes "no idea is a dumb idea." Sumner advises young entrepreneurs to not fear risk: every failure teaches you a valuable lesson, and once learned, success is that much sweeter.
 

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Risk Analysis Examines Uncertainties 2010-01-27 2377

Risk Analysis Examines Uncertainties

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In a world of uncertainties, you seldom have statistics, explains Dr. M. Elisabeth PatÚ-Cornell, department chair of Management Science and Engineering at Stanford University. Risk analysis examines a broad distribution of outcomes based on scenarios and their probable consequences. From these results, she says a people must decide if they can live with the hypothesized outcomes. If not, we must decide how to best allocate resources for reinforcement of the systems in place to avoid disaster.
 

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Real-Life Risk Analysis 2010-01-27 2378

Real-Life Risk Analysis

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Real risks of real life don't always involve airplanes and nuclear power plants. Dr. M. Elisabeth PatÚ-Cornell shares a personal example: She has a two-year-old little boy who likes to tumble down the stairs in her new home. If that doesn't sound dangerous enough, the landing also has a sharp post. Dr. PatÚ-Cornell uses risk analysis to calculate the number of times her son might tumble down the stairs, the accident rate and possible solutions. The result: She builds a bumper of three baskets that can absorb the force of a basketball without breaking.
 

Paté-Cornell, M. Elisabeth (Marie Elisabeth), The Process of Risk Assessment 2010-01-27 2379

The Process of Risk Assessment

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How does someone think about risk analysis? Management Science and Engineering department chair Dr. Elisabeth PatÚ-Cornell breaks down the process of assessing risk: She first speaks with experts to find out how a given system works and how it might fail; then she examines ways of reinforcing a system. A risk analyst can only provide options based on available resources; they cannot make decisions for someone.
 

Paté-Cornell, M. Elisabeth (Marie Elisabeth), System Analysis in Risk Assessment 2010-01-27 2380

System Analysis in Risk Assessment

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System analysis stands in the center of most risk analysis. Deconstructing the system, one breaks it down into classes of scenarios that can allow an analyst to better understand how something can fail. The two biggest classes are dependencies on external factors and human error. Dr. Elisabeth PatÚ-Cornell, department chair of Management Science and Engineering at Stanford University, explains that you look at these types of scenarios because there are not enough reliable statistics.
 

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Classic Example of a Future Accident 2010-01-27 2381

Classic Example of a Future Accident

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The classic example of an accident that hasn't happened yet: the heating tiles of the space shuttle. The first 33 flights consisted of errors in maintenance. Dr. Elisabeth PatÚ-Cornell describes how she discovered that technicians were mixing water with the glue, so the heating would adhere faster to the surface; though, by diluting the contacting bond, it put the heating tiles more at risk during the space shuttle's reentry into Earth. Her team created a map of the space shuttle and the most crucial heating tiles. In the end, she made recommendations based upon the data and research.
 

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Dynamic Model of Accidents 2010-01-27 2382

Dynamic Model of Accidents

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The patient risk in anesthesia highlights the dynamics of accidents. The problem: How can the management of anesthesia systems be improved to decrease patient risks that could occur in the operating room environment? To compute the probability of an accident of all scenarios, a dynamic model helps to understand how fast things could go wrong once an accident first occurred and how fast someone must react to resolve the problem. Among the contributing factors causing an accident (work schedule, training, and experience), Dr. Elisabeth PatÚ-Cornell, department chair of Management Science and Engineering at Stanford University, says that simulated training helped decrease accidents by an optimistic 16 percent.
 

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Do Entrepreneurs Take More Risks? 2010-01-27 2383

Do Entrepreneurs Take More Risks?

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Dr. Elisabeth PatÚ-Cornell, department chair of Management Science and Engineering at Stanford University, wonders aloud whether entrepreneurs actually take that much risk. She explains that in the United States, venture capitalists take a lot of calculated risk by backing budding start-ups, while in Europe, bankers, acting in the same role, are not. Entrepreneurs usually start with a technical idea for a company and surround themselves with a great team of managers and technicians. Indeed, the success of risk-taking boils down to a single factor: the ability to build teams and cultivate many skills.
 

Hagstrom, William, Make Your Business Your Crusade 2010-02-03 2384

Make Your Business Your Crusade

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Ten years into his career, Hagstrom, William, CEO of Crescendo Bioscience, says he had an epiphany. Working at a billion-dollar company, he remembers leaving a lateral meeting when a colleague approached him and told him to "relax, it's only a job, it's not a crusade." And this comment hit him like a ton of bricks: if he was going to invest his life and time into a venture, it better be a crusade.
 

Hagstrom, William, Lessons Learned from Stage I of His Career 2010-02-03 2385

Lessons Learned from Stage I of His Career

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Crescendo Bioscience CEO Hagstrom, William explains some of the biggest lessons he learned from the early stages of his career. Taking initiative, doing fieldwork, and being objective rank as some of the most useful things he learned while working for large, multinational healthcare firms like Baxter International. What was the most important lesson? Tenacity and relentlessness make all the difference in whether a project succeeds or fails.
 

Hagstrom, William, Your Needs Versus the Business's Needs 2010-02-03 2386

Your Needs Versus the Business's Needs

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Hagstrom, William, CEO of Crescendo Bioscience, remembers an idea from a column in Inc. magazine: "There comes a time when you realize the business needs something you can't give it; at the same time, you realize you need something the business can't give you," A CEO needs to know there are very distinct life cycles in a company's evolution, and business leaders must constantly assess their role and place in these maturation stages as well as their own needs as entrepreneurs.
 

Hagstrom, William, Lessons Learned As a Novice Entrepreneur 2010-02-03 2387

Lessons Learned As a Novice Entrepreneur

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From his first experiences as an entrepreneur, Hagstrom, William, CEO of Crescendo Bioscience, relates the importance of strategy and its integration into the business model. Added to this vision, he believes a CEO of a healthcare firm must have a thorough knowledge and understanding of the technical and scientific aspects pertaining to the business. Because there is little margin for error, the company leader must also be a multitasking dynamo with sound judgment who can deliver results. In short, the CEO must do more than talk, he must act.
 

Hagstrom, William, Lessons Learned As a Serial Entrepreneur 2010-02-03 2388

Lessons Learned As a Serial Entrepreneur

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A few companies into his entrepreneurial life, Hagstrom, William, CEO of Crescendo Bioscience, has some advice for those who are just starting out. An entrepreneur must think about and understand risk better, so he can ultimately minimize it. He boils the many insights into some hard-learned lessons: architect the business more deeply and muscle it with talent, so the programs are stouter and the company makes a bigger impact. And while it may seem obvious, he says that a CEO must build in time to think and reflect about what's going on in the business.
 

Hagstrom, William, Know Your Strengths 2010-02-03 2389

Know Your Strengths

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How do I think of myself as an entrepreneur?" asks Hagstrom, William, CEO of Crescendo Bioscience. As someone who has studied Myers-Briggs personality types, he describes himself as INTP and as someone who is fairly intense and analytical. He also tests high in vision, deliberation and innovation. "It's important to know yourself," he says, "you can't force a style that doesn't work for you." With all this being said, Hagstrom adds, "it's not just about your strengths but also about your passion."
 

Garrity, Steve, Reasons to Start a Company, Part 1 2010-02-12 2390

Reasons to Start a Company, Part 1

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Steven Garrity and Clara Shih, founders of Hearsay Labs, talk about how they both knew they wanted to start a company - and with each other. A long-time goal for Shih, she recalls receiving an issue of BusinessWeek when she was 18 that impressed upon her how magical things can happen in Silicon Valley. Josh Reeves, founder of unwrap inc., adds that a start-up is the best place to learn many aspects of running a business.
 

Garrity, Steve, Reasons to Start a Company, Part 2 2010-02-13 2391

Reasons to Start a Company, Part 2

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Kimber Lockhart, cofounder of Increo Solutions, Inc. with Jeff Seibert, believes that starting her company was part of the general process of solving a business problem. Jeff Seibert says that it was all about building the right product in an environment that allows him to do a vast variety of tasks. Tristan Harris, founder of Apture, admits he didn't necessarily want to start a company nor build a product. What he really was interested in was how to solve the problem of creating a rich news environment on the Web.
 

Garrity, Steve, To Raise Money or Not, Part 1 2010-02-14 2392

To Raise Money or Not, Part 1

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To bootstrap means to use revenue or personal savings to run your operations, explains Josh Reeves, founder of unwrapped inc. Rather than seeking out venture capital, Reeves explains why bootstrapping his own venture allowed him to tinker with his company's product and vision without worrying about the reactions of outside investors. Hearsay Labs Co-Founders Clara Shih and Steve Garrity agree, saying they only sought venture capital to push their company to the next level in product development and to satisfy their customers' needs.
 

Garrity, Steve, To Raise Money or Not, Part 2 2010-02-15 2393

To Raise Money or Not, Part 2

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A VC firm would provide a bit more name recognition," says Jeff Seibert, founder of Increo Solutions, Inc. Just out of college, he believes it provided him and his partner Kimber Lockhart with a lot more credibility to the companies they wanted to sell their product. Tristan Harris, founder of Apture, relates how they first earned angel capital, then used the name recognition to gain their first customers, which then led to the company's series A round of funding.
 

Garrity, Steve, Pros and Cons of Being a Young Entrepreneur 2010-02-16 2394

Pros and Cons of Being a Young Entrepreneur

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What are the biggest obstacles and assets for young entrepreneurs? Unwrapped, inc. founder Josh Reeves answers that the biggest obstacle it not knowing how to manage all the priorities. Clara Shih, founder of Hearsay Labs, believes that being a young entrepreneur has its advantages because you can highlight your ability to solve problems from a fresh perspective. Steve Garrity, of Hearsay Labs, says that youth allows you to ask lots of seemingly naive questions. Plus, Increo Solutions, Inc. founder Kimber Lockhart adds that starting a business is challenging for everyone, not just young entrepreneurs. Don't assume that older, first time entrepreneurs have all the answers.
 

Garrity, Steve, Technical Degree Versus a Business Degree 2010-02-17 2395

Technical Degree Versus a Business Degree

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Having an engineering degree, says Jeff Seibert, founder of Increo Solutions, Inc., allows you to prototype your own idea. "You don't have to choose" between an engineering degree and an economics one, quips Clara Shih, founder of Hearsay Labs. Having a nontechnical degree allows you to better explain complex technical issues in everyday language, she says. Though, while you do need to meet business needs, her partner Steven Garrity says that engineers are in demand and hard to hire.
 

Garrity, Steve, How to Find Customers 2010-02-18 2396

How to Find Customers

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Target your customer and their needs, says Tristan Harris, founder of Apture. His company recently hired a community manager to target ideal bloggers to beta test their products. Jeff Seibert, founder of Increo Solutions, Inc., agrees that you need to build a specific customer profile then find out where they hangout online. Summing it up, the underlying philosophy in getting customers, explains Josh Reeves, founder of unwrapped, inc., is to be scrappy, opportunistic and have a strategy in getting that customer. When you're at a coffee shop, bring up your company. "You never know where that conversation will lead."
 

Sinha, Rashmi, Business Model for a Media Company 2010-02-17 2397

Business Model for a Media Company

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A media company on the Internet requires a lot of traffic to make it worth the time to make large-scale brand advertising happen, explains SlideShare CTO Jonathan Boutelle. His cofounder Rashmi Sinha said it's important for a Web site to make clear to their users how they intend to generate revenue and whether it's going to be through ads. Even when the site first launched, she continued, they have always had advertising. Sinha describes it as making a pact early on with their users that SlideShare will be an ad-driven service that they can use for free.
 

Sinha, Rashmi, Seeking Inverstors 2010-02-17 2398

Seeking Inverstors

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To reach the point of seeking out venture capital, Rashmi Sinha, cofounder of SlideShare, explains that the company developed in stages: SlideShare got to the point where it could no longer just grow organically and needed outside funding. "Your first investor [is] possibly your lawyer," interjects Jonathan Boutelle, Sinha's cofounder at SlideShare. He describes the process of an outside entrepreneur trying to navigate the world of Silicon Valley like peeling through the layers of an onion: first, there are the lawyers and advisers; then angel investors; and in the center, venture capitalists.
 

Sinha, Rashmi, What Have I Learned as a CEO 2010-02-17 2399

What Have I Learned as a CEO

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The list of what I don't know is much larger than what I do know, surmises SlideShare CEO Rashmi Sinha. But the only thing she does know, she continues, is how to learn, figure out the situation she is facing and get better at handling it. Pressed deeper by the moderator, she emphasizes how important it is to ask questions and have good advisers. Good advisers "are able to spot the signals and see the patterns," she says, adding that a good adviser sees what stage your company is in just by hearing about the issues you're seeing. "It gets down to the whole Silicon Valley magic again," summarizes Jonathan Boutelle, cofounder of SlideShare - this is a community full of experienced entrepreneurs from whom you can ask for advice.
 

Sinha, Rashmi, Strategy Versus Execution, Part 1 2010-02-17 2400

Strategy Versus Execution, Part 1

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Is SlideShare about strategy or execution? "It's about both," answers Rashmi Sinha, cofounder of the presentation-sharing Web site. It surprises her how important execution is to the process. In Silicon Valley, she explains, there are a lot of smart people with good ideas who aren't persistent enough to make their vision come alive. CTO Jonathan Boutelle chimes in that one of the biggest engineering challenges to execute was the raw scaling of the site to handle nearly 25 million monthly visitors. Returning to the original question, he adds that good execution should drive strategy.
 

Sinha, Rashmi, Strategy Versus Execution, Part 2 2010-02-17 2401

Strategy Versus Execution, Part 2

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Execution-wise, SlideShare founder Rashmi Sinha believes that one of the most difficult tasks is getting people to stay focused on the problem. "It's exciting to build new features, but harder to make it work day in and day out." To do this, she explains that we identify the most important aspects of critical products on a daily basis, constantly reassessing the various frequencies and metrics of the site and business. Jonathan Boutelle stresses the importance of making these numbers easily understood and accessible for each employee of the company.
 

Sinha, Rashmi, Entrepreneurial Advice 2010-02-17 2402

Entrepreneurial Advice

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Getting into entrepreneurship isn't a jump, asserts SlideShare CTO Jonathan Boutelle, it's a pivot, and more often than not, a series of pivots. He adds that if the first thing you do isn't your dream product or service but it gets money from customers, you're already headed in the right direction as an entrepreneur. And what motivates an entrepreneur? His cofounder Rashmi Sinha says that for herself, it's the ability to be independent and to always be facing a new challenge.
 

Case, Stephen McConnell, The Three P's 2010-02-24 2403

The Three P's

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Innovation, risk-taking and entrepreneurship are critical to getting the economy back on track, pronounces Case, Steve, former CEO and chairman of AOL. While the government is doing what it can, it requires the private sector - and entrepreneurs - to take risks to help keep the American economy robust. For success in entrepreneurship, Case believes it requires the three P's: people, passion and perseverance.
 

Case, Stephen McConnell, How Did the AOL-Time Warner Merger Go Wrong? 2010-02-24 2404

How Did the AOL-Time Warner Merger Go Wrong?

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How did the AOL-Time Warner merger become the worst merger in history? Case, Steve, former CEO and chairman of America Online, says that while the dot.com bubble bursting may have added to demise of the venture, he believes that the core reason goes back to the three P's: there was a culture clash between the two companies; the passion that pushed AOL forward diminished; and people wanted a quick fix to profit loss and didn't persevere.
 

Case, Stephen McConnell, Built to Flip Versus Built to Last 2010-02-24 2405

Built to Flip Versus Built to Last

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Looking back on his first 20 years with AOL, Case, Steve reflects that he really thrived on the innovation of his first startup. His next project, Revolution, invests in people and ideas that change the world, which is the same mission of his philanthropic organization, the Case Foundation. Too many entrepreneurs, he believes, have a "built-to-flip mentality, as opposed to a built-to-last, built-to-change-the-world mentality." He says that the Internet has become a lot like the entertainment industry: it's easy to produce a movie but hard to build and sustain an audience.
 

Case, Stephen McConnell, Golden Era of Entrepreneurship 2010-02-24 2406

Golden Era of Entrepreneurship

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Case, Steve sums up his career as an entrepreneur: the creation of AOL, the failed merger, the resurgence with Revolution. Entrepreneurship fuels the economy with the risk-taking attitudes on business and innovation that can change the world. He adds that the recession may open the door for what may be the "golden era of entrepreneurship": the big companies are being defensive and leaving an opportunity for a bold entrepreneur to swing for the fences. With his own company Revolution, he keeps an eye out for the next great idea fueled by the passion and perseverance of the right people.
 

Case, Stephen McConnell, The Role of Luck 2010-02-24 2407

The Role of Luck

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Luck plays a factor, asserts Case, Steve, CEO of Revolution, but it goes back to one of the truisms: If you're working really hard and showing up a lot, you tend to be luckier. He believes luck is a result of a planning and being at the right place at the right time. But it's also about being aware and recognizing the patterns.
 

Case, Stephen McConnell, Make It Happen 2010-02-24 2408

Make It Happen

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Luck is important, but perseverance really does matter. Case, Steve, former CEO and chairman of AOL, explains that in the 1990s, AOL seemed like an overnight sensation, coming out of nowhere. "We were a 10-year-in-the-making overnight sensation," he quips. There were a lot of ups and downs before AOL became one of the hottest companies in the country, he says. His own experience really emphasizes a crucial point: if you really believe in the idea, figure out a way to stay in the game.
 

Sumner, Polly, Entrepreneurship in Large and Small Companies 2010-03-03 2409

Entrepreneurship in Large and Small Companies

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Salesforce.com's Polly Sumner believes that many people define entrepreneurship as starting your own business. She argues that there is a lot of entrepreneurism that occurs in larger companies. Not only confined to the area of product development, she points out that innovation can occur in any area, such as marketing or finance.
 

Sumner, Polly, No Idea Is a Dumb Idea 2010-03-03 2410

No Idea Is a Dumb Idea

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Polly Sumner, chief adoption officer at salesforce.com, observes that entrepreneurship thrives in companies where people believe "no idea is a dumb idea." It's something important to her, and she advises anyone interviewing for a job to check out whether the company is interested in new ideas. "I never interview a person... without asking," she says, "?What's an idea you've had that you think could work here?'" If you look at entrepreneurs who receive venture capital money, she believes that you'll see people who are not afraid of taking a risk on an idea.
 

Sumner, Polly, Learning from Failure 2010-03-03 2411

Learning from Failure

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For Polly Sumner, recovering from failure is a lesson that you first learn as a child. She says that playing sports as an adolescent stresses the important fact that when you lose a game, you need to get back and play harder. "When you fail the first time and win the second time, the win is much sweeter," says Sumner.
 

Sumner, Polly, Magic in Simplicity 2010-03-03 2412

Magic in Simplicity

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There's magic in simplicity, asserts Poly Sumner, chief adoption officer at salesforce.com. When you make things simple, she says people will use them. "Look at the iPhone," she says, pointing out the relationship between innovation and simplicity in the tech industry. Accenture's Liz Tinkham adds that this simplicity becomes even more important when writing a solid business proposal. The idea needs to be communicated concisely to have any success, she says.
 

Sumner, Polly, The Mistake Made by Most Start-ups 2010-03-03 2413

The Mistake Made by Most Start-ups

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The problem most startups have when they take their product or service to the big companies? "The big companies can't figure out how to make it mundane enough to interoperate with all of the complexity they have," answers Liz Tinkham, a global manager at Accenture. She says that a start-up may have the best piece of new technology ever, but if it doesn't work easily with other technology, it's just too hard to get larger companies to adopt the service or product.
 

Sumner, Polly, Biggest Challenge of a CEO of a Start-up 2010-03-03 2414

Biggest Challenge of a CEO of a Start-up

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The size difference between a large company and a startup didn't faze her, says salesforce.com?s Polly Sumner, the biggest challenge as a CEO of a start-up was learning how lead all departments of a company (i.e., marketing, product development) towards a single target. To do so, she believes it first requires a period of self-assessment for the CEO to realize how through what type of lens they use to examine problems. Once they understand their "DNA make-up," they can build a team that complements their skill sets and broadens their vision. "In entrepreneurialism, you need to remember to keep your lens wider," Sumner stresses.
 

Komisar, Randy, 1954-, Getting to Plan B (Entire Talk) 2010-04-07 2415

Getting to Plan B (Entire Talk)

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While Plan A may begin the backbone on which an entrepreneurial idea is hinged, succinct data gathering and constant market evaluation more often lead to profit with the next idea in line. The tech sector breeds innovation, says KPCB partner and frequent speaker Komisar, Randy, and to do so it is required to accept the numerous fits and starts of the start-up.
 

Komisar, Randy, 1954-, Are Business Plans a Work of Fiction? 2010-04-07 2416

Are Business Plans a Work of Fiction?

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Can one truly develop a business plan before having a product or a customer in-hand? Not very successfully, contends KPCB partner Komisar, Randy. In this clip, Komisar discusses the premise for his book, "Getting to Plan B", in which he points out how often the theory of a start-up succumbs to its execution. Komisar goes on to point out that thinking of Plan B as part of the process can change the way we think about constructing and managing the start-up.
 

Komisar, Randy, 1954-, The Benefits of Mapping Plan A 2010-04-07 2417

The Benefits of Mapping Plan A

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Though Komisar, Randy, KPCB partner and seasoned entrepreneur, proposes that most successful ventures do not find success in their initial business idea, he still maintains there is value in constructing a thoughtful initial plan. Any "Plan A" must flesh out your business' assumptions, challenges, and risk mitigation. Those critical first thoughts on paper help the entrepreneur to create a language with which to discuss their strategy and move forward.
 

Komisar, Randy, 1954-, Analogs and Antilogs: Nothing is "Revolutionary" 2010-04-07 2418

Analogs and Antilogs: Nothing is "Revolutionary"

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Because they can make the dog jump, [entrepreneurs] somehow assume that everyone wants a jumping dog, says KPCB partner Komisar, Randy. His point? Too often, start-ups launch a solution without thinking through the problem that it solves. Without necessitating spending a nickel, an entrepreneur's first step should be plotting how the market has evolved to allow for a next-step product or service. As an example, he cites Apple's launch of the iPod on the backs of the Sony Walkman and Napster. Nothing is unique or truly inventive, says Komisar. The trick is finding the worn path that will allow your venture to dig in its heels.
 

Komisar, Randy, 1954-, Identifying Leaps of Faith 2010-04-07 2419

Identifying Leaps of Faith

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Don't avoid taking a leap of faith, says partner at KPCB Komisar, Randy, but be certain to correctly define it. What's key in successfully making the jump is that it prioritizes three questions you're forced to answer, providing extreme market and product focus. The result will either flatten your idea or make your business soar.
 

Komisar, Randy, 1954-, Investment Arenas of 2010 2010-04-07 2420

Investment Arenas of 2010

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Komisar, Randy, a partner with VC firm KPCB, opines on the most recent trends for investment as of Spring of 2010. He points out that the consumer internet is a difficult business to gauge, and gives that sector a yellow light. However, he gives a green light to green and sustainable ventures, noting that they have the potential to build a tremendous asset in legacy businesses. Komisar is also a fan of substantial and "unsexy" tools for consumers, such as patents and home equity protection applications, as they, too, are a large growth area currently attractive to the VC set.
 

Komisar, Randy, 1954-, A Day in the Life of Komisar, Randy 2010-04-07 2421

A Day in the Life of Komisar, Randy

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A specialist in early-stage ventures, Komisar, Randy of KPCB describes a typical work day for himself, and offers insight into they type of contact he likes to keep with his vested interests. Of the ten CEO's he works with in a cycle, a usual day will start by touching base with three or four of them. He spends some time reviewing new potential projects; checking references, etc. And he notes that he spends a tremendous amount of time reading up on various market sectors and verticals.
 

Komisar, Randy, 1954-, The Valley Absorbs Failure 2010-04-07 2422

The Valley Absorbs Failure

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Innovation is not a monopoly of Silicon Valley, says venture capitalist Komisar, Randy. But entrepreneurship as a profession, he notes, is practiced best on KPCB's home turf. Here, failure isn't personal, and it is tolerated for approximately 70 percent of the businesses that launch here. The Valley offers a unique understanding that Plan A is often flawed and that failure is a necessity for true innovation, and thus it offers the space for smart and inventive people to reassess and move on to the next venture. This key difference that has evolved over the past 70 years, says Komisar, is what has made Silicon Valley thrive.
 

Komisar, Randy, 1954-, A Customer's Unknown Delight 2010-04-07 2423

A Customer's Unknown Delight

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In conversation with Stanford's Seelig, Tina, KPCB's Komisar, Randy points out that while customer feedback is a good idea, it should not be the de facto driver for products and solutions. Too often, consumers miss the mark on inventions (such as ATM's and mobile phones) because they can't conceive that they would ever need them. The smart entrepreneur, says Komisar, asks questions to determine if there is a market need, rather than testing a first-to-market product itself.
 

Komisar, Randy, 1954-, Beyond the Social Web 2010-04-07 2424

Beyond the Social Web

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The early days of the Web were focused around email and one-on-one communication. The Web then evolved into a valuable resource for information. Later, it became a media hub, and today it runs on social networking powered by people. In this thoughtful clip, KPCB's Komisar, Randy ponders not only the evolution of Internet content and the types of businesses that it spurs, but questions the Web's next great phase. In his crystal ball, tools that help users make sense of the myriad content available - and tools that help alleviate our need to pay attention - will be the next almighty miracle of digital life.
 

Brown, John Seely, Collaborative Innovation and a Pull Economy (Entire Talk) 2010-04-14 2425

Collaborative Innovation and a Pull Economy (Entire Talk)

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What can extreme surfing and World of Warcraft teach the enterprise? Independent Co-Chairman of the Deloitte Center for the Edge and former Xerox PARC Chief Scientist Brown, John Seely holds them as examples of the power of frequent benchmarking and full industry info-share. He also uses them to show how the core ecosystem can be made stronger by sharing knowledge gathered from learning on the edge. In addition, Seely Brown touches upon his theory of a monumental economic shift from a push to a pull economy as outlaid in his 2010 book, The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion.
 

Brown, John Seely, The Old Institutions are Broken 2010-04-14 2426

The Old Institutions are Broken

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Over the last 65 years, returns on assets have decreased about 75 percent; indicative, says Deloitte Center for the Edge Independent Co-Chairman Brown, John Seely, that the old guard of doing business is no longer viable. Whereas companies used to be guaranteed longevity if they made it into the S&P 500, nowadays many survive there only five or ten years. The 21st century is qualitatively different, says Seely Brown, with new technological institutional mechanisms forcing new business practices.
 

Brown, John Seely, Material Science Start-ups in the Modern Age 2010-04-14 2427

Material Science Start-ups in the Modern Age

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With just ten people and as little as $50,000, new garage-based enterprises that used to require hefty start-up costs and infrastructure can grow larger and more productive with fewer resources than ever before, says Deloitte Center for the Edge Independent Co-Chairman Brown, John Seely. Entrepreneurs in the 21st century need to think about taking advantage of advanced tools like cloud computing and social media to progress at a pace - and with such lean, muscular resources - previously unimaginable.
 

Brown, John Seely, The Business School of Extreme Aerial Surfing 2010-04-14 2428

The Business School of Extreme Aerial Surfing

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Entrepreneurship isn't just a sport; it's extreme. Brown, John Seely, Deloitte Center for the Edge's Independent Co-Chairman, paid attention when suddenly five of the globe's top aerial surfers originated from the same place. Why the sudden regional success? Though fierce competitors, they all knew one another and collectively benchmarked from other surfers. They recorded and studied one another's achievements and flaws, and appropriated ideas from adjacent verticals, such as skateboarding, mountain biking, etc. Collectively, they improved their personal performance, and simultaneously built up the ecosystem en masse. Seely Brown points out these passion-fueled tactics and suggests that entrepreneurs use this model to expand their personal performance and build success to benefit their business community.
 

Brown, John Seely, Shaping Serendipity 2010-04-14 2429

Shaping Serendipity

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Success is based on more than just luck. By choosing the right kind of environment and cultivating the practices that will help find new ideas, one can take inspiration from unlikely sources. Furthermore, deep listening with reciprocity - meaning not only digging for good ideas from others, but offering them back in return - is a valuable skill to nurture. Brown, John Seely, Independent Co-Chairman of Deloitte Center for the Edge, believes that this is the way that powerful and valuable relationships are built.
 

Brown, John Seely, Exposing More "Surfaces" 2010-04-14 2430

Exposing More "Surfaces"

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By appropriating knowledge and thinkers from a broader scope of learning - i.e. exposing more "surfaces" - Brown, John Seely, Independent Co-Chairman from the Deloitte Center for the Edge, states that knowledge from outside a field of expertise can be banked and extremely valuable to stirring up innovation in one's own sector. He cites an example of one man who travels to a far-flung conference every year simply to strategize and learn to think outside his comfort zone. Taking an interest in energy (a field outside his own), he created programs and legislation that yielded effective results.
 

Brown, John Seely, Pulling the Core to the Edge 2010-04-14 2431

Pulling the Core to the Edge

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Rather than trickling new innovations from the edge to the core, is it possible, rather, for the edge to dominate? The creative thinking of Brown, John Seely, Deloitte Center for the Edge Independent Co-Chairman and former Chief Scientist of Xerox PARC, seeks to bring this flavor of creative thinking to the corporate world. He cites, as example, conservative business software solutions company SAP, and its internal transformation through a thriving social development network.
 

Brown, John Seely, The Knowledge Economy of World of Warcraft 2010-04-14 2432

The Knowledge Economy of World of Warcraft

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Scope and Content Note

Within the guilds of this popular computer game, real innovation is taking place. Thousands of new ideas happen daily through crowdsourcing. In addition, all performance is measured and critiqued, both as a group and individually. Guilds also work collaboratively on larger projects, allowing for radical, exponential learning and results. Deloitte Center for the Edge's Brown, John Seely encourages business thinkers to use the practices of the game as a strategic model for building better innovation.
 

Perea, Carlos, The Ebb and Flow of Clean Tech and Entrepreneurs (Entire Talk) 2010-04-21 2433

The Ebb and Flow of Clean Tech and Entrepreneurs (Entire Talk)

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Twenty percent of the world's population do not have access to clean drinking water, says Miox CEO Perea, Carlos. What's an entrepreneur to do? Ideally, find a way to clean and reuse the global water supply that's, "twice as good at half the cost" of conventional chlorine decontamination. In this lecture, Perea demonstrates his company's abilities and explains the benefits and challenges of being an entrepreneur in clean technology.
 

Blank, Steven G., Nature vs. Nurture in Entrepreneurship 2010-04-21 2434

Nature vs. Nurture in Entrepreneurship

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Can entrepreneurs be made? This question is incredibly important for aspiring entrepreneurs, investors, and educational organizations like BASES. For some, the answer is straightforward; if you inherently possess a certain set of qualities, then, at the very least, you have the potential to become a successful entrepreneur. Otherwise, you're out of luck. For others, there is a relatively distinct manner in which entrepreneurs can be developed, through both intentional circumstances and otherwise, such as family background and education.
 

Perea, Carlos, Creating True Value Proposition in Clean Tech 2010-04-21 2435

Creating True Value Proposition in Clean Tech

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Improved safety and water quality aren't the only results of displacing chlorine as a water purifier. Perea, Carlos, Miox CEO, points out that saving money is the main reason that his private and municipal customers utilize his company's water treatment capabilities. He states that Miox's focus is always on driving costs down, because without this edge - no matter how honorable a clean tech innovation - a disruptive technology cannot ever achieve real market dominance. If an innovation in power or natural resources isn't going to be subsidized or regulated, it still must abide by the structure of the free market, and its relative cost is imperative for its success.
 

Perea, Carlos, The Benefits of Working in Clean Tech 2010-04-21 2436

The Benefits of Working in Clean Tech

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A small impact with a broad reach, or a pressing impact on a select few? Only the former offers the capability to solve big problems and make a lasting impression, says CEO of Miox Perea, Carlos, and the field of clean tech is extremely attractive because of it. Entrepreneurs working to solve problems in power and water have the capability to be truly effectual on a massive scale - and thus the payback on this investment has the potential to be enormous.
 

Perea, Carlos, Attracting a Motivated Team 2010-04-21 2437

Attracting a Motivated Team

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Miox CEO Perea, Carlos was able to lure top talent to his venture by allowing the product to sell itself. He shares an anecdote about how his employee learned first-hand the power and impact of clean drinking water while on a trip to Honduras, and how this urged him to leave his career in solar power to help further Miox's goals. This desire to push helpful technologies forward can be a potent carrot and stick, Perea points out, and one that can't be ignored when trying to build a clean tech team.
 

Perea, Carlos, Don't Lose Faith in Your Start-up 2010-04-21 2438

Don't Lose Faith in Your Start-up

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Frazzled feelings and brick walls are frequently part of the trying path to start-up success. In this inspiring clip from Miox CEO Perea, Carlos, he shares in that frustration, and also shares an anecdote that rekindles his company's opportunity to save lives and improve living conditions worldwide. Perea urges other entrepreneurs to find this kind of satisfaction - even at difficult moments.
 

Perea, Carlos, Venture Capital's Improved Navigation of Clean Tech 2010-04-21 2439

Venture Capital's Improved Navigation of Clean Tech

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Emerging technologies in the field of energy have the potential for tremendous pay out. But the flip side of that equation also means that some ventures require substantial investment to launch. Miox CEO Perea, Carlos offers an interesting industry perspective on the state of venture funding in clean technologies. In this clip, he comments on VC's current savvy in sharing investment risk with other companies and government agencies. He also notes the investment community's improved intelligence navigating through government regulation, as well as other learned strategies.
 

Conrad, Tom, A Pandora's Box of Start-up Expertise (Entire Talk) 2010-04-28 2440

A Pandora's Box of Start-up Expertise (Entire Talk)

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After nearly two decades in the trenches of Pets.com, Apple Computer, and the You Don't Know Jack game series at Berkeley Systems, Conrad, Tom (Pandora CTO) shares his acquired wisdom on succeeding in the consumer internet space. He discusses agility, crisp decision making, and focus, and peppers his lessons with numerous entertaining anecdotes of dot-com days and corporate progress.
 

Conrad, Tom, The Second Time's the Charm 2010-04-28 2441

The Second Time's the Charm

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After initially turning down the opportunity to work for Pandora (formerly called Savage Beast), Conrad, Tom, CTO, shares an anecdote about how following his passion led to tremendous personal and professional success. Though he eventually accepted the job with reservations, six weeks later it became the exact position he had dreamed of. To his surprise, the objective for the company had changed, providing the environment he'd hoped for to drive the direction of this popular consumer music product.
 

Conrad, Tom, Look for Opportunities to "Go Deep" 2010-04-28 2442

Look for Opportunities to "Go Deep"

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Miles wide and a quarter-of-an-inch deep, recalls Conrad, Tom, Pandora CTO, of the work experience that he had while working at Apple. Employees were expected to dabble in all areas, from engineering to product design. Conrad contrasts this with his experience at Berkeley Systems, where he had the opportunity to deepen his expertise in a single field. He found that this latter opportunity to focus and excel has served him better than being a corporate Renaissance man.
 

Conrad, Tom, Strive to Remain Agile 2010-04-28 2443

Strive to Remain Agile

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Despite the company's growing size, Pandora CTO Conrad, Tom states that his company resists the urge to make any long-term plans. In fact, they never plan an operating schedule more than three months in advance. Though this practice makes some operations more difficult, the flexibility allows the upstart enterprise to remain nimble and responsive; traits, Conrad states, every start-up should try to maintain as long as possible for maximum market advantage.
 

Conrad, Tom, The Advantage of Not Marketing 2010-04-28 2444

The Advantage of Not Marketing

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Pandora CTO Conrad, Tom invites start-ups to "be genuine". Rather than investing in marketing, Pandora simply asks its users to a coffee. In lieu of a form letter, new users - all 50,000 of them daily - receive an automated email with the founder's true email address, and their feedback is requested. This personal touch, rather than mass PR blitzes and glitzy launch parties, says Conrad, has been instrumental in the company's word-of-mouth growth.
 

Conrad, Tom, Success is Not About You 2010-04-28 2445

Success is Not About You

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Being humble isn't merely a kind gesture; it's the only way to still respect yourself in the midst of a trying start-up experience. Pandora CTO Conrad, Tom urges entrepreneurs to resist the cult of personality that can permeate a company, and instead revel in the combined success of your team and your customer base.
 

Conrad, Tom, Dwarfed by Metrics 2010-04-28 2446

Dwarfed by Metrics

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With over 50 million listeners, Pandora is easily one of the most popular online music vehicles. But as compared to the entire mass radio spectrum, Pandora remains a mere blip on the airwaves. CTO Conrad, Tom states that a key strategy in remaining focused comes from the metrics enterprises choose to surround themselves with. He suggests that start-ups find the numbers and the facts that make them feel small as a tactic to keep them steadily growing.
 

Lambert, Lisa, Investing for Market Strategy and Capital (Entire Talk) 2010-05-05 2447

Investing for Market Strategy and Capital (Entire Talk)

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Lambert, Lisa, Vice President at Intel Capital, speaks at length on the experience of working for a mammoth, corporate-backed strategic venture capital firm. She unpacks the challenges of the post-recession VC world, and speaks at length about the industry at large. In addition, Lambert discusses critical issues of work/life balance and the conundrum of personal choices faced when climbing the corporate ladder.
 

Lambert, Lisa, The Difference of Strategic Investment 2010-05-05 2448

The Difference of Strategic Investment

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How does strategic corporate investment differ from typical venture capital investment? And how does this affect the types of deals transacted? Lambert, Lisa, Vice President of Intel Capital, offers examples of the structural differences typical of Intel's investing arm, including larger dollars to create a broader impact. In addition, Intel Capital deals are often accompanied by a prefabricated business agreement to seal the deal.
 

Lambert, Lisa, Returns and Liquidity 2010-05-05 2449

Returns and Liquidity

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Intel Capital VP Lambert, Lisa discusses a sea change in the investment community as of Spring, 2010. While VC's were formerly more attracted to solely investing in start-ups, she states that her firm has grown more stage-agnostic. Quick returns more often hinge on later-stage enterprises than on business concepts fresh out of the gate. In addition, she reports that Intel Capital has very few plans for acquisition of these firms, estimating that the company takes over less than one percent of those they financially back.
 

Lambert, Lisa, Investment Syndicate Partners 2010-05-05 2450

Investment Syndicate Partners

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Why take on financial risk alone? Intel Capital, says Vice President Lambert, Lisa, most often invests in combination with their network of about two dozen other investment entities. While they have a number of deals that they've embarked upon independently, overall the company prefers to work in syndication with these other top-tier houses - and the partnership reaps rewards for all. Her firm benefits by a deeper purse of dollars to bring to market, and the other venture capital firms share in the access that comes from Intel's broad reach of over one hundred investors in 47 countries.
 

Lambert, Lisa, Corporate-Backed "Smart" Money 2010-05-05 2451

Corporate-Backed "Smart" Money

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Lambert, Lisa, Intel Capital's Vice President, points out that despite what other independently-run VC firms say, their corporate investing arm can offer the companies in their investment portfolio a lot more than just dollars. Good VC's also open up their circle of contacts and offer useful advice along the path. In this clip, Lambert speaks at length about the matchmaking conferences that Intel organizes for its clientele, its global reach of resources, and the numerous other value-added services and networking opportunities that they offer beyond just a check.
 

Lambert, Lisa, The Minutia of Negotiations 2010-05-05 2452

The Minutia of Negotiations

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Scope and Content Note

How much control do you want over the company? What are the finer points of sales and acquisition? What kind of power must a portfolio company give up to accept VC dollars? Intel Capital Vice President Lambert, Lisa discusses how some of these negotiations take place between her investment firm and the emerging companies they fund. Lambert also points out some of the differences in negotiating with a first-time entrepreneur versus a seasoned player - often with surprising results.
 

Lambert, Lisa, Failure in Work-Life Balance 2010-05-05 2453

Failure in Work-Life Balance

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Failure is as much about success as success is, says Lambert, Lisa, vice president at Intel Capital. "In fact, it's probably a more important part." Lambert reflects on aspects of her career she wishes she could revisit, including work-life balance. Get practiced in the act of saying no, she advises, and accept that your time and money, and other resources only occur in limited quantities.
 

Lambert, Lisa, The Excitement of Working in Venture Capital 2010-05-05 2454

The Excitement of Working in Venture Capital

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Scope and Content Note

If you're thinking of a career in the VC realm, listen to Intel Capital's Vice President Lambert, Lisa speak with passion about the dynamics of the job. She is enthusiastic about the diversity and education that the job requires, and she tremendously enjoys shopping with the company's $16 billion checkbook. She highly recommends this career path for those who like frequent change, broad networking, and breaking new conceptual ground.
 

Lambert, Lisa, The State of Venture Capital 2010-05-05 2455

The State of Venture Capital

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The VC industry is suffering from a severe lack of liquidity, says Intel Capital's Vice President Lambert, Lisa. Lambert offers her analysis on the current shape of the investment community - and finds much room for improvement. As an asset class, she anticipates a lot of consolidation in the industry as a whole; offering growing pains at the moment, but providing a healthier market overall.
 

Lambert, Lisa, A Woman's Work/Life Balance 2010-05-05 2456

A Woman's Work/Life Balance

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Reflecting back on her driven career success, Intel Capital VP Lambert, Lisa speaks of her abundant dedication to her work, and how that functions within her current desire to have a family. Her advice to college grads, particularly young women, is not to let their career drive overshadow the other aspects of their life, but instead to acknowledge and prioritize what's most important. Lambert suggests planting the seeds of family preparation early on in one's career, else, "You're vice-president of the company, and there's not a lot of options for you."
 

Andreessen, Marc, A Panorama of Venture Capital and Beyond (Entire Talk) 2010-05-13 2457

A Panorama of Venture Capital and Beyond (Entire Talk)

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Serial entrepreneur Andreessen, Marc offers the Stanford audience a rare opportunity to pose open questions. Topics addressed include everything from the state of VC and the stock market, to Facebook's market dominance, to the rebirth of consumer electronics. In addition, Andreessen offers ground rules for the start-up, including tips on attracting top talent.
 

Andreessen, Marc, Who Makes the Best VC? 2010-05-13 2458

Who Makes the Best VC?

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Is an operations background a mandatory prerequisite for running a start-up? Not necessarily, but it helps, says serial entrepreneur Andreessen, Marc. While nearly anyone with any experience can manage a successful enterprise, it helps to have had hands-on experience in the event of layoffs, restructuring, and the like.
 

Andreessen, Marc, Three Necessities for Start-up Success 2010-05-13 2459

Three Necessities for Start-up Success

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Seasoned serial entrepreneur Andreessen, Marc shares his three criteria for a successful start-up. He states that there must be a substantial market opportunity, a product that's a 10x better solution, and an outstanding team. Andreessen goes on to state that there can be some compromise in the product area, but that the other two legs of a burgeoning business must stand firm.
 

Andreessen, Marc, The Product/Company Interplay 2010-05-13 2460

The Product/Company Interplay

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Scope and Content Note

Many of the most successful technology enterprises were launched as products, observes Andreessen, Marc, serial entrepreneur, including Facebook, Twitter, and others. He states that tools created this way are based purely on market demand, making these applications much more compelling. To the contrary, companies that establish themselves first and then work to craft an application have their achievements, but they are more likely to plummet into failure. Entrepreneurs approaching from this angle can too often fool themselves into believing they have a tool of value.
 

Andreessen, Marc, The Resurgence of Consumer Electronics 2010-05-13 2461

The Resurgence of Consumer Electronics

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Citing as example handheld innovations such as Flip video cameras and Jawbone headsets, serial entrepreneur Andreessen, Marc claims that as of Spring 2010, consumer electronics are hot and viable in Silicon Valley once again. He argues that many of the devices in this most recent wave utilize existing chips and applications, but the market innovation comes from repackaging the technology with value-added software and services. He and his investors are very excited by the current state of possibilities.
 

Andreessen, Marc, Case Study: The Shift in Netscape 2010-05-13 2462

Case Study: The Shift in Netscape

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Netscape Co-founder (and current serial entrepreneur) Andreessen, Marc speaks candidly about Netscape's necessary pivots when it was threatened by Microsoft's Internet Explorer in the late 1990's. He recalls that making the browser free, as well as focusing on the website and business applications, propelled the company's success in a turbulent market.
 

Andreessen, Marc, Entrepreneurship "In the Cloud" 2010-05-13 2463

Entrepreneurship "In the Cloud"

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In the age of the lean start-up, one of the greatest advents a fledgeling company can take advantage of is cloud computing. Both viable and cost-effective, paying only for back-end, readymade services as needed, young companies are able to grow faster without the pressure of raising additional dollars to launch, observes Andreessen, Marc, technologist and serial entrepreneur. Andreessen goes on to comment and rate the current cloud computing services available.
 

Andreessen, Marc, Making Strides in User-Generated Content 2010-05-13 2464

Making Strides in User-Generated Content

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Successful user-generated Web plays "tend to harness peoples' passions, rather than harness peoples' greed," says serial entrepreneur Andreessen, Marc. He points out that any user-centric Web vehicle that has tried to share revenue with its content-producing audience has failed - and spectacularly. It's not money that motivates people to share their ideas and opinions, says Andreessen. The platform for sharing one's own personal expression is its own reward.
 

Andreessen, Marc, Structural Changes in Venture Capital 2010-05-13 2465

Structural Changes in Venture Capital

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

The "venture capital industry" does not exist, says serial entrepreneur Andreessen, Marc. Rather, the landscape is a loosely-affiliated network of over 600 investment organizations, with only about 30 firms performing well and returning profit overall. In parallel, there is a rise in seed funding for new ventures and a rise in latter-stage investing for established companies as well.
 

Andreessen, Marc, Defining the Voice of a Start-up 2010-05-13 2466

Defining the Voice of a Start-up

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

The best entrepreneurs know how to talk about and sell their company, and the way they define their enterprise can often be a polarizing sport. Essentially, propelling a young company - either to investors or to talent - is a sales job, and one that a company founder must find compelling. Andreessen, Marc, serial entrepreneur, speaks at length about the necessity of a founder to define their company and to establish early on what it is, and what it is not.
 

Makower, Josh, The Perfect Storm in MedTech (Entire Talk) 2010-05-19 2467

The Perfect Storm in MedTech (Entire Talk)

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Makower, Josh, CEO of ExploraMed, speaks briefly about his experience working in medicine and technology. Dr. Makower also discusses at length the numerous political, financial, and regulatory hurdles against future medical innovation, and calls for audience involvement in the tangled web of healthcare, patents, and insurance reimbursement.
 

Ross, Alec, The Diplomacy of Technology (Entire Talk) 2010-05-26 2468

The Diplomacy of Technology (Entire Talk)

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Ross, Alec, Senior Advisor for Innovation in the Office of Secretary of State and Co-founder of global non-profit One Economy, discusses in detail innovation policy and how it can change national diplomacy. In addition, Ross offers advice to global innovators, stressing quality time management, effective hiring practices, the mutual benefits of mentoring, and assertive risk practices.
 

Makower, Josh, Learning the Practice of Innovation 2010-05-19 2469

Learning the Practice of Innovation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

True innovations are not about a mad scientist in a laboratory. Rather, says Makower, Josh, CEO of ExploraMed, innovation is a learned skill, and we can all be taught to be creative and productive. By learning the discipline that propels innovation, people can acquire the knowledge to develop their skills and become well-versed in the practice.
 

Makower, Josh, Honing in on Results 2010-05-19 2470

Honing in on Results

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In the field of innovation, decide what you want the end result to be before you invent it, advises ExploraMed CEO Makower, Josh. In addition, he advises a disciplined approach toward innovation that focuses on living inside of a problem to understand it to exhaustion. The end result, he asserts, is that entrepreneurs can focus more directly on producing results of value, rather than simply falling in love with a single idea.
 

Makower, Josh, Dramatic Changes in MedTech 2010-05-19 2471

Dramatic Changes in MedTech

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Makower, Josh, CEO of ExploraMed, encourages those who are interested in the future of medical technology to engage in the current (as of Spring, 2010) state of the vertical's landscape. Factors such as the global economic crisis are the backdrop for the industry's threatened state. But what's even more imposing, says Makower, are the upcoming policy changes in physician interaction and compensation, patent and healthcare reform, and the broken insurance company reimbursement system.
 

Ross, Alec, The Potency of Early-Career Motivation 2010-05-26 2472

The Potency of Early-Career Motivation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Senior Advisor for Innovation in the Office of Secretary of State Hillary Clinton Ross, Alec recalls founding One Economy, a non-profit digital divide organization that grew from four 20-something's with an idea to a world leader for the cause. In this clip, Ross talks about his inspiration to support Barack Obama's political career. He also addresses how his youthful naivety was a tremendous benefit to his career path of entrepreneurship and innovation.
 

Ross, Alec, Original Ideas in Global Diplomacy 2010-05-26 2473

Original Ideas in Global Diplomacy

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Social networking tools have the potential to be exceedingly effective at solving the world's problems. In this clip, Senior Advisor for Innovation in the Office of Secretary of State Hillary Clinton Ross, Alec cites two examples of cutting edge technology and creative thinking as an effective way to engage the public in serving itself. He shares the success of a mobile texting protocol that raised over $30 million for relief from the earthquake in Haiti, and an upcoming text messaging program that allows citizens to anonymously report crimes in Mexico's most violent cities.
 

Ross, Alec, Manage Time Like You Manage Money 2010-05-26 2474

Manage Time Like You Manage Money

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Time is money, says the old adage. And here, Senior Advisor for Innovation in the Office of Secretary of State Hillary Clinton Ross, Alec advises would-be entrepreneurs to manage and allocate their schedule as carefully and as thoughtfully as they manage and allocate their dollars. After struggling with this life lesson for eight years, and reflecting on his personal calendar's hefty wasted time, he suggest being exceedingly ruthless about the resources of hours and days.
 

Ross, Alec, Hire True Believers 2010-05-26 2475

Hire True Believers

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Scope and Content Note

Those who are hungry to succeed and have robust internal drive to perform are also those most likely to be the most successful job candidates. Ross, Alec, Senior Advisor for Innovation in the Office of Secretary of State Hillary Clinton, believes that these qualities are more important than more frequently-consulted metrics of success, such as education, background, or grade point average.
 

Ross, Alec, More than Mentoring: The Need to Stay Connected 2010-05-26 2476

More than Mentoring: The Need to Stay Connected

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Senior Advisor for Innovation in the Office of Secretary of State Hillary Clinton Ross, Alec offers advice to established entrepreneurs who already have some success behind them: Keep an open line of communication going with those up and coming in your field. While many successful people feel they have a lot to offer their juniors, few take advantage of the relationship working as a learning experience both ways. Don't allow your success to become isolating. Remaining au courant is a great indicator of recurring prosperity.
 

Ross, Alec, Stay Out of the Grey Twilight 2010-05-26 2477

Stay Out of the Grey Twilight

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Referring to the words of Theodore Roosevelt, Senior Advisor for Innovation in the Office of Secretary of State Hillary Clinton Ross, Alec encourages Stanford students to take bold steps and to be audacious in their career. Don't fret over winning or losing. Fling yourself into a project, live it, and learn from it, he suggests.
 

Fontaine T., Juan Andrés, Chile: Launching a Global Entrepreneurship Hub (Entire Talk) 2010-09-22 2487

Chile: Launching a Global Entrepreneurship Hub (Entire Talk)

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Fontaine, Juan AndrÚs, Chile's Minister of Economy, Development and Tourism, discusses his government's recent practices and programs that strive to develop Chile's entrepreneurial ecosystem. Topics touched upon include government incentive programs to attract international investment, growth and development to Chile's university research and development, and a desire to build the nation into the innovation hub of South America.
 

Fontaine T., Juan Andrés, Chile as a National Startup 2010-09-22 2488

Chile as a National Startup

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Fontaine, Juan AndrÚs, Chile's Minister of Economy, Development and Tourism, discusses his country's current policy mandate to bring innovation and business development to Chile's economy. By thinking of Chile as a startup on the rise, he sees a way to change Chile through innovation, rather than revolution.
 

Fontaine T., Juan Andrés, The Innovation Hub of South America 2010-09-22 2489

The Innovation Hub of South America

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Economic Minister Fontaine points out that to reach Chile's economic goals, the nation must strive toward true innovation and entrepreneurship. By doing so, Chile aims to become the innovation hub of South America, along with building connections to Silicon Valley and other technology centers across the globe. Minister Fontaine sees many parallels between Chile and California, and his nation seeks to replicate much of California's success by inviting a critical mass of aspiring entrepreneurs to set up shop on Chilean soil.
 

Fontaine T., Juan Andrés, Economic Lessons from Silicon Valley 2010-09-22 2490

Economic Lessons from Silicon Valley

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Despite Chile having many scientists and entrepreneurs, Economic Minister Fontaine claims his nation currently needs greater interconnection between these professional groups. Learning from the Silicon Valley business environment, Fontaine hopes Chile can foster the development of these ties between science and business by offering scholarships and funding for research and development, and by engaging Chilean entrepreneurs, global technology firms, and learning centers of excellence.
 

Fontaine T., Juan Andrés, Chile and Venture Capital 2010-09-22 2491

Chile and Venture Capital

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Does Chile have the money to invest in technology innovation? Close to $300 million has been slated for investment by the government's development agency, says Fontaine, Juan AndrÚs, Chile's Minister of Economy, Development and Tourism. Fontaine states Chile is waiting for the correct opportunities to arise, adding, "Money always follows good ideas."
 

Fontaine T., Juan Andrés, Bringing Global Players to Chile 2010-09-22 2492

Bringing Global Players to Chile

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Fontaine, Juan AndrÚs, Chile's Minister of Economy, Development and Tourism, discusses mirroring the diversity of ideas and workforce that exists in Silicon Valley. Along with Chile's plans to attract investment and make reforms to the nation's work visa and immigration policies, Minister Fontaine also articulates a number of incentives Chile offers to emerging businesses. These incentives include low operating costs, open trade, and a well-established trade relationship with Asia.
 

Fontaine T., Juan Andrés, Start-Up Chile 2010-09-22 2493

Start-Up Chile

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Economic Minister Fontaine outlines details of Chile's grant-making and business magnet program, Start-Up Chile. The program offers a $40,000 grant to entrepreneurs bringing early-stage businesses to the country for a minimum of six months. Grant winners must interact with the Chilean people and maintain ties with the country, even if the company relocates to foreign soil. Fontaine explains this is a pilot program which the government hopes will help to spark a culture of innovation.
 

Fontaine T., Juan Andrés, Bringing Creativity and Innovation to Chile's Universities 2010-09-22 2494

Bringing Creativity and Innovation to Chile's Universities

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chilean science professors are not used to thinking in terms of startups, says Fontaine, Juan AndrÚs, Chile's Minister of Economy, Development and Tourism. However, through partnerships with Stanford University and other organizations, business development education is growing in Chile's universities. Minister Fontaine expresses the desire for students to take risks and learn to solve problems using an entrepreneurial frame of mind.
 

Chatterjee, Amit, Entrepreneurial Lessons: Find Value and Make Impact (Entire Talk) 2010-09-29 2495

Entrepreneurial Lessons: Find Value and Make Impact (Entire Talk)

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chatterjee, Amit, founder and CEO of Hara, the growing energy management solutions company, shares the wisdom of his entrepreneurial experience. He covers an array of topics vital to launching and running a successful enterprise, including the importance of product innovation, new market development, thriving in a competitive landscape, and the critical importance of building a brilliant team.
 

Chatterjee, Amit, The Pains of Going Public 2010-09-29 2496

The Pains of Going Public

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Scope and Content Note

Don't assume that building the company and financially engineering the company are the same thing, says Hara CEO and Founder Chatterjee, Amit. Chatterjee reminds aspiring entrepreneurs that simply because you're ready to go public is no guarantee that you'll be successful in the public market.
 

Chatterjee, Amit, The Value of Putting on a Suit 2010-09-29 2497

The Value of Putting on a Suit

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Scope and Content Note

Chatterjee, Amit, CEO and founder of Hara, discusses the learning benefits an entrepreneur gains from "putting on a suit" inside a larger company. Compared to launching his own entrepreneurial ventures, Chatterjee found working within an established enterprise to be a way to gain experience in strategy and critical thinking - without having to worry about the bottom line. Ironically, it was also through contacts made while working in a Fortune 5000 that Chatterjee became inspired to launch his next startup.
 

Chatterjee, Amit, Benefits of Stealth Mode 2010-09-29 2498

Benefits of Stealth Mode

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Hara CEO Chatterjee, Amit sees the fertile breeding ground for his venture at the intersection of info-tech and green tech. Even with a solid idea and a unique concept, his company decided to quietly accept venture capital and gain market traction in stealth mode for the first 18 months. The benefit of this concept, says Chatterjee, is that it kept the company focused on product development, rather than marketing and posturing.
 

Chatterjee, Amit, Opportunity Beyond Geography 2010-09-29 2499

Opportunity Beyond Geography

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chatterjee, Amit, CEO and founder of Hara, pinpoints a shift in the startup game. It used to be that young businesses tapped their national market completely before heading overseas. Now, says Chatterjee, the focus is to approach multiple global markets simultaneously - for Hara, this meant reaching out to the UK, the Middle East, and Japan from the company's start.
 

Chatterjee, Amit, Emerging Market Opportunities 2010-09-29 2500

Emerging Market Opportunities

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Which sectors currently hold entrepreneurial opportunity? Hara CEO and Founder Chatterjee, Amit shares his analysis and market forecasts as of Fall, 2010. On his radar, sectors with great opportunity include not just Environmental and Energy Management (EEM), but also healthcare and biotech/nanotech.
 

Chatterjee, Amit, Cutting the Chaff from the Team 2010-09-29 2501

Cutting the Chaff from the Team

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

When you know that some players on your team are not a good fit, let them go quickly, says Hara CEO Chatterjee, Amit. In his estimate, one-third of your employees will be passionate devotees, one-third will be willing to follow, and the remaining third will voice their discontent. Members of that last group must change or move on.
 

Chatterjee, Amit, Alternatives to Going Public? 2010-09-29 2502

Alternatives to Going Public?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Don't build a company to flip it; build it to last, says Chatterjee, Amit, CEO and Founder of Hara. His preferred method for startup financing is to initially take venture funding, and then to take the company public. While a startup can take additional rounds of funding, Chatterjee believes going public is a less trade-off intensive way to finance a high-growth global enterprise.
 

Chatterjee, Amit, Key Points to Building Success 2010-09-29 2503

Key Points to Building Success

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Success is not limited to financial gain; it's more about lasting impact. Chatterjee, Amit, CEO of Hara, offers sage advice for the aspiring entrepreneur. His list includes: 1) Building a culture that demands great tasks from great talent; 2) Only hire people that you can learn from; 3) Focus on creating value, rather than simply financial outcome; 4) Surround yourself with only the brightest minds on your advisory board; and 5) Believe in your own success, as this is the key for building it.
 

Chatterjee, Amit, Time Out for Family 2010-09-29 2504

Time Out for Family

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Disciplined "time outs" are necessary to balance work life and family life for an entrepreneur, says Chatterjee, Amit, CEO and Founder of Hara. Chatterjee says pulling off this "tough trick" means turning off the cell phone, setting the business aside, and working to step away from business stress and pressure as it enters your family's life.
 

Chatterjee, Amit, Recruiting and Resonating Passion 2010-09-29 2505

Recruiting and Resonating Passion

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

You sell a part of yourself when you're recruiting truly passionate talent, says Hara CEO and Founder Chatterjee, Amit. You also supercharge team members when you offer them the opportunity to put their fingerprints on your business. Recruiting must be a top priority - even for those on the engineering side - if you want the cycle of passion between the entrepreneur and the new recruit to spin.
 

Chatterjee, Amit, You Are the CEO of What? 2010-09-29 2506

You Are the CEO of What?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Why is it important to learn about entrepreneurship? Entrepreneurship is about finding value and excitement in what you do, states Hara CEO Chatterjee, Amit. Chatterjee no longer needs an alarm clock, as his passion for his current work is enough to propel him awake every morning. He encourages aspiring students and entrepreneurs to figure out what they are the CEO of - which means finding deeper value in the work one chooses to do each day.
 

Rosensweig, Dan, Solving Problems Makes a Great Business (Entire Talk) 2010-10-07 2507

Solving Problems Makes a Great Business (Entire Talk)

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In conversation with KPCB's Chi-Hua Chien, Dan Rosensweig, CEO of textbook rental company Chegg, speaks about his professional history within Yahoo!, ZDNet, and Guitar Hero, and shares insights on business in the dot-com trenches. Rosensweig offers his perspective on the evolution of the online media and advertising industries. Additionally, Rosensweig encourages entrepreneurs-to-be to "bet on the inevitable" as they explore their passions and the growing future of online services.
 

Rosensweig, Dan, Historical Take on the Internet Revolution 2010-10-07 2508

Historical Take on the Internet Revolution

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chegg CEO and seasoned Silicon Valley executive Dan Rosensweig discusses the dawn of working in the Internet age to a Stanford audience who has never lived without the Internet. His tales from the trenches include the overwhelm he first experienced when voicemail, a fax machine, and 14 emails entered his inbox, and the crushing pain of failed stock options as the bubble burst. For those who did not experience the Internet boom of the 1990s and the bust of 2000, this historical perspective offers first-person insights.
 

Rosensweig, Dan, Betting on the Inevitable 2010-10-07 2509

Betting on the Inevitable

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chegg CEO Dan Rosensweig talks about the tremendous expansion of the Internet when he worked for Yahoo! (as COO 2002-2006). After working in publishing for many years, it became clear to him that print media, radio, and television were on the decline as the Web was on the rise. Despite the fact that the dot-com economy had all but buckled, user numbers continued to grow during this period, and Rosensweig knew that it was just a matter of time until the business model caught up to user demand.
 

Rosensweig, Dan, Why Google Won Desktop Search 2010-10-07 2510

Why Google Won Desktop Search

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chegg CEO Dan Rosensweig, formerly the COO of Yahoo!, discusses how Google supplanted Yahoo! as the leading desktop search engine during the mid-2000s. Rosensweig points out Yahoo! served many products to many people, and that in contrast, Google created one great tool for a much wider audience. He discusses Google's initial strategy to be unconcerned with search as a revenue stream, and to focus instead developing a better search product - a key to their eventual desktop search success.
 

Rosensweig, Dan, Reasons to Acquire a Company 2010-10-07 2511

Reasons to Acquire a Company

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Dan Rosensweig, former COO of Yahoo! and current CEO of Chegg, speaks about the value of acquisitions for organizations who face operational pressures that can inhibit internal invention. Yahoo! bought other companies for either their team or their technology, but the ultimate goal of any acquisition on their radar was to use it as a magnet for broader advertising sales.
 

Rosensweig, Dan, Facebook Refused to Sell 2010-10-07 2512

Facebook Refused to Sell

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

A billion dollars were on the table, but still Facebook refused to sell itself to Yahoo!. In this clip, Yahoo!'s then COO (and current Chegg CEO) Dan Rosensweig discusses the deal that he failed to seal, and what that path has meant for both Facebook and Yahoo!. Rosensweig also discusses every great entrepreneur's reluctance to be acquired.
 

Rosensweig, Dan, Leading a Young Team to Success 2010-10-07 2513

Leading a Young Team to Success

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

It's better for a CEO to describe success than to prescribe the exact methods employees must use to achieve it. This is done, says Chegg CEO Dan Rosensweig, by establishing a company vision and sharing it often with employees. He advises to not think in terms of business models, but rather to reframe the questions to ensure your company is thinking big enough. Then, hire people willing to be part of a team that will be integral to this vision.
 

Rosensweig, Dan, Making Great Leaders 2010-10-07 2514

Making Great Leaders

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Dan Rosensweig worked with a number of industry leaders before becoming the CEO of Chegg, and his experience taught him to recognize practices of successful leadership. He suggests that aspiring entrepreneurs think big and optimistically. Solve problems, but don't whine about them. Surround yourself with people smarter than yourself, and give them the freedom to execute, trusting them to course-correct as they learn and improve. A great CEO doesn't need to be the smartest person in the room, states Rosensweig; they just need to know where to find an expert on any subject.
 

Rosensweig, Dan, Recognizing a Great Job 2010-10-07 2515

Recognizing a Great Job

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

The way to find a career that you love is not to think of it as a job, says Chegg CEO Dan Rosensweig. He also offers many relevant insights. Follow your natural passions and inclinations and the work will simply follow. Work with people you trust, and give them everything you have. Don't concern yourself with the road not taken - but when you approach a perceived dead end, step away from the organization professionally. To find true enrichment from your work, start over and try again.
 

Suster, Mark, Honest Advice on Starting a Company (Entire Talk) 2010-10-14 2516

Honest Advice on Starting a Company (Entire Talk)

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneurship is an emotional and economic roller coaster, says venture capitalist and serial entrepreneur Suster, Mark. In this candid and informative lecture, Suster defies some of Silicon Valley's conventional wisdom. Based on his extensive experience with multiple companies, Suster shares his thoughts on the real day-to-day life of startups, smart ways to raise the right kind of funds, and offers honest advice in making your way as an entrepreneur.
 

Brown, John Seely, Building Scale Without Mass 2010-04-14 2517

Building Scale Without Mass

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Brown, John Seely, Independent Co-Chairman of the Deloitte Center for Edge Innovation, argues setting up an organization where nothing leaks out, also means nothing can leak in. Moreover, industry ecosystems have balance and reciprocity, so being paranoid of taking part in the sharing of knowledge can be a detriment to an organization. Brown also asks whether new types of institutional innovations can allow companies to build scale without mass.
 

Suster, Mark, Knowing When to Sell 2010-10-14 2518

Knowing When to Sell

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

If an acquisition offer falls below $100 million, it does not mean a company or its entrepreneurs are failures, says serial entrepreneur Suster, Mark. He does not encourage an early sale, but he points out that not every enterprise will change the world, and there is no shame in selling a small company at the right moment. In this clip, Suster recalls turning down a $150 million offer and his ensuing regret. He shares how this experience taught him to sell his second company on time and for the right price.
 

Suster, Mark, Start-Up and See it Through 2010-10-14 2519

Start-Up and See it Through

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Most startups won't achieve the acclaim of Google, but that does not preclude these ventures from creating value for the entrepreneurs who start them. With conviction in life, and a respect for the stress, competition, and long hours of entrepreneurship, having a passionate idea that you're willing to see through to the end is the most important aspect of starting a business. Serial entrepreneur Suster, Mark speak about his personal experiences in this field, and encourages entrepreneurs to find their passion and build their enterprise to be better than their own hype.
 

Suster, Mark, The Need for Research and Prototypes 2010-10-14 2520

The Need for Research and Prototypes

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur and venture capitalist Suster, Mark urges entrepreneurs not to be lazy when it comes to doing necessary market research. This includes having a basic understanding of who will pay for your product or service. In the age of affordable research and engineering, smart venture capitalists now expect to see at least workable prototypes from startups seeking funding. Suster suggests numerous critical questions for entrepreneurs to ponder about their market, their product, and their competition.
 

Suster, Mark, Start on Your Own 2010-10-14 2521

Start on Your Own

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur and investor Suster, Mark urges founders to start out on their own, to avoid early dilution. Suster believes entrepreneurs deserve to keep a greater share of their companies, when possible, as they are the ones taking the critical first leap. While Suster claims some in Silicon Valley may think this idea is "heresy," he does not understand why burgeoning entrepreneurs are willing to give so much away, so early.
 

Suster, Mark, The Co-Founder Mythology 2010-10-14 2522

The Co-Founder Mythology

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

While many legendary Silicon Valley companies were founded by teams of two, partnerships aren't without their problems, states venture capitalist Suster, Mark. Disagreements arise based on personal life changes, business strategies, and roles within the company. Suster prefers to avoid playing the role of co-founder "marriage counselor" by working with a strong, individual entrepreneur.
 

Suster, Mark, Make Tech Part of Your DNA 2010-10-14 2523

Make Tech Part of Your DNA

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

No Internet or tech company should launch without having in-house technical manpower to build the product, says serial entrepreneur Suster, Mark. While business savvy on the founding team is important, those skills need to be balanced with a sturdy base of engineering, programming, or other technical know-how. Additionally, a company makes itself more attractive to funding and acquisition if it has intrinsic technical expertise.
 

Suster, Mark, Don't Raise Too Much Capital 2010-10-14 2524

Don't Raise Too Much Capital

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Too much money can be a bad thing for a growing business, says Suster, Mark, serial entrepreneur. With large sums comes great expectations, and investors will expect quick movement and fast returns. Additionally, large investments can inhibit options when it comes to making a preferred exit decision.
 

Suster, Mark, Lean Startups and Fat Startups 2010-10-14 2525

Lean Startups and Fat Startups

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Venture capitalist Suster, Mark believes being a lean startup is related to size and funding levels, rather than speed and product iteration. However, once a startup finds a strong product and market fit, they will need to get "fat" quickly, in order to compete with larger companies, particularly in "winner take most" markets.
 

Suster, Mark, Branding and Commitment 2010-10-14 2526

Branding and Commitment

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Scope and Content Note

Serial entrepreneur Suster, Mark offers quick lessons in smart branding for startups: 1) Your company name should be your URL address, 2) Don't let your company name box you in, and 3) Be careful of using words in your name that mean something else. Suster also explains why you should have the commitment to see your startup through.
 

Suster, Mark, Relationships with Angels and Venture Capitalists 2010-10-14 2527

Relationships with Angels and Venture Capitalists

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Raising venture capital is worse than marriage, says investor and serial entrepreneur Suster, Mark, noting that you can at least get divorced when it comes to marriage. Suster expresses surprise that a startup team would be willing to accept a funding partnership, without taking the time to truly get to know the angel or VC. This business relationship is long, intimate, and permanent, so both parties should carefully choose their partners.
 

Suster, Mark, How to Access Investors 2010-10-14 2528

How to Access Investors

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Venture capitalist and entrepreneur Suster, Mark shares insights on how startups can connect with investors. He explains the best method is to access investors through other entrepreneurs. Suster speaks to the need for a startup to find their first anchor investor, whose presence can often cause additional funding sources to come forward.
 

Suster, Mark, Measuring a Venture Capitalist's Success 2010-10-14 2529

Measuring a Venture Capitalist's Success

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Which metrics indicate whether a venture capitalist is performing well? It's more than simple ROI. Venture capitalist Suster, Mark speaks of the three career phases to examine: 1) Building a pipeline of deals, 2) Nurturing your portfolio companies, and 3) Harvesting investments and obtaining exits. He states that success in venture capital takes about a decade to determine.
 

Prescott, Thomas, Leadership and Disruptive Technologies (Entire Talk) 2010-10-21 2530

Leadership and Disruptive Technologies (Entire Talk)

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Prescott, Thomas, CEO of medical device manufacturer Align Technology, discusses disruptive product innovation and leadership in the medical device industry. Prescott shares the company's story, including insights on the launch of their signature product, the Invisalign orthodontic system. He also discusses operational trends and the need for sound analysis of financing, product execution, and business development tactics.
 

Prescott, Thomas, Technology Benefits from Operations 2010-10-21 2531

Technology Benefits from Operations

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Despite being a self-professed failure as an entrepreneur, Prescott, Thomas, CEO of med-tech firm Align Technology, points out the value of having a solid operations person at a growing start-up. According to Prescott, first-to-market entrepreneurs face great challenges to capture market share, and an effective operator can help build healthy growth.
 

Prescott, Thomas, From Funding to Product Launch 2010-10-21 2532

From Funding to Product Launch

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Align Technology CEO Prescott, Thomas discusses the financing history of the company from its inception to initial product launch. Prescott points out a historical difference indicative of the roaring 1990's - namely, $280 million in financing before the company turned a profit. Today, virtual product models and increased pressure on profitability would make this heavy financial front-loading difficult to achieve.
 

Prescott, Thomas, Balancing the Founder/Operator Relationship 2010-10-21 2533

Balancing the Founder/Operator Relationship

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Maturity is the basis for a complimentary relationship between a new operations person and founders, says Align Technology CEO Prescott, Thomas. Both parties need to respect one another's strongest skills, assets, and objectives, and keep the health of the company as the overarching goal. Additionally, it's a good idea for both founder and operator to consider when they, too, will need to be replaced by those with better skills to achieve new levels of scale.
 

Prescott, Thomas, Marketing Medical Technologies 2010-10-21 2534

Marketing Medical Technologies

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When introducing a new medical device such as "invisible" orthodontics, it can be a struggle to bring the medical community on board. Align Technology CEO Prescott, Thomas discusses the necessity of clinical research documentation and sales and marketing materials targeting both patients and practitioners as essential tools for product push. Prescott points out introducing new devices is particularly challenging when the technology does not improve patient mortality.
 

Prescott, Thomas, Gaps of Opportunity in Technology 2010-10-21 2535

Gaps of Opportunity in Technology

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Where should entrepreneurs in the field of medical technology be casting their nets? Prescott, Thomas, the CEO of Align Technology with years of experience in med-tech operations, points toward cardiac health, cancer, pulmonary disease, and type-2 diabetes as lucrative problems for med-tech to solve. Prescott also discusses opportunities in informatics, genetic profiling, and the convergence between medical device engineering and medical professionals.
 

Prescott, Thomas, No Patience for Profitability 2010-10-21 2536

No Patience for Profitability

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Before you create a revolution via a business launch, have an idea of how you're going to build an enterprise and capture profit, says Prescott, Thomas, CEO of Align Technology. He quotes Clayton Christensen who advises entrepreneurs to, "Be patient for growth; don't be patient for profitability." Know from the onset how the company can be scaled and how it will be exited. Prescott says this is the difference between a company with longevity and one with simply an interesting product.
 

Prescott, Thomas, Everything Starts with the Right Team 2010-10-21 2537

Everything Starts with the Right Team

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Prescott, Thomas, CEO of Align Technology, used to believe a company was launched with a good idea and then a team was assembled to bring that idea to fruition. He now feels strongly that an "A" team must first be assembled, and then brilliance will roll out from their collaboration. Everything starts with having the right team around the table, and that team - including yourself - will always be evolving.
 

Prescott, Thomas, Love the Journey 2010-10-21 2538

Love the Journey

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If the journey on your career path is enjoyable, then you will emerge satisfied and successful, advises CEO Prescott, Thomas. However, if one works simply to secure stock options, wealth, or position - then the course needs severe correction.
 

Prescott, Thomas, Maintain a Healthy Paranoia 2010-10-21 2539

Maintain a Healthy Paranoia

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Align Technology CEO Prescott, Thomas urges entrepreneurs, particularly those operating as small fish amidst sharks, to keep asking themselves what someone else working in the field would have to do to out-innovate or out-perform your best efforts. Always know the answer to this question: "How can someone else satisfy your customer better?"
 

Miura-Ko, Ann, Funding Thunder Lizard Entrepreneurs [Entire Talk] 2010-10-27 2540

Funding Thunder Lizard Entrepreneurs [Entire Talk]

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Stanford Engineering lecturer and FLOODGATE partner Miura-Ko, Ann offers insight into the democratization of innovation in the Internet age, and its affect on investment cycles. Additionally, Miura-Ko speaks candidly about the need to test business models, her firm's desire to be an advocate for "thunder lizard" entrepreneurs, and the challenges of achieving true work/life balance.
 

Hsieh, Tony, Startup Growing Pains 2010-10-11 2541

Startup Growing Pains

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Zappos.com CEO Hsieh, Tony discusses his reasoning behind selling his company, LinkExchange, to Microsoft. Hsieh explains how working at a startup remained fun, based on hiring passionate friends. However, after reaching the 20-employee mark, startup growing pains made selling a good idea.
 

Hsieh, Tony, Culture is Priority One 2010-10-11 2542

Culture is Priority One

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CEO Hsieh, Tony shares why culture is priority number one at his company, Zappos.com. His secret is that by investing resources in the company's cultural commitment to customer service, the deeply satisfied customers then do the valuable word-of-mouth marketing.
 

Hsieh, Tony, Core Values of Culture 2010-10-11 2543

Core Values of Culture

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Hsieh, Tony, CEO of Zappos.com, reviews the company's core values of culture. Hsieh explains living by (and hiring for) these core values creates an authentic company culture within Zappos.com. These values took over a year to develop, and are revisited annually through the insights and reflections of all employees.
 

Hsieh, Tony, Chase the Vision 2010-10-11 2544

Chase the Vision

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Zappos.com CEO Hsieh, Tony frequently speaks at entrepreneurship events, where audience members often ask him what business opportunities will make them rich. Hsieh encourages entrepreneurs to chase their vision, rather than money. Entrepreneurs should choose something they would be happy doing for the next 10 years.
 

Hsieh, Tony, Frameworks of Happiness 2010-10-11 2545

Frameworks of Happiness

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Zappos.com CEO Hsieh, Tony is passionate about positive emotions and outcomes for employees, vendors, and customers. This interest led him to study the science of happiness. In this clip, Hsieh shares some of his key findings related to finding and delivering happiness.
 

Miura-Ko, Ann, The Internet is Under-Hyped 2010-10-27 2546

The Internet is Under-Hyped

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We talk about the Internet as a series of tools, says FLOODGATE Fund partner Miura-Ko, Ann, but we are too quick to dismiss its influence on history, and how our history will be written. Miura-Ko cites how the Internet democratizes our ability to innovate, and how these innovations will come to be seen as having impacts on the level of those made by the Ford Model T and the Gutenberg press.
 

Miura-Ko, Ann, The Collapsing Cost of Product Building 2010-10-27 2547

The Collapsing Cost of Product Building

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Price drops in mass market technology, open-source software, crowd-sourcing, and cloud computing have vastly reduced the costs necessary to build new products in the Internet age. In this clip, FLOODGATE Fund co-founding partner Miura-Ko, Ann points out how these elements have converged to create rapid prototyping flexibility, and a never-before-seen ease and ability to tailor new products to market.
 

Miura-Ko, Ann, Rapid Business Model Testing 2010-10-27 2548

Rapid Business Model Testing

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A successful startup does not flower solely from a great product or idea, says Miura-Ko, Ann, partner at FLOODGATE Fund. She argues that success stems from the ability to grow a business around that great idea. The venture ecosystem, a flush customer base, accessible distribution channels and manufacturing - all of these factors must converge into a business model that is both viable and scalable. Fortunately, the Internet allows companies to rapidly test business models, for example, through the use of social media leveraged with demand creation and flexible pricing structures.
 

Miura-Ko, Ann, Running Out of Iterations 2010-10-27 2549

Running Out of Iterations

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The lean startup operates with a business plan that can reshape until a successful business model develops. By quickly pivoting based on market feedback, a company can extend their runway without additional dilution from raising greater amounts of capital, according to FLOODGATE Fund partner Miura-Ko, Ann. She explains entrepreneurs can then make dollars last longer, which allows for an increase in possible product iterations. In today's business climate, Miura-Ko states, an entrepreneur never wants to run our of chances to iterate.
 

Miura-Ko, Ann, Investing in Thunder Lizards 2010-10-27 2550

Investing in Thunder Lizards

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In this colorful clip, FLOODGATE Fund co-founder Miura-Ko, Ann describes the ideal venture to invest in: one whose team and ambition closely resembles Godzilla. They are huge, hungry, and spawn from "radioactive", best-in-class technology DNA. These companies emerge on the scene with an attitude, and have the passion to devour a market at will.
 

Miura-Ko, Ann, Lean Does Not Mean "Small" 2010-10-27 2551

Lean Does Not Mean "Small"

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The amount of capital that you take in has nothing to do with the size of a company's ambitions, says Miura-Ko, Ann, co-founding partner at FLOODGATE. Historically, some of today's largest technology brands, such as Ebay, Microsoft, Apple, raised relatively low amounts of capital early on. Smart business models, data, and vision steer a company, regardless of its size, to scale sensibly and remain capital efficient.
 

Miura-Ko, Ann, Business Models Matter 2010-10-27 2552

Business Models Matter

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FLOODGATE Fund co-founding partner Miura-Ko, Ann believes it's the business model that matters most, rather than the business plan. A well-thought out business model that is data-driven and scenario-focused will be seriously considered. According to Miura-Ko, models do a better job of unearthing assumptions about a company's users, customers, pricing, demand creation, sales channels, supply chain, and overall logistics - all critical components to building a successful venture.
 

Miura-Ko, Ann, Is Work/Life Balance Possible? 2010-10-27 2553

Is Work/Life Balance Possible?

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The myth of work/life balance, says FLOODGATE Fund partner Miura-Ko, Ann, is that one can actually strike a balance. As a mother of two, she advises anyone with a family, who also seeks to carve a path in entrepreneurship, to recognize that it is a struggle to achieve balance. Knowing how much time and energy a new venture can demand, she states the importance of feeling passion for your business mission. Only a great venture will make taking time away from family feel like a worthy trade-off.
 

Miura-Ko, Ann, The Importance of a Technical Co-founder 2010-10-27 2554

The Importance of a Technical Co-founder

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In this clip, FLOODGATE Fund partner Miura-Ko, Ann discusses the importance of technical expertise intrinsic to a startup team. Miura-Ko states it is necessary to have this knowledge onboard and in-house, whenever possible. However, she has witnessed incidences of skilled technical managers who have successfully outsourced their engineering needs, though she notes this is an exception to the rule.
 

Miura-Ko, Ann, The Entrepreneurship of Venture Capital 2010-10-27 2555

The Entrepreneurship of Venture Capital

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Miura-Ko, Ann shares the origin story of FLOODGATE Fund, where she is a co-founding partner with angel investor Mike Maples. In this poignant clip, Miura-Ko shares how she decided to step into investing when she saw that FLOODGATE could make a meaningful and innovative impact on the venture capital industry. Miura-Ko also shares some important value-driven moments from her career, and her ingrained need to be world class at every possible turn.
 

Piacentini, Diego, Customer Focus Builds Global Growth [Entire Talk] 2010-11-03 2556

Customer Focus Builds Global Growth [Entire Talk]

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Piacentini, Diego, Senior VP of International Retail for Amazon, discusses the company's growth-centered business model, its global presence, and the strides it takes to sustain a successful customer experience. Piacentini also describes Amazon's innovative approaches to operations, mergers and acquisitions, and labor practices.
 

Piacentini, Diego, Amazon Global Operations 2010-11-03 2557

Amazon Global Operations

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With seven global websites and half of its revenue coming from outside North America, Amazon Senior VP of International Retail Piacentini, Diego discusses the company's global operations and strategy. The challenge, he says, is providing the same customer experience everywhere on the globe. To achieve this, Amazon utilizes a global network of call centers, fulfillment centers, and websites that cater to regional customers.
 

Piacentini, Diego, Work Backwards from the Customer 2010-11-03 2558

Work Backwards from the Customer

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Stick to a vision and the company shall succeed, advises Amazon Senior VP Piacentini, Diego. For Amazon this means adhering to founder Jeff Bezos' original vision: Build a site where users can find anything they want to buy at the lowest price. To achieve this vision, Piacentini highlights Amazon's dedication to building all code in-house, and safety measures to validate customer purchases.
 

Piacentini, Diego, Adhere to Core Values 2010-11-03 2559

Adhere to Core Values

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Piacentini, Diego, Amazon Senior VP, talks about the value of a company adhering to its own code, even when it comes to honoring a lower price point. Piacentini shares an anecdote about returning money to Chinese customers after a bestselling book dropped in price. The result, he states, was gaining unprecedented customer loyalty and a tremendous marketing boost.
 

Piacentini, Diego, The Myth of Best Practices 2010-11-03 2560

The Myth of Best Practices

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For Amazon, all operations are equal until proven - with data - that they need to be changed. For example, in China, it became apparent that Amazon had to invest in delivery systems for the last mile - which often means bicycle delivery. This unique need also mandated software for customers to schedule an exact delivery time, and for delivery staff to process payments. Amazon Senior VP Diego Pacentini uses this as an example of how the company adapts to its environment while still adhering to its core vision.
 

Piacentini, Diego, Maximize Experimentation 2010-11-03 2561

Maximize Experimentation

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Amazon offers its employees the "Just Do It" award, a fun recognition with an old Nike shoe, that is handed to anyone who implements a smart idea or innovation outside of their normal job tasks. Amazon is built to tolerate mistakes, says Senior VP of International Retail Piacentini, Diego - provided those mistakes don't get repeated.
 

Piacentini, Diego, Take Risks Outside Your Core Business 2010-11-03 2562

Take Risks Outside Your Core Business

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Amazon Senior VP Piacentini, Diego discusses how Amazon Web Services (AWS) was born. He discusses how the retailer decided to take a risk and move away from its core competency, build APIs, and rent out server space during slower retail months. Piacentini also talks about how other online giants have now followed Amazon's lead.
 

Piacentini, Diego, Don't Fall in Love with Being Number One 2010-11-03 2563

Don't Fall in Love with Being Number One

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The largest difficulty of running the top online retail brand is the diligent work required not to appear arrogant. Piacentini, Diego, Amazon's Senior VP of International Retail, states that his company's greatest challenge is how to appear humble in the eyes of the customer, and to constantly innovate and improve.
 

Sutton, Bob, What Great Leaders Do [Entire Talk] 2010-11-10 2564

What Great Leaders Do [Entire Talk]

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In this lecture that parallels his book Good Boss, Bad Boss, Stanford professor Sutton, Bob unpacks the best habits of beloved and effective managers, and details the worst habits of those who fail to lead. The best leaders develop and nurture those who work for them. However, when bosses gain more power, they can easily grow oblivious to the needs of those they lead.
 

Sutton, Bob, Listen to Those You Lead 2010-11-10 2565

Listen to Those You Lead

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Bestselling author and Stanford professor Sutton, Bob offers insights from his book, Good Boss, Bad Boss. Two important points: 1) Individuals in a position of authority will be under intense scrutiny from those they manage; and 2) Leaders receive disproportionally more blame and more credit for organizational performance. Sutton shares some surprising statistics related to this point, and explains that the best bosses work hard to remain in-tune with those they manage.
 

Sutton, Bob, The Toxic Tandem 2010-11-10 2566

The Toxic Tandem

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Stanford Professor Sutton, Bob discusses the "toxic tandem," which he defines as when bosses do not pay attention to their employees, while still being closely watched by those same employees. This asymmetry of attention can be devastating, and in this clip, Sutton shares an anecdote of one company team who anticipated layoffs just by reading their boss' unconscious behavior.
 

Sutton, Bob, Power Poisoning 2010-11-10 2567

Power Poisoning

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According to author Sutton, Bob, when someone is placed in a position of power, three things can happen to cause "power poisoning": 1) The individual focuses on their own needs and concerns; 2) The individual focuses little attention on the needs of others; and 3) The individual often acts like the rules don't apply to them. Evidence is also mounting, says Sutton, that the more successful a manager is, the more likely they are to break the rules.
 

Sutton, Bob, Hallmarks of Great Bosses 2010-11-10 2568

Hallmarks of Great Bosses

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Stanford professor and author Sutton, Bob covers a number of hallmarks and strategies of smart, in-tune bosses. While traditional management theory dictates constant monitoring of employees and processes, this may not be the best tactic, says Sutton. His research reports this is particularly true for bosses managing creative teams and employees. In these situations, over-management can backfire, often stifling creativity and innovation.
 

Sutton, Bob, Listening for the Truth 2010-11-10 2569

Listening for the Truth

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Not only can some bosses be difficult to talk to, but there are a number of institutional structures in place that make it difficult for them to hear the truth. Stanford Professor Sutton, Bob bullet points many documented human behaviors that make it difficult for managers to hear the whole story. For example, research shows that people like flattery - even if its false - and people tend not to like those who deliver bad news.
 

Sutton, Bob, Accept Defeat and Commit 2010-11-10 2570

Accept Defeat and Commit

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Stanford Professor Sutton, Bob suggests two strategies for dealing with team disagreements. Never knock down ideas during the brainstorming stage. And if a team decides to go with a decision you disagree with, be the hardest worker during the idea's implementation. By committing yourself to helping make the idea a success, if it does indeed fail in the end, you will know that it was indeed a poor idea.
 

Sutton, Bob, Pruning the Rotten Apples 2010-11-10 2571

Pruning the Rotten Apples

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A successful personal relationship must follow the 5:1 rule: for every unpleasant interaction, at least five positive interactions are needed to offset the negative one, says Stanford Professor and author Sutton, Bob. Research in the workplace also shows that just one rotten apple - or someone who repeatedly proves to be selfish - can be contagion that severely reduces overall team performance. These contagions must be removed for the health and longevity of the team.
 

Sutton, Bob, A Good Boss or a Bad Boss? 2010-11-10 2572

A Good Boss or a Bad Boss?

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According to author Sutton, Bob, interviews are terrible predictors of what is going to happen in a working environment. However, there are some indicators to look for to determine if a prospective supervisor will be pleasant and effective. For example, listen to the number of "I's" versus "we's" the prospective employer uses when describing a project, advises Stanford Professor Sutton, Bob. Are they a team player? Will they offer credit to others? An even better strategy is to find former employees and ask them about their day-to-day experience with the supervisor in question.
 

Sutton, Bob, Fighting a Bad Boss 2010-11-10 2573

Fighting a Bad Boss

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Does it ever pay to tell your manager what you really think? Strength in numbers is the only way to wage war with an ineffective manager, says Stanford Professor and Good Boss, Bad Boss author Sutton, Bob. Banding together with like-minded co-workers offers better documentation and carries more of a punch than an individual approach.
 

Aaker, Jennifer Lynn, How Ideas Take Flight [Entire Talk] 2010-11-17 2574

How Ideas Take Flight [Entire Talk]

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Stanford Graduate School of Business professor Aaker, Jennifer shares the power behind creating ideas that can build momentum. Through her research on the perception of happiness and meaning, Aaker describes how these concepts relate to a successful and powerful social media campaign. A well-planned effort catches audience attention and offers them an engaging story. Aaker, co-author of The Dragonfly Effect, also offers several personal and corporate examples of effective viral campaigns that garnered real world, and even life-saving, results.
 

Aaker, Jennifer Lynn, The Happiness Paradox 2010-11-17 2575

The Happiness Paradox

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Happiness drives many of us, but often down the wrong road. How can our desire to please ourselves so often lead us astray? Stanford Graduate School of Business Professor Aaker, Jennifer states that happiness has many nuanced definitions between excitement and peacefulness. The way you choose to define it is dependent on demographics, including factors like gender, age, mindset, and culture. Moreover, these perceived feelings of happiness evolve over a lifetime, and inform how one makes decisions.
 

Aaker, Jennifer Lynn, Factors that Enable Happiness 2010-11-17 2576

Factors that Enable Happiness

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Research shows that happiness must be created, not found. Stanford Graduate School of Business Professor Aaker, Jennifer believes that creating an environment that allows for happiness offers longer-lasting joy for oneself and other members of a community. This environment would enable people to find real meaning, make real connections, and feel that they are a part of something bigger. In addition, this is a particularly important concept in the digital age.
 

Aaker, Jennifer Lynn, Case Study: Increasing the Bone Marrow Registry 2010-11-17 2577

Case Study: Increasing the Bone Marrow Registry

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One lesson taught by Stanford GSB Professor Aaker, Jennifer is to include the opposite of every idea proposed in a brainstorming session. This tool vastly expands the number ideas, both excellent and terrible in equal proportion. This thinking led one former student to launch a social media campaign to register 20,000 South Asian bone marrow donors to find a match for a friend with leukemia. The result not only increased disease awareness and found a donor, but it also provided an excellent example of successful social networking, factoring in the strength of a specific goal, the power of reversing the rules, the necessity of creating a campaign that allows for no-fuss collaboration, and the need to tell a good story.
 

Aaker, Jennifer Lynn, Driving a Successful Social Media Campaign 2010-11-17 2578

Driving a Successful Social Media Campaign

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Using the case study of Team Sameer - a successful social media campaign to find a bone marrow donor for a man with leukemia - Stanford GSB professor Aaker, Jennifer goes into detail on the effective strategies of an email plea sent to just 450 people, which lead to nearly 25,000 participants nationwide. Communicating a story through focused, humanistic messaging is an imperative element for social media that drives audiences to take action.
 

Aaker, Jennifer Lynn, Case Study: Coca-Cola's Global Campaign 2010-11-17 2579

Case Study: Coca-Cola's Global Campaign

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In their quest for an authentic viral campaign, the global soft drink giant gave $50,000 to seven teams worldwide, one of whom created the Coke Happiness Machine. Stanford GSB Professor Aaker, Jennifer, shows this popular YouTube video, and talks about how this small investment had big payoff for authenticity, connection, surprise, meaning, and global appeal.
 

Aaker, Jennifer Lynn, Building Brands Inside-Out 2010-11-17 2580

Building Brands Inside-Out

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Focus on making your employees excited about the brand, rather than just the customers. This is the new face of forward-thinking companies, says Aaker, Jennifer, a professor with Stanford's Graduate School of Business. This strategy is now employed more often, giving employees their own blogs, Twitter feeds, etc., which allows customers to get excited about a brand they can come to trust.
 

Aaker, Jennifer Lynn, Social Media Experimentation 2010-11-17 2581

Social Media Experimentation

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Stanford GSB Professor Aaker, Jennifer talks about corporate brand experiments, such as Terminal Man, a famed Twitterer for an airline company, and other unprecedented tests in social media communications. Her analysis is that companies that embrace and interact with individual commentary in digital media will be far ahead of those that try to quash those who freely share their opinions.
 

Nichols, Martin, Practical Legal Advice for Startups [Entire Talk] 2010-11-10 2582

Practical Legal Advice for Startups [Entire Talk]

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Stanford lecturer and Arbor Advisors   Managing Director Christensen, Stan discusses legal issues related to startups and entrepreneurs with attorney Martin Nichols, partner at DLA Piper. The conversation covers selecting and working with legal advisors, issues of compensation and negotiation, and the need for entrepreneurs and companies to always seek practical and efficient advice.
 

Nichols, Martin, Choosing an Attorney 2010-11-10 2583

Choosing an Attorney

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Attorney Martin Nichols shares subjective early filters to use when trying to find a proficient attorney. Beyond these basic measurements, a difference in quality will be found in each attorney's ability to get deals done. Nichols suggests finding an attorney who can also be a solid advisor and a true value-add for your company.
 

Nichols, Martin, Seek an Efficient Legal Team 2010-11-10 2584

Seek an Efficient Legal Team

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Individuals or startups seeking legal advice need to obtain solid referrals on all prospective attorneys. Martin Nichols, partner at legal firm DLA Piper, believes entrepreneurs often don't need big legal teams, but should always seek efficient legal teams.
 

Nichols, Martin, Legal Billing Issues 2010-11-10 2585

Legal Billing Issues

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Billing is less of an issue, if you build a relationship with legal advisors you trust, says attorney Martin Nichols. Entrepreneurs should share their acceptable fee ranges with attorneys, but they may also be able to work out fee caps and flat rates for services. Clients can help ensure the best service from attorneys by showing mutual respect through offering referrals and paying bills on time.
 

Nichols, Martin, Separate Business and Legal Issues 2010-11-10 2586

Separate Business and Legal Issues

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Attorney Martin Nichols suggests separating legal issues from business issues before entering into negotiations. This strategy is often very helpful, particularly in face-to-face negotiations. In meetings and conference calls, Nichols sets out an agenda and key issues, and then tries to come up with a basket of issues for the business people to try and work out with their counterparts.
 

Nichols, Martin, Listen to Practical Advice 2010-11-10 2587

Listen to Practical Advice

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Attorney Martin Nichols believes clients should receive the best practical advice from an attorney, even when the client is in a legally superior position during a negotiation. Nichols shares an anecdote where he needed to explain to a client the practical value of not fighting for a previously agreed on payment, to avoid being exposed to legal costs of an even greater amount.
 

Nichols, Martin, Protecting Intellectual Property 2010-11-10 2588

Protecting Intellectual Property

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

According to attorney Martin Nichols, entrepreneurs need to have a great deal of trust when sharing intellectual property with venture capitalists, as VCs often will not sign non-disclosure agreements. If a client is working on patentable technologies, Nichols suggests trying to button up those issues before going to meetings.
 

Nichols, Martin, Attorney Compensation from Startups 2010-11-10 2589

Attorney Compensation from Startups

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

The industry norm is for attorneys not to take equity or a board seat as forms of compensation from startups, says attorney Martin Nichols. In Silicon Valley, fee deferrals are far more normal. Big legal firms may be less likely to work with small startups due to time and revenue constraints, but a smaller firm may not be able to provide a startup with everything that is needed when it comes time for big transactions, such as mergers and acquisitions.
 

Kopp, Wendy, Social Entrepreneurship Changing Education [Entire Talk] 2011-01-12 2598

Social Entrepreneurship Changing Education [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Kopp, Wendy, Teach For America's CEO and founder, is driven to end educational inequity across the nation. In this seminar, Kopp shares her entrepreneurial story of starting Teach For America straight out of college, and articulates the sense of urgency that she and her organization still feel for producing fundamental changes to education in America.
 

Kopp, Wendy, The Desire to Make a Difference 2011-01-12 2599

The Desire to Make a Difference

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In 1989, as a senior at Princeton University, Teach For America CEO and Founder Kopp, Wendy was a public policy major concerned about inequity in American education. Her idea for Teach For America was born from a desire to right these injustices, and realizing classmates searching to make a difference in the world were all around her.
 

Kopp, Wendy, Learning Curves Never End 2011-01-12 2600

Learning Curves Never End

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

CEO and Founder Kopp, Wendy discusses Teach For America's challenge to face major organizational learning curves, in its early years. Kopp describes how this process continues, as the organization works to better answer questions around issues of recruitment, training, professional development, management, and financing.
 

Kopp, Wendy, Lessons Learned the Hard Way 2011-01-12 2601

Lessons Learned the Hard Way

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Sometimes fundamental lessons are learned the hard way, according to Teach For America CEO Kopp, Wendy. She explains that when an organization learns through tough experience, the insights gained become core lessons that stay with you. Kopp also articulates both the challenges and advantages that come with growth and scale.
 

Kopp, Wendy, The State of Education Reform 2011-01-12 2602

The State of Education Reform

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Teach For America CEO and Founder Kopp, Wendy is amazed at where educational reform is today, compared to where it once was in America. As an example, in the past, it would have been challenging to find evidence showing that schools can overcome the socio-economic disadvantages of their students, says Kopp. She states that evidence now shows this to be possible, and while questions of how to scale successful models persist, Kopp believes there are reasons to be optimistic about making fundamental changes to the education system.
 

Kopp, Wendy, Leaders Must Commit to Make Change 2011-01-12 2603

Leaders Must Commit to Make Change

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Kopp, Wendy, CEO and founder of Teach For America, believes change happens where leaders commit to making organizational transformations, mixed with high-levels of energy and discipline. As in all business sectors, transformational leaders in education have an obsession with building strong teams and systems, and creating cultures committed to continuous improvement.
 

Kopp, Wendy, Advice for Social Entrepreneurs 2011-01-12 2604

Advice for Social Entrepreneurs

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Embrace your inexperience, says Kopp, Wendy, CEO and Founder of Teach For America, as "inexperience can be an asset because you don't know what is impossible." Kopp reminds social entrepreneurs they will need a lot of help, and to not try to do it all alone. Kopp also encourages social entrepreneurs to remain on a constant search for allies who can help you fulfill your mission.
 

Kopp, Wendy, Answering Teach For America's Critics 2011-01-12 2605

Answering Teach For America's Critics

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Kopp, Wendy, CEO and founder of Teach For America, believes that many critics of her organization are misinformed about the thoroughness of the program. Kopp is willing to put Teach For America's pre-service teacher training up against that of any other organization, and she believes their recruitment process constantly improves. Rather than being a "band-aid" to the education crisis, Kopp sees Teach For America as answering an urgent need that the nation can no longer wait to address.
 

Levie, Aaron, Delivering Innovation for the Enterprise [Entire Talk] 2011-01-20 2606

Delivering Innovation for the Enterprise [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Box.net CEO Levie, Aaron is an entrepreneur who seeks to reinvent how enterprise businesses share content across their organizations. In 2005, Levie saw the need for affordable storage on the Internet, and co-founded Box.net out of his college dorm room. In this high-energy lecture, Levie shares the successes and challenges of his company's move from early-stage startup to scalable cloud technology venture.
 

Levie, Aaron, Changes Present Opportunities 2011-01-20 2607

Changes Present Opportunities

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Box.net Co-Founder and CEO Levie, Aaron recognized an opportunity to commercialize the cloud for data storage and file sharing when a number of factors changed. The changes included the dynamic improvements in data and storage efficiency, the global demand for a more mobile workforce, and the arrival of modern browsers and greater bandwidth.
 

Levie, Aaron, Launching From the Dorm Room 2011-01-20 2608

Launching From the Dorm Room

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Levie, Aaron, Box.net CEO and co-founder, describes the decision to leave college to follow through on developing his company. Levie started Box.net after seeing his fellow students' need for cost-effective, online storage. After launching Box from his dorm room, and finding initial success, Levie realized he would not only need greater funding, but would also have to leave school to fully capitalize on this once-in-a-lifetime opportunity.
 

Levie, Aaron, The Freemium Business Model 2011-01-20 2609

The Freemium Business Model

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

At Box.net's inception, customers were charged for storage when they signed up. However, Box.net CEO and Co-Founder Levie, Aaron, and his team, realized they wanted to grow the customer base by lowering barriers to product adoption. In this clip, Levie describes the company's successful implementation of the "freemium" business model, which not only increased their number of customers, but also served as a differentiator from larger competitors.
 

Levie, Aaron, Out Innovate Bigger Competitors 2011-01-20 2610

Out Innovate Bigger Competitors

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Box.net CEO and Co-Founder Levie, Aaron explains how his company decided on competing in the enterprise software-as-a-service market. After a competitive analysis, Box realized their product offering was more innovative than many legacy solutions currently being used by large organizations. Levie also articulates the value of using a business model where the sales team is working with customers already in love with your product.
 

Levie, Aaron, Borrow Ideas from Everyone 2011-01-20 2611

Borrow Ideas from Everyone

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

CEO Levie, Aaron is happy to borrow ideas from any source to improve Box.net's product, marketing, and support. Levie shares how Box learned from the best in different businesses to improve in these areas, including taking insights from the consumer web space to improve products, learning how to make a marketing splash from Hollywood studios, and figuring out how to deliver high-quality support like Zappos.
 

Levie, Aaron, A Different Enterprise Software Company 2011-01-20 2612

A Different Enterprise Software Company

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Box.net Co-Founder and CEO Levie, Aaron articulates his vision to build a new type of enterprise software company. According to Levie, everyone at Box.net is driven to build a product that they would each want to use all day. Traditionally, enterprise software works on longer development cycles, but Levie believes these cycles can be dramatically shortened by his company's commitment to innovation.
 

Levie, Aaron, Five Solid Startup Lessons 2011-01-20 2613

Five Solid Startup Lessons

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Having started Box.net in his college dorm room, CEO Levie, Aaron has learned some valuable lessons. In this clip, Levie elaborates on five lessons: 1) Do something that was not possible three years ago, 2) Do something you are extremely passionate about, 3) Don't compromise, 4) If you feel comfortable, you're probably not doing it right, and 5) Don't write your obituary too early.
 

Levie, Aaron, Startups with Friends 2011-01-20 2614

Startups with Friends

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Box.net CEO and Co-Founder Levie, Aaron started his company with friends he had known since high school. Levie shares the dangers and benefits of starting an organization with close friends, including the positive "hum" and high level of trust that can build between group members dedicated to a vision.
 

Levie, Aaron, Compete Through Product Iteration 2011-01-20 2615

Compete Through Product Iteration

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

According to Levie, Aaron, CEO and co-founder of Box.net, successful startups need to be agile when testing ideas in the market and quick to shut down ideas that don't work. Beyond the power of learning to "fail fast," Levie advises close examination of who you are actually competing with to discover ways to innovate that competitors may not be built to do.
 

Levie, Aaron, Maintaining a Culture of Innovation 2011-01-20 2616

Maintaining a Culture of Innovation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Box.net CEO Levie, Aaron says that his company spends a tremendous amount of time on building an innovative culture as the organization continues to grow. As many of the individuals they hire today may soon be managers, Box carefully selects whom they bring aboard and sets high targets for performance and results. Levie also describes current initiatives Box undertakes to encourage innovation by employees.
 

Constantz, Brent, Following Your Startup Vision [Entire Talk] 2011-01-26 2617

Following Your Startup Vision [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Calera founder Constantz, Brent is an innovator who believes that successful entrepreneurs are the ones who follow through on their original vision. Drawing upon his deep background as a successful serial entrepreneur, Constantz shares his entrepreneurial experiences and discusses many of the competitive and strategic issues facing his current ventures.
 

Constantz, Brent, Starting Avalanches and Building Fires 2011-01-26 2618

Starting Avalanches and Building Fires

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur and Calera Founder Constantz, Brent shares what is the coolest thing about starting companies. Constantz enjoys watching the building excitement of employees and customers around a new venture. He describes this powerful experience as similar to building fires and starting an avalanche.
 

Constantz, Brent, Big Visions are Right Visions 2011-01-26 2619

Big Visions are Right Visions

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

When entrepreneurs are working with big ideas, they also need to remember to grow the company, says Calera Founder Constantz, Brent. But with that said, Constantz also urges founders with big ideas not to be easily lured from their big vision, due to external pressures to accumulate small monetary wins.
 

Constantz, Brent, Advisory Boards and Operating Plans 2011-01-26 2620

Advisory Boards and Operating Plans

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur and Calera Founder Constantz, Brent creates amazing advisory boards and regularly updates company operating plans. By doing both of these things, even the craziest of ideas can gain the credibility needed to gain momentum and thrive in the business world.
 

Constantz, Brent, Be Your Only Board Member 2011-01-26 2621

Be Your Only Board Member

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Upon starting his third company, serial entrepreneur Constantz, Brent decided not to take on outside investment, a decision that reaped benefits. Constantz also describes serving as the sole board member, which meant avoiding the loss of time management teams suffer when dealing with larger boards. Constantz states this saved time can then be put toward a better use ? fulfilling the company's vision.
 

Constantz, Brent, Business Plan Beliefs 2011-01-26 2622

Business Plan Beliefs

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Founder Constantz, Brent says his firm, Calera, has never had a written business plan. As a serial entrepreneur, Constantz has developed a few ideas about business plans: 1) Only competitors read business plans, and 2) A business plan is the only thing that is never going to happen.
 

Constantz, Brent, Make Cleaning the Environment a Prosperous Opportunity 2011-01-26 2623

Make Cleaning the Environment a Prosperous Opportunity

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Founder Constantz, Brent describes the early breakthrough moments at Calera, including realizing the value in actively sequestering carbon dioxide. According to Constantz, this insight supports his idea that the most successful strategy for cleaning up the environment is to make doing so a prosperous opportunity for businesses and investors.
 

Constantz, Brent, Tension Between Goals and ROI 2011-01-26 2624

Tension Between Goals and ROI

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur and Calera Founder Constantz, Brent discusses the tension that can develop between a founder's goals and an investor's desire for a quick return on investment. Constantz shares a story from his days in the med-tech sector to illustrate this point.
 

Desmond-Hellmann, Susan, Relentless Pursuit of Innovation [Entire Talk] 2011-02-02 2625

Relentless Pursuit of Innovation [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

UCSF Chancellor Desmond-Hellmann, Susan has a track record of fostering environments conducive to innovation, in both the public and private sector. In this engaging lecture, the renowned oncologist shares insights from her career in biotechnology and academia on leading teams, managing risks against rewards, and innovative product development. Desmond-Hellmann also shares her belief as to why entrepreneurs must remain relentless when it comes to pursuing their goals.
 

Desmond-Hellmann, Susan, Early Path of a Biotech Innovator 2011-02-02 2626

Early Path of a Biotech Innovator

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

UCSF Chancellor Desmond-Hellmann, Susan describes her unique career path from being a student, to becoming a practicing oncologist, to becoming an innovator at private sector firms. According to Desmond-Hellmann, her varied path not only offered a wide variety of experiences, but also informs her current thinking about leadership and innovation.
 

Desmond-Hellmann, Susan, A Story of Biotech Innovation 2011-02-02 2627

A Story of Biotech Innovation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

UCSF Chancellor Desmond-Hellmann, Susan shares a story to illustrate how innovation occurs in the field of biotechnology. She describes the development of an innovative cancer drug at Genentech, even in the face of great skepticism, and the team effort it took to gain regulatory approval.
 

Desmond-Hellmann, Susan, Innovation in Academics 2011-02-02 2628

Innovation in Academics

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Renowned oncologist and UCSF Chancellor Desmond-Hellmann, Susan articulates an example of innovation within academia, with a focus on rapid iteration. According to Desmond-Hellmann, UCSF is working across teams and departments to collaborate with many private sector firms, in an effort to develop a number of innovative products in the fight against breast cancer.
 

Desmond-Hellmann, Susan, Balancing Risk Against Reward 2011-02-02 2629

Balancing Risk Against Reward

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

We don't have an experimental system, we have a human being, says UCSF Chancellor Desmond-Hellmann, Susan, referring to the unique circumstance that life science innovators must consider when measuring risks against rewards. She also explains why leaders must have an operating style that accommodates employees whose job functions require different schedules and tolerances for risk.
 

Desmond-Hellmann, Susan, Rewarding Team Achievement 2011-02-02 2630

Rewarding Team Achievement

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

UCSF Chancellor Desmond-Hellmann, Susan explains the growing need to incentivize and reward team achievements. While principal investigators in scientific fields have historically been rewarded for solo achievements, many of the today's goals and projects facing science and technology require team efforts, says Desmond-Hellmann. Moreover, she believes the question of how to best encourage and reward team-supportive behavior is crucial for leaders in these fields.
 

Desmond-Hellmann, Susan, Changing the FDA Approval Process 2011-02-02 2631

Changing the FDA Approval Process

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Desmond-Hellmann, Susan, chancellor of UCSF, has a big idea to change the drug approval process at the Food and Drug Administration (FDA). The current process is binary, allowing for only a yes or no from the reviewer for drug approval. Desmond-Hellmann suggests that a variable approval process, that can change status as greater evidence comes in over time, will encourage more innovative products and even investment funding, based on product confidence.
 

Desmond-Hellmann, Susan, Innovating Health Sciences to Reduce Cost 2011-02-02 2632

Innovating Health Sciences to Reduce Cost

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

UCSF Chancellor Desmond-Hellmann, Susan is interested in bringing together the brightest minds from many fields to find ways to reduce costs in the health sciences through innovation. She describes a pioneering degree program at UCSF that seeks to build these connections between experts to examine possibilities. In this area, Desmond-Hellmann looks to the success of other high-technology sectors in bringing new product iterations to market, while also improving reliability and reducing costs.
 

Desmond-Hellmann, Susan, Qualities of Risk Taking Entrepreneurs 2011-02-02 2633

Qualities of Risk Taking Entrepreneurs

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Desmond-Hellmann, Susan, chancellor of UCSF, identifies traits that appear over and over again in successful entrepreneurs. The first trait is a relentless tenacity mixed with optimism, a quality she describes as being like "a dog on a bone." The other critical trait is not being afraid to be embarrassed. According to Desmond-Hellmann, risk-taking entrepreneurs make choices others may find embarrassing, but entrepreneurs must continue to follow their own path.
 

Desmond-Hellmann, Susan, Keeping Your Internal Compass 2011-02-02 2634

Keeping Your Internal Compass

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

UCSF Chancellor Desmond-Hellmann, Susan describes how she keeps her internal compass in the face of external commentary she receives as a public figure. She explains that when you represent an organization larger than yourself, you cannot be controlled by what is said about your public persona, and that you must realize the stakes are higher for what you do and say.
 

Dorsey, Jack, 1976-, The Power of Curiosity and Inspiration [Entire Talk] 2011-02-09 2635

The Power of Curiosity and Inspiration [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Square and Twitter Co-Founder Dorsey, Jack is an entrepreneur driven by an innate curiosity to create amazing products and services. In this insightful lecture, Dorsey describes his early background and inspirations, the current focuses he keeps as a CEO, and his desire to create memorable experiences and solve problems.
 

Dorsey, Jack, 1976-, A Love for Real-Time Data 2011-02-09 2636

A Love for Real-Time Data

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Square and Twitter Co-Founder Dorsey, Jack shares his childhood experience of falling in love with maps, while growing up in St. Louis, Missouri. Dorsey taught himself to program computers because he wanted to design maps, an activity that led to his deeper exploration of dispatch software development. Dorsey describes his early exposure to data visualization as, the "most beautiful thing that I could visualize, a city living and breathing."
 

Dorsey, Jack, 1976-, Parallels Between Policy and Programming 2011-02-09 2637

Parallels Between Policy and Programming

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Dorsey, Jack, co-founder of Square and Twitter, explains his decision to study computer programming in college, rather than political science. Dorsey saw many parallels between writing government policy and computer programming, with the only difference being the time-scale it takes to see the impact of your work.
 

Dorsey, Jack, 1976-, The Right Idea at the Wrong Time 2011-02-09 2638

The Right Idea at the Wrong Time

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Square and Twitter Co-Founder Dorsey, Jack describes the experience of having the right idea, but at the wrong time. In 2000, Dorsey had early ideas on how individuals could share updates across networks. He shares a humorous story of first trying out his idea on the original Blackberry device, while visiting San Francisco's Golden Gate Park.
 

Dorsey, Jack, 1976-, The Birth of Twitter 2011-02-09 2639

The Birth of Twitter

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In this clip, Square and Twitter Co-Founder Dorsey, Jack shares how Twitter came into existence, while he was working at Odeo, a consumer podcasting company. Dorsey joined Odeo to gain a greater understanding of the consumer Internet market, but eventually learned that few people at the company, including him, were interested in podcasting. Dorsey says the Twitter project began at Odeo, when at the company's urging for new ideas, he suggested the concept that would become Twitter.
 

Dorsey, Jack, 1976-, The Idea for Square 2011-02-09 2640

The Idea for Square

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

A recession is a great time to start a company, says Square CEO and Twitter Co-Founder Dorsey, Jack. Dorsey explains the numerous reasons why this idea is true, and how the idea for Square came about over the last few years. Dorsey describes the idea jumping to life when he reconnected with an old colleague, who was struggling to accept credit card payments.
 

Dorsey, Jack, 1976-, Show Investors a Working Product 2011-02-09 2641

Show Investors a Working Product

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Square and Twitter Co-Founder Dorsey, Jack urges all entrepreneurs to show investors a working version of their product or service. Dorsey explains how this was done with Twitter, and how it made the telling of the product's story easier. He also shares the amusing (and money-making) technique he used when presenting Square to investors.
 

Dorsey, Jack, 1976-, Payment is a Form of Communication 2011-02-09 2642

Payment is a Form of Communication

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Square and Twitter Co-Founder Dorsey, Jack views payments not only as an exchange of value, but also as a form of communication. Although everyone can relate to money, says Dorsey, very little thought has gone into design and user experience for payment transactions. Dorsey shares his desire to build a cohesive point-of-sale system that is far more useful for merchants and customers.
 

Dorsey, Jack, 1976-, Instrument Everything 2011-02-09 2643

Instrument Everything

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In this clip, Square and Twitter Co-Founder Dorsey, Jack articulates his passion to measure and instrument everything for the collection of data. Based on his experience of having to "fly blind" at Twitter, when it came to early systems and data, the first thing Dorsey programmed at Square was the system administration dashboard.
 

Dorsey, Jack, 1976-, The Power of User Narratives 2011-02-09 2644

The Power of User Narratives

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Dorsey, Jack, co-founder of Square and Twitter, explains the value in writing a story from the user's perspective. He discusses Square's vital use of narratives to understand what customers truly experience when using the product. According to Dorsey, all of a company's other strategies and tactics should grow naturally out of these powerful user narratives.
 

Dorsey, Jack, 1976-, The CEO as Chief Editor 2011-02-09 2645

The CEO as Chief Editor

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

As CEO of Square, Dorsey, Jack sees himself as a "Chief Editor," charged with addressing the flood of inputs and ideas that come into the company. In this capacity, Dorsey focuses on three major areas: 1) Team Dynamics, 2) Internal and External Communication, and 3) Financial Management. Dorsey also shares his belief that you can be successful if you make every detail perfect, and limit the number of details.
 

Dorsey, Jack, 1976-, Be the Unexpected 2011-02-09 2646

Be the Unexpected

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In this short clip, Square and Twitter Co-Founder Dorsey, Jack shares a wise and insightful idea that speaks to the core of the entrepreneur's experience: "Expect the unexpected. And whenever possible, be the unexpected."
 

Dorsey, Jack, 1976-, Marketing by Surfacing the Product 2011-02-09 2647

Marketing by Surfacing the Product

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Dorsey, Jack, co-founder of Square and Twitter, speaks to the marketing value that Square sees in finding the key influencers in merchant areas, and then turning them into distribution points. To elaborate on this strategy of surfacing the product with customers, Dorsey uses examples from widely varying businesses, from independent accountants to popular taco trucks.
 

Dorsey, Jack, 1976-, Becoming a Better Storyteller 2011-02-09 2648

Becoming a Better Storyteller

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Square and Twitter Co-Founder Dorsey, Jack explains some important steps to becoming a better storyteller. According to Dorsey, the first step is to get ideas out of your head, whether you do it by writing or coding. Once the ideas can be reviewed outside your head, you can then decide whether to share them, or put them on the shelf for later use. Dorsey also explains his admiration for Apple's ability to tell epic stories.
 

Dorsey, Jack, 1976-, One Startup With Many Startups Inside 2011-02-09 2649

One Startup With Many Startups Inside

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Square CEO Dorsey, Jack recognizes that his company is doing many things at one time, including hardware development, software creation, support, fraud protection, and a number of other major activities. Here he explains why he views his company as one startup with many other startups inside.
 

Forchette, Mark, Live for the Future and Survive Success [Entire Talk] 2011-02-17 2650

Live for the Future and Survive Success [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

As CEO of OptiMedica, Forchette, Mark guides the company's continuing efforts to successfully deliver innovative medical technologies to market. In this lecture, he shares entrepreneurial lessons learned throughout his career, and discusses the importance of setting objectives and executing tactical plans. Forchette also touches upon the value of thorough preparation and overcoming early failures.
 

Forchette, Mark, The Road to Changing Jobs 2011-02-17 2651

The Road to Changing Jobs

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Forchette, Mark describes the decision process he went through before taking on the role of CEO at OptiMedica. Forchette shares how he found a way to clear his head by taking a road trip on Route 66, through the southwest of the United States. He also discusses the questions and considerations that he reviewed before making the jump.
 

Forchette, Mark, Know What You Want and Set Objectives 2011-02-17 2652

Know What You Want and Set Objectives

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

OptiMedica CEO Forchette, Mark recounts a chance encounter with Ray Kroc, the legendary leader of McDonald's. While working a summer job between high school and college, Forchette had the opportunity to have a one on one conversation with Kroc, a conversation that left Forchette with the lasting reminder to set big objectives in life.
 

Forchette, Mark, You Must Have Passion 2011-02-17 2653

You Must Have Passion

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Forchette, Mark, OptiMedica's CEO, shares how his passion for a company's products led to his first job with a major consumer products firm. In this humorous anecdote, Forchette describes winning over a recruiter at a college career fair, by sharing his enthusiasm for the company's food and beverage products that he enjoyed as a student.
 

Forchette, Mark, Learn How to Sell 2011-02-17 2654

Learn How to Sell

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

OptiMedica CEO Forchette, Mark encourages everyone to learn how to sell. The ability to sell is a learned skill that is invaluable throughout one's life and career, says Forchette. He illustrates this value through examples of how everyone must learn to sell to others, including family members, investors, and board members.
 

Forchette, Mark, You Can Overcome Any Failure 2011-02-17 2655

You Can Overcome Any Failure

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

OptiMedica CEO Forchette, Mark describes learning to overcome an early failure in his career, while on a trip to New York City to pitch his company to advertisers. He explains this experience taught him to keep failure in its proper perspective. According to Forchette, "failure is a natural part of the process of earning success."
 

Forchette, Mark, Strategy Plus Tactical Implementation Equals Success 2011-02-17 2656

Strategy Plus Tactical Implementation Equals Success

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Forchette, Mark, OptiMedica's CEO, understands how everyone loves to talk about strategy, but he believes that any strategy is only as good as the tactical plan execution behind it. Forchette elaborates on this with a story of his time with Alcon, where he helped to drive improved market share. He credits this success to the company's sustained focus on tactical execution and solid management of customer relationships.
 

Forchette, Mark, Have a Higher Goal than Money 2011-02-17 2657

Have a Higher Goal than Money

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OptiMedica CEO Forchette, Mark shares why it's important to have a higher goal than just the attainment of money. Through his work at OptiMedica, Forchette appreciates the larger human impact that he has been able to make. He shares why these experiences convinced him that the greatest reward is found in achieving important goals.
 

Forchette, Mark, Put the Right People in the Right Seats 2011-02-17 2658

Put the Right People in the Right Seats

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According to OptiMedica CEO Forchette, Mark, learning to put the right people in the right seats is perhaps the single most important lesson to learn when embarking on your career. Forchette says this concept is critical to master, and applies to building constructive business teams and rewarding personal relationships.
 

Gross, Bill, A Devotion to New Ideas [Entire Talk] 2011-02-23 2659

A Devotion to New Ideas [Entire Talk]

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Gross, Bill thrives on turning innovative ideas into pioneering companies. He serves as founder and CEO of Idealab, which started over 75 companies since 1996. In this stimulating lecture, he shares how Idealab continues to bring incredible ideas to market, and his personal insights on starting and running successful organizations. Gross also describes the work of eSolar, a spin-off company of Idealab that works to make solar energy cost-competitive in the global marketplace.
 

Gross, Bill, Weekend Warriors Discover the Pivot 2011-02-23 2660

Weekend Warriors Discover the Pivot

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Before Gross, Bill founded Idealab, he started Knowledge Adventure, an early educational software company. In this clip, Gross shares how Knowledge Adventure discovered its major pivot through direct interaction with customers. In an effort initially meant to reach sales targets, employees served as a "weekend warriors" demonstrating products in retail outlets. This effort revealed the need to target their software products to specific ages, a key insight to the company's future success.
 

Gross, Bill, Motivation Through Equity and Risk-Taking 2011-02-23 2661

Motivation Through Equity and Risk-Taking

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Idealab Founder and CEO Gross, Bill articulates two organizational ways his company develops motivation. The first is to ensure employees working on a new spin-off venture each have a true equity stake in the startup company. The second is to encourage risk-taking at Idealab through the company's willingness to shut down unsuccessful projects with no negative impact to employees. According to Gross, "If you really want to have some breakthrough new thing, you can't have someone worrying about their job being on the line, for trying something bold and new."
 

Gross, Bill, Survive Until the Market is Ready 2011-02-23 2662

Survive Until the Market is Ready

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A number of companies born from Idealab were started way too soon, says Founder and CEO Gross, Bill. However, a number of these firms went on to success, as Idealab fostered their development until the market was ready. In this clip, Gross explains why solid cash management is often the key tool in surviving until customer demand, or acquisition interest, adequately develops.
 

Gross, Bill, Complementary Skills for Management Teams 2011-02-23 2663

Complementary Skills for Management Teams

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Idealab Founder and CEO Gross, Bill offers an engaging way of examining the mix of personalities present on management teams, featuring the roles of the Entrepreneur (E), Producer (P), Administrator (A), and Integrator (I). According to Gross, each of us has a dominant type, and individuals of different types often will not see eye to eye. However, the best management teams consist of a strong mix of all four types, working together.
 

Gross, Bill, A Cogent Argument for Solar Energy 2011-02-23 2664

A Cogent Argument for Solar Energy

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Idealab Founder Gross, Bill lays out a clear and thoughtful explanation for solar energy being the best possible source for the planet's growing energy demands. He illuminates the reality of current energy usage, the socio-economic factors that will impact future needs, and the limitations of other non-fossil fuel energy options. Gross is chairman of eSolar, an Idealab spin-off that focuses on making solar energy cost-competitive in the global marketplace.
 

Gross, Bill, Moore's Law: A New Weapon in the Solar Arsenal 2011-02-23 2665

Moore's Law: A New Weapon in the Solar Arsenal

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Gross, Bill, chairman of eSolar and founder of Idealab, discusses how Moore's Law provides a new weapon in the fight to make solar energy technologies more productive and cost-competitive. After examining current solar energy harnessing techniques, Gross focused his attention on applying Moore's Law to high-efficiency solar conversion systems. eSolar was founded to work on the development of these ideas. In this clip, Gross describes the technology behind eSolar's current solutions.
 

Gross, Bill, Judge on Impact Over ROI 2011-02-23 2666

Judge on Impact Over ROI

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Idealab Founder and CEO Gross, Bill addresses a question regarding his company's willingness to hear ideas from outside the company and the competitive advantage that this may or may not provide. Gross says Idealab now spends more time hearing ideas from external sources than they did in the past. He also articulates Idealab's principle of trying to judge ideas more on their possible impact on society than on a projected return on investment.
 

Gross, Bill, Can You Objectively Compare Ideas? 2011-02-23 2667

Can You Objectively Compare Ideas?

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Gross, Bill, Idealab's founder and CEO, shares his thinking on how to objectively compare ideas. While admitting it can be a challenge to do so, in this clip, Gross describes some of the criteria used at Idealab to best consider and test the validity of various products and ideas.
 

Gross, Bill, 2 Reasons Companies Can Fail 2011-02-23 2668

2 Reasons Companies Can Fail

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Idealab Founder and CEO Gross, Bill offers lessons he has learned from company failures. According to Gross, company failures are often due to two common factors: team issues and running out of funding. He also shares his reasoning on why the most successful entrepreneurs are those with the best execution and the most persistence.
 

Kawasaki, Guy, 1954-, Creating Enchantment [Entire Talk] 2011-03-02 2669

Creating Enchantment [Entire Talk]

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Entrepreneur and bestselling author Kawasaki, Guy shares the secrets to being enchanting and developing influence through the "pillars of enchantment." In this funny and engaging lecture, Kawasaki examines the deep value in being likable, creating trust, and taking empowering action. He also shares keys to telling a great story, overcoming resistance, and enchanting your boss and colleagues.
 

Kawasaki, Guy, 1954-, Keys to Increasing Your Likability 2011-03-02 2670

Keys to Increasing Your Likability

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Entrepreneur and author Kawasaki, Guy explains how "likability" is a main component of a person's ability to be enchanting. In this clip, Kawasaki shares three physical keys to increasing your likability: using a great smile, dressing for a 'tie', and offering the perfect handshake (based on an interesting mathematical formula).
 

Kawasaki, Guy, 1954-, Aspects of Building Trust 2011-03-02 2671

Aspects of Building Trust

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Entrepreneur and author Kawasaki, Guy steps through companies that built their success on trust, and offers insights on the role of trust in relationships and individual attitudes. Kawasaki urges individuals to be "bakers," meaning trustworthy individuals seeking to create larger pies to share in the world. He also describes the value in building trust by "defaulting to yes."
 

Kawasaki, Guy, 1954-, Are You Ready to Roll the DICEE? 2011-03-02 2672

Are You Ready to Roll the DICEE?

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Entrepreneur and author Kawasaki, Guy articulates the components of "DICEE," an acronym he uses to explain what every great product must possess: Depth, Intelligence, Completeness, the ability to be Empowering, and Elegance. Kawasaki uses stories and personal examples to elaborate on each of these requirements.
 

Kawasaki, Guy, 1954-, Conduct a Pre-mortem Meeting 2011-03-02 2673

Conduct a Pre-mortem Meeting

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Author Kawasaki, Guy suggests teams conduct a "pre-mortem" before launching a product. This technique allows teams to discover possible problems, or ways the launch could fail, while there is still time to make adjustments. Kawasaki explains this method is far more helpful, and far less contentious, than postmortem meetings that come too late to help.
 

Kawasaki, Guy, 1954-, Tell a Story and Plant Many Seeds 2011-03-02 2674

Tell a Story and Plant Many Seeds

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Bestselling author Kawasaki, Guy encourages entrepreneurs to tell a great story. In this clip, he uses Silicon Valley examples to explain the importance of the skill. He also urges entrepreneurs and startups to "plant many seeds" when it comes to getting the word out about new products. According to Kawasaki, this advice may eschew traditional marketing philosophy, but with the media world now inverted, entrepreneurs never know which outlets will make the difference in building critical mass for a product.
 

Kawasaki, Guy, 1954-, Speak with Salient Points 2011-03-02 2675

Speak with Salient Points

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In this clip, author and entrepreneur Kawasaki, Guy shares a concise piece of advice on the use of salient points in communication. Kawasaki uses straightforward examples of how to talk in terms that connect with the needs and interests of your audience.
 

Kawasaki, Guy, 1954-, You Must Overcome Resistance 2011-03-02 2676

You Must Overcome Resistance

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Author Kawasaki, Guy discusses the critical role of social proof in product adoption, using examples of public signage, and stories from Apple, to amplify the point. He also warns companies against adjusting their products based on naysayer feedback, and to instead focus on finding product bright spots to build on. Kawasaki describes this concept using the example of Apple's mid-1980's focus on desktop publishing.
 

Kawasaki, Guy, 1954-, Endure Like the Grateful Dead 2011-03-02 2677

Endure Like the Grateful Dead

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Author and entrepreneur Kawasaki, Guy shares how The Grateful Dead has continued to endure as a popular musical act. The legendary band encourages access for fans to record the group's music at concerts and to then share the music with others. This seemingly counter-intuitive idea, according to Kawasaki, is an important key to the group's enduring popularity.
 

Kawasaki, Guy, 1954-, Connection Through Reciprocation 2011-03-02 2678

Connection Through Reciprocation

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Entrepreneur and bestselling author Kawasaki, Guy believes in the power of reciprocation between parties. "Reciprocation is a very powerful force to make your enchantment endure," says Kawasaki. In a historical context, he explains this power with two profound examples of civic reciprocation stretching over decades.
 

Kawasaki, Guy, 1954-, Using Technology to Communicate 2011-03-02 2679

Using Technology to Communicate

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In this clip, entrepreneur and author Kawasaki, Guy explains how technology implementation affects a company's ability to enchant customers. First, Kawasaki urges companies to "remove roadblocks" when it comes to helping customers interact with a product. Second, he offers tips on the best types of interactions and information to offer to be successful in social media environments. Third, Kawasaki lays out critical technology benchmarks and ideal goals for maintaining engagement with audiences.
 

Kawasaki, Guy, 1954-, How to Enchant Your Boss and Employees 2011-03-02 2680

How to Enchant Your Boss and Employees

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Entrepreneur and author Kawasaki, Guy teaches how to enchant bosses and employees. To enchant bosses, Kawasaki believes employees should drop what they are doing to respond, provide prototypes throughout the process of completing a request, and report bad news (and possible solutions) as soon as possible. To enchant employees, Kawasaki explains the need for bosses to provide their employees with the opportunity to master new skills and to work autonomously, preferably in an organization with a higher purpose.
 

Morris, Jennifer, Effective Models for Sustainable Growth [Entire Talk] 2011-04-06 2689

Effective Models for Sustainable Growth [Entire Talk]

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In this informative lecture, Conservation International Executive Vice President Morris, Jennifer shares her organization's commitment to creating programs to support sustainable development. Morris articulates the importance of developing innovative financing and business models to address ecosystem services and resource management issues. She also describes the entrepreneurial initiatives her organization has built to sustain partnerships between corporate partners and communities around the globe.
 

Morris, Jennifer, Early Experience Inspires a Career 2011-04-06 2690

Early Experience Inspires a Career

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Conservation International Executive VP Morris, Jennifer discusses how an early teaching experience in Africa altered her career path. She initially considered going into public health, but her experiences living and working with women in the villages of Namibia inspired a new interest in exploring connections between resource management and the drivers of poverty.
 

Morris, Jennifer, Understanding Ecosystem Services 2011-04-06 2691

Understanding Ecosystem Services

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What does the natural world mean in monetary terms, beyond the idea of raw materials? Conservation International Executive VP Morris, Jennifer believes it is critically important quantify the value of "ecosystem services," those resources and processes nature provides for planet and human survival. She shares two quantifiable examples: the value of insect pollination to agriculture, and the pharmaceutical industry's dependence on natural plant resources.
 

Morris, Jennifer, Opportunities in Carbon Markets 2011-04-06 2692

Opportunities in Carbon Markets

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Cap-and-trade carbon markets continue to gain traction, but how do you monetize something you can't see and that has never been valued? Conservation International Executive VP Morris, Jennifer sees interesting opportunities in the area of forest carbons, which are emissions released from deforestation. However, according to Morris, serious challenges to carbon markets include the lack of a global market framework, the thorny issue of carbon tenure rights, and the large amount of capital required to engage the issue.
 

Morris, Jennifer, Developing Water Markets 2011-04-06 2693

Developing Water Markets

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Water markets can be more challenging to monetize than carbon markets, according to Morris, Jennifer, Executive VP of Conservation International. Morris says that to drive watershed service transactions, market mechanisms must provide "financial incentives to people who manage land to protect their watershed." Due to deforestation in China, and the resulting siltation and sedimentation, dam operators in that country are developing new models for water markets, in concert with Conservation International and interested corporate partners.
 

Morris, Jennifer, A Call for Environmental Entrepreneurs 2011-04-06 2694

A Call for Environmental Entrepreneurs

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Conservation International Executive VP Morris, Jennifer encourages entrepreneurs to bring their talents and energies to bear on solving the numerous issues facing the environment and human development. Entrepreneurs can start new organizations and firms, but according to Morris, "you can [also] be an entrepreneur in a larger organization."
 

Morris, Jennifer, Sustainable Finance Models 2011-04-06 2695

Sustainable Finance Models

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According to Executive VP Morris, Jennifer, Conservation International focuses on creating long-term, sustainable mechanisms to power growth, because offering only "short-term grants will probably lead to short-term success." In this clip, Morris explains how tapping a nation or corporation's "enlightened self-interest" can be a component to creating successful endowment funds to support communities and conservation.
 

Morris, Jennifer, Factor Nature into Accounting and Operations 2011-04-06 2696

Factor Nature into Accounting and Operations

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Due to the global development trajectory, an enormous amount of effort is needed to create a sustainable future, according to Morris, Jennifer, Executive VP of Conservation International. However, rather than just raising money to pour into projects, Morris believes the key is to create fundamental change in the business model of development, by convincing business and political leaders to incorporate natural capital "externalities" into their accounting systems and operational plans.
 

Morris, Jennifer, Ensuring Supply Chain Sustainability 2011-04-06 2697

Ensuring Supply Chain Sustainability

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Conservation International (CI) further advances their mission by helping major corporations ensure the sustainability of supply chains. CI's Executive Vice President Morris, Jennifer shares examples of some of the corporations they have helped prepare for the supply challenges of climate change. Morris also offers background on some of the public/private partnerships involving her organization.
 

Silbert, Barry, A New Vision for Capital Markets [Entire Talk] 2011-04-13 2698

A New Vision for Capital Markets [Entire Talk]

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SecondMarket Founder and CEO Silbert, Barry thinks his online marketplace for trading alternative assets can play an important role in creating a new model for capital markets. In this lecture, Silbert explains his personal path into entrepreneurship and describes the current growth of his firm, which has drawn attention for trading private stock in companies such as Facebook and Twitter. Silbert also offers reasons for why he thinks current public markets are broken and his vision of a new way forward.
 

Silbert, Barry, Illiquid Assets are Like Baseball Cards 2011-04-13 2699

Illiquid Assets are Like Baseball Cards

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SecondMarket Founder and CEO Silbert, Barry held a number of jobs in banking before starting his own company. However, trading baseball cards as a child gave him the most profound preparation for understanding illiquid assets and inefficient markets.
 

Silbert, Barry, Early Years of SecondMarket 2011-04-13 2700

Early Years of SecondMarket

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Just open your doors and start a business, is the best advice ever received by SecondMarket Founder and CEO Silbert, Barry. SecondMarket started with a very simple operation, experienced profitable growth over the next five years, and now stands to play an even larger role in the secondary markets space. In this clip, Silbert discusses his company's growth history and shares milestones achieved along the way.
 

Silbert, Barry, Trading Private Company Stock 2011-04-13 2701

Trading Private Company Stock

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Private company stock is far and away SecondMarket's most high profile class of available assets. Founder and CEO Silbert, Barry shares SecondMarket's background in serving as an exchange for private stock trades involving companies such as Facebook, Twitter, and Zynga.
 

Silbert, Barry, The Long, Slow Death of the IPO 2011-04-13 2702

The Long, Slow Death of the IPO

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SecondMarket Founder and CEO Silbert, Barry lays out factors preventing companies from going public, and why these issues are exacerbated by aspects of current public markets. Along with citing specific reasons for, and challenges to, going forward with an IPO, Silbert offers an alternative framework for raising capital.
 

Silbert, Barry, New Model for Capital Markets 2011-04-13 2703

New Model for Capital Markets

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Rather than going public or seeking out merger/acquisition partners, companies have a new capital raising option in SecondMarket, according to company founder and CEO Silbert, Barry. In this clip, he explains the company's listing profile system and why their company's market model conforms to companies, rather than forcing companies to conform to the market.
 

Silbert, Barry, No Fear and Launch an MVP 2011-04-13 2704

No Fear and Launch an MVP

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SecondMarket Founder and CEO Silbert, Barry shares entrepreneurial lessons learned through starting a company: 1) Don't be afraid of established competitors, 2) Launch with an MVP - your minimum viable product, and 3) Be fearless and find an opportunity where you can invest your passion.
 

Brafman, Ori, Collaboration Between Those Who Click 2011-04-20 2711

Collaboration Between Those Who Click

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Author Brafman, Ori describes behaviors of good "clickers," those individuals skilled in making instant connections with others. Brafman relates two studies, one focusing on MBA students, and the other on members of a string quartet, that reveal insights about interaction between "clickers": 1) They show greater support for colleagues, and 2) They create more conflict, but deal with it head-on.
 

Brafman, Ori, Vulnerability as a Leadership Skill 2011-04-20 2712

Vulnerability as a Leadership Skill

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Leaders who are vulnerable are far more trusted by their employees, says Brafman, Ori, bestselling author of Click: The Magic of Instant Connections. Brafman explains that vulnerability, while often seen as a weakness in business, is a valuable skill that can play a critical role in binding deep, immediate relationships in the workplace. To illustrate this point, Brafman shares the unique story of a hostage negotiator's willingness to reveal vulnerability to help form an intense, but unlikely, relationship.
 

Brafman, Ori, How Proximity Affects Relationships 2011-04-20 2713

How Proximity Affects Relationships

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Proximity plays a major role in helping individuals to form instant connections with others, says bestselling author Brafman, Ori. In this clip, Brafman reveals how distance affects the building of relationships, citing an interesting study of college dormitory residents at MIT. He also demonstrates the power of proximity on team dynamics with an interactive demonstration of behavior in a meeting environment.
 

Brafman, Ori, The Skills of High Self-Monitors 2011-04-20 2714

The Skills of High Self-Monitors

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Author Brafman, Ori explains how certain individuals have an increased ability to form connections. According to Brafman, these "high self-monitors" exhibit characteristics that offer advantages for relationship building, the most prominent characteristic being a willingness to modulate behavior and actions "to meet others where they are." Brafman also describes how a high self-monitor's ability to "mirror into a situation" can pay major dividends in terms of network building and career development.
 

Brafman, Ori, Emotional Connections for Trust-Based Networks 2011-04-20 2715

Emotional Connections for Trust-Based Networks

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Author Brafman, Ori discusses building trust-based networks to generate collaboration. He highlights intriguing information that indicates Americans traded away deeper emotional connections in the rising age of social networking, in favor of having a greater number of lighter, cross-silo connections. While some argue that consequences arise from a focus on creating connections primarily with those similar to yourself, Brafman believes richer, intimate connections are still critical to pursue.
 

Scheller, Richard, Developing Products that Save Lives [Entire Talk] 2011-04-27 2716

Developing Products that Save Lives [Entire Talk]

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As Genentech's Executive Vice President of Research and Early Development, Scheller, Richard leads scientists discovering medicines that will significantly impact the lives of patients. In this candid interview, he describes the challenges of his industry, and outlines the required steps for developing products in a heavily regulated environment. Scheller also shares some personal learning curves faced when he elected to leave academic life for a new role in a commercial enterprise.
 

Scheller, Richard, Moving From Academia to Industry 2011-04-27 2717

Moving From Academia to Industry

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Genentech Executive Vice President Scheller, Richard articulates his thought process in deciding to leave a tenured faculty position to join a commercial enterprise. While leaving Stanford was hard to do, says Scheller, joining Genentech provided new intellectual challenges and opportunities to apply his biological insights to tackling diseases.
 

Scheller, Richard, Choose Your Words Carefully 2011-04-27 2718

Choose Your Words Carefully

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Genentech Executive Vice President Scheller, Richard describes his early days in management. Lacking knowledge of many business practices and operations, Scheller worked to bring himself up to speed, particularly in the area of managing and working with employees. In this amusing video, Scheller says these experiences taught him that managers must choose their words carefully, because employees will ultimately try to do what you ask.
 

Scheller, Richard, Drug Development Process 2011-04-27 2719

Drug Development Process

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Scheller, Richard lays out the complex steps involved in the early research and subsequent development of drug products. As Genentech's Executive Vice President of Research and Early Development, Scheller directs the early stages of the process before handing off produced molecules for further development by the company. Scheller admits that while research is his clear focus, he respects the incredible logistical challenges of trying to bring a product to market.
 

Scheller, Richard, Pharmaceutical Market Realities 2011-04-27 2720

Pharmaceutical Market Realities

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Genentech Executive Vice President Scheller, Richard describes the hard financial realities of producing cutting-edge drugs for the developed world. Scheller states that it takes 15 years, on average, for a drug product to move from concept to sale. This fact, along with the company's large-scale financial investments, places tremendous pricing pressure on the finished product.
 

Scheller, Richard, Encouraging Innovation and Risk Taking 2011-04-27 2721

Encouraging Innovation and Risk Taking

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In this clip, STVP Executive Director Seelig, Tina asks Genentech Executive Vice President Scheller, Richard to explain how he encourages his team to innovate in the face of financial risks. As the head of Genentech's research and early development, Scheller accepts failure as part of the process. He also describes how the company mitigates risk by maintaining a balanced portfolio of products, with each drug in the portfolio measured by commercial value and probable technical success.
 

Scheller, Richard, Startup Opportunities in Biotechnology 2011-04-27 2722

Startup Opportunities in Biotechnology

Physical Description: 1 computer file(s) (mp4)

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Scheller, Richard, Genentech's Executive Vice President of Research and Early Development, believes it is unlikely, if not impossible, for small companies to push drug products through the final stage of development. However, Scheller also thinks a smart biotechnology startup could do early stage development and then turn to larger firms for product licensing or acquisition. Scheller also discusses the state of research and development at Genentech, in comparison to other firms.
 

Scheller, Richard, Motivating a Biotechnology Workforce 2011-04-27 2723

Motivating a Biotechnology Workforce

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Genentech Executive Vice President Scheller, Richard believes knowing their work truly impacts peoples' lives motivates his team. "The first thing is meaningful work," says Scheller. He also shares examples of real patient stories that were tremendously memorable, as well as some compensation strategies employed by the company.
 

Scheller, Richard, Ethical Issues in Drug Development 2011-04-27 2724

Ethical Issues in Drug Development

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Genentech Executive Vice President Scheller, Richard discusses some of the thought-provoking ethical issues that arise in the drug development process. To illuminate the issue, Scheller describes the painful challenges of the clinical trial placebo process, often required by the Food and Drug Administration. He also articulates some of the ethical implications related to drug costs and insurance reimbursements.
 

Moore, Geoffrey, Reach Your Escape Velocity [Entire Talk] 2011-05-04 2725

Reach Your Escape Velocity [Entire Talk]

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In this high-energy lecture, Moore, Geoffrey discusses how companies can build the escape velocity necessary to move beyond the successes and failures of the past. Moore argues that when companies focus too much on performance, they miss out on building the power to become the industry leaders that other companies envy. He shares a hierarchy model through which companies can examine and build power, and examines how product teams can best work to differentiate their company, neutralize the competition, and optimize products and offers.
 

Moore, Geoffrey, When Big Companies Get Stuck 2011-05-04 2726

When Big Companies Get Stuck

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Technology moves too fast to justify standing still on innovation, says author and MDV venture partner Moore, Geoffrey. He believes big companies, while always incubating new ideas, have a difficult time shifting resources to support long-term commercial development of new activities. "There's always new stuff," Moore says, "but it never reaches materiality."
 

Moore, Geoffrey, The Problem of Compensating Solely on Performance 2011-05-04 2727

The Problem of Compensating Solely on Performance

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Author and MDV Venture Partner Moore, Geoffrey describes the trap of compensating employees based solely on performance metrics. Developing new initiatives or ideas creates the "power" for a company's long-term growth, so employees should also be compensated on this measure. According to Moore, "power fuels performance, and performance consumes power," so why will employees help create new power if they are not held accountable for consuming it, nor rewarded for creating it.
 

Moore, Geoffrey, Overcome End of Quarter Neurosis 2011-05-04 2728

Overcome End of Quarter Neurosis

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Moore, Geoffrey explains the neurotic endgame that occurs when organizations lacking power continue to try and meet growing quarter-end metrics. Moore believes organizations that feel these pressures have already lost the power game. In this clip, Moore also articulates how companies can find ways to allocate resources to innovation, before getting caught in the annual budget process.
 

Moore, Geoffrey, Hierarchy of Powers Framework 2011-05-04 2729

Hierarchy of Powers Framework

Physical Description: 1 computer file(s) (mp4)

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MDV Venture Partner Moore, Geoffrey lays out a framework for companies to use in analyzing their current power. This "hierarchy of powers" lets organizations examine their position and strength in relation to growth categories, other companies, desirable markets, offers, and the ability to execute. Moore says this process requires companies to be completely honest with their current situation.
 

Moore, Geoffrey, Can You Over Invest in Power? 2011-05-04 2730

Can You Over Invest in Power?

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In response to a student question, author and MDV Venture Partner Moore, Geoffrey shares how a company could over invest in power creation. Moore also offers a helpful distinction between investors' interests in a company's power and performance. "In general, venture investing is about power, and public exchange investing is about performance," says Moore.
 

Moore, Geoffrey, Product Managers Can Make Real Impact 2011-05-04 2731

Product Managers Can Make Real Impact

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Author and Venture Partner Moore, Geoffrey believes it is "a great privilege" to work in a high technology company as a product manager, because product managers have their hands on the tiller that can change the direction of a company's fate. In this clip, Moore identifies ways product managers can actively advance innovation and performance within their teams.
 

Moore, Geoffrey, Create Serious Differentiation 2011-05-04 2732

Create Serious Differentiation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Real differentiation is about going well beyond the limits of your competitive set, not just being best in class, says author Moore, Geoffrey. Here he encourages product managers and other members of management to consider how far they can take their company's offers to create real separation from competitors. Moore also shares real world examples of companies that created separation in the technology sector.
 

Moore, Geoffrey, Neutralizing Competition is a Speed Game 2011-05-04 2733

Neutralizing Competition is a Speed Game

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Author and MDV Venture Partner Moore, Geoffrey explains why companies must, at minimum, keep up with competitors to be considered by customers. According to Moore, every quarter a company does not catch up to a competitor's offer is just another chance for that competitor to gain momentum. Moore uses numerous examples from the technology sector to illustrate the danger of being too proud to assimilate a competitor's innovations.
 

Moore, Geoffrey, Improve Productivity to Find Resources 2011-05-04 2734

Improve Productivity to Find Resources

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Big companies have lots of money tied up in inefficient programs that could be used to create differentiation and neutralize competition, says author Moore, Geoffrey. In this clip, he discusses how massive waste and sloppy business practices hinder a company's ability to create power through innovation.
 

Systrom, Kevin, 1983-, From Stanford to Startup [Entire Talk] 2011-05-11 2735

From Stanford to Startup [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Instagram Co-Founders Kevin Systrom and Mike Krieger challenge many of the myths surrounding startups and the lives of entrepreneurs. Both former Mayfield Fellows with the Stanford Technology Ventures Program, Systrom and Krieger share their first-hand experiences of the entrepreneurial process, including identifying good problems to solve and the value in building simple solutions and minimum viable products. Systrom and Krieger also discuss aspects of their co-founder working relationship and their efforts to maintain a balance between work and life.
 

Systrom, Kevin, 1983-, Trust Your Gut and Collect Experience 2011-05-11 2736

Trust Your Gut and Collect Experience

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Instagram Co-Founder Mike Krieger encourages aspiring entrepreneurs to avoid following trends. He explains founders deal with uncertainty everyday, so you should pursue ideas that you truly believe in. Krieger also believes it's important to collect experience, including the completion of side projects on nights and weekends. Fellow Co-Founder Kevin Systrom also warns against becoming caught up in entrepreneurship as a lifestyle choice.
 

Systrom, Kevin, 1983-, Sink or Swim School of Engineering 2011-05-11 2737

Sink or Swim School of Engineering

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Co-Founders Kevin Systrom and Mike Krieger were able to launch Instagram without being computer science graduates. Krieger is proud of this fact, as it shows students from other disciplines can start companies in the technology space. He recalls his most valuable Stanford courses as the ones that taught him to define questions and then allowed him the freedom to seek the answers. In this clip, fellow Co-Founder Kevin Systrom also talks about the importance of connecting with other members of the entrepreneurial community.
 

Systrom, Kevin, 1983-, Finding the Problem is the Hard Part 2011-05-11 2738

Finding the Problem is the Hard Part

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Instagram Co-Founder Kevin Systrom believes building solutions for most problems is the easy part; the hard part is finding the right problem to solve. Here he opens up about how he and fellow Co-Founder Mike Krieger identified the problems they wanted to solve around sharing photos through mobile devices. He also reminds entrepreneurs to embrace simple solutions, as they can often delight users and customers.
 

Systrom, Kevin, 1983-, A Problem with Stealth Startups 2011-05-11 2739

A Problem with Stealth Startups

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Instagram Co-Founder Kevin Systrom explains it's difficult to get vital customer feedback, particularly in the consumer Internet space, if your startup is in stealth mode. He also emphasizes the importance of building minimum viable products and pushing them out to customers. According to Systrom, "Don't build past what you need to build, to answer the questions."
 

Systrom, Kevin, 1983-, Optimize for People, Not Valuation 2011-05-11 2740

Optimize for People, Not Valuation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Seeking venture capital is like hiring people for your team, says Instagram Co-Founder Kevin Systrom. Here he encourages aspiring founders to find funding from individuals that truly believe in what you are trying to achieve, rather than those seeking immediate boosts in valuation. According to Systrom, "Rather than optimizing for valuation, it's far better to optimize for people." In this clip, he recounts Instagram's ability to launch with limited expenses and discusses the importance of working on prototypes rather than company slide decks.
 

Systrom, Kevin, 1983-, Building a Product is Just the Beginning 2011-05-11 2741

Building a Product is Just the Beginning

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Building an incredible product or service is just part of starting a company, according to Instagram Co-Founder Kevin Systrom. In this clip, he explains how much legwork is involved in filing paperwork, understanding regulations and taxes, and other operational issues. Systrom also identifies recruiting and gaining funding as areas requiring a great deal of focus from founders.
 

Systrom, Kevin, 1983-, Combine and Share Ideas 2011-05-11 2742

Combine and Share Ideas

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Instagram Co-Founder Mike Krieger explains how the best startups are born from combining a number of ideas into something new. The best idea won't come as an "a-ha" moment, but from exploring the entire solution space to discover where your idea fits. Krieger also describes the entrepreneur's journey as being a series of ideas connected by a consistent theme.
 

Systrom, Kevin, 1983-, Start Now 2011-05-11 2743

Start Now

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

The hunger to build stuff and put it in front of people is really valuable in entrepreneurship, says Instagram Co-Founder Kevin Systrom. In this short clip, Systrom recalls a story related to this idea, from his days studying abroad as a Stanford student. He also encourages entrepreneurs to start right now to build out their ideas.
 

Systrom, Kevin, 1983-, The Co-Founder Working Relationship 2011-05-11 2744

The Co-Founder Working Relationship

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In response to a question from STVP's Seelig, Tina, Instagram Co-Founders Kevin Systrom and Mike Krieger describe their working relationship. Both Systrom and Krieger explain the stages of their relationship, and how the partnership respects each other's areas of specialty, while also providing a tremendous opportunity to sound out ideas. Because of this benefit, Systrom explains the co-founder relationship needs to be cherished. Krieger also believes honest and direct communication of expectations can prevent the relationship from wearing down over time.
 

Systrom, Kevin, 1983-, The Equity Question 2011-05-11 2745

The Equity Question

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Instagram Co-Founder Kevin Systrom is confused as to how equity distributions are handled by other startups. Here he advises founders to be as fair and generous as possible, throughout the different stages of startup growth. Fellow Co-Founder Mike Krieger also articulates why equity shares should rightfully be based on the level of risk involved, when a founder or early employee decides to join the startup.
 

Casares, Wences, The Value of True Partnerships [Entire Talk] 2011-05-18 2746

The Value of True Partnerships [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Casares, Wences and Meyer "Micky" Malka are serial entrepreneurs who believe in the fundamental power of partnerships. Empowered by working in close collaboration for years, these co-founders have started multiple companies including Patagon, Lemon Bank and Bling Nation. In this revealing lecture, Casares and Malka describe the value of over-communication, the decision process in making a pivot, and the challenges of entrepreneurial ecosystems outside the United States.
 

Casares, Wences, Leave Ego at the Door 2011-05-18 2747

Leave Ego at the Door

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneurs Casares, Wences and Meyer Malka believe it's vital for partners to leave their egos at the door when it's time solve a problem. While a certain amount of ego is valuable when communicating outside the organization, in this clip, each co-founder shares appreciation for the other's willingness to set ego aside and to share credit for success.
 

Casares, Wences, Co-Founders Should Act as One 2011-05-18 2748

Co-Founders Should Act as One

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Although co-founders Casares, Wences and Meyer Malka are unique individuals, both men believe that co-founders should act as one entity when communicating expectations within an organization. To illustrate this point, Casares shares a "failed experiment" in trying to spend less time in direct communication with Malka. The result of the experiment caused counterproductive confusion for employees.
 

Casares, Wences, Original Vision to Current Transition 2011-05-18 2749

Original Vision to Current Transition

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Co-Founders Meyer Malka and Casares, Wences describe the genesis, development and current transition of their mobile payment company, Bling Nation. Meyer articulates how trust in his partner's vision played a vital role in deciding to uproot his family to Silicon Valley. Casares also reflects on this decision, and describes the current market conditions that have caused the co-founders to plot a new course for the company.
 

Casares, Wences, Role of Retailers in Mobile Payments 2011-05-18 2750

Role of Retailers in Mobile Payments

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

According to Bling Nation Co-Founder Meyer Malka, retailers are in the best position in the mobile payment space, as payment companies interested in placing solutions in retail stores are courting them. However, fellow Co-Founder Casares, Wences warns that retailers have been slow to adopt mobile payment solutions, at rates even slower than their willingness to embrace e-commerce in the past.
 

Casares, Wences, Challenges to Entrepreneurship in Latin America 2011-05-18 2751

Challenges to Entrepreneurship in Latin America

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

While serial entrepreneur Casares, Wences concedes startup success rates are low around the world, he argues that Latin America-based startups face additional challenges due to friction points in the regional ecosystem. Casares also outlines an intriguing benefit to building talented technical teams in the developing world. Fellow entrepreneur Meyer Malka highlights differences between investment options in Silicon Valley and Latin America.
 

Casares, Wences, Founders Sharing Responsibility 2011-05-18 2752

Founders Sharing Responsibility

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

As co-founders, Casares, Wences and Meyer Malka don't believe in dividing their roles, Even though each man has areas of strength, both want to communicate with a single, coherent and unified voice. In this clip, Casares and Malka explain why this policy also requires them to keep disagreements to themselves.
 

Casares, Wences, Persist or Quit? 2011-05-18 2753

Persist or Quit?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

To be an entrepreneur, you need to have some super strong convictions, says serial entrepreneur Casares, Wences. However, even if you hold strong opinions on products, markets and customers, Casares says entrepreneurs must also have the humility to change course when circumstances call for a new approach.
 

Casares, Wences, Startup Possibilities in Mobile Payments 2011-05-18 2754

Startup Possibilities in Mobile Payments

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Bling Nation Co-Founder Casares, Wences warns against being too focused on the technology of mobile payments. According to Casares, the real question is how the necessary infrastructure will evolve to support merchants' ability to smoothly process payments with banking institutions. As big players are now entering the space, Casares believes the best chance for startups will be in attacking the gaps in future development.
 

Casares, Wences, What Motivates Serial Entrepreneurs? 2011-05-18 2755

What Motivates Serial Entrepreneurs?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneurs Casares, Wences and Meyer Malka answer an intriguing question: What motivates successful entrepreneurs to continue to start new ventures? Both men describe how their minds are naturally attuned to developing new ideas, and how each of them values the opportunity to work with talented teams.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Innovate for America [Entire Talk] 2011-05-26 2756

Innovate for America [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

As America's first Chief Technology Officer, Chopra, Aneesh focuses on advancing technology and innovation to unlock national economic growth and prosperity. In this inspiring and entertaining lecture, Chopra challenges students and entrepreneurs to take action now to bring innovation to the healthcare, education and government sectors. He also discusses leveraging government's vast open data resources, championing new ideas on immigration policy as it relates to innovation, and supporting American entrepreneurship programs.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Transformational Change Through Technology 2011-05-26 2757

Transformational Change Through Technology

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chopra, Aneesh, the Chief Technology Officer of the United States, relates his experience traveling to India with President Obama in 2010. Chopra was inspired on the trip by seeing the transformational change occurring in India, made possible by that nation's commitment to wireless connectivity and open government policies.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Leveraging Data for Improved Productivity 2011-05-26 2758

Leveraging Data for Improved Productivity

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

If productivity growth highly correlates with GDP growth, this means sectors with productivity gains can help achieve overall economic growth, says Chopra, Aneesh, Chief Technology Officer of the United States. Chopra identifies three sectors in need of major productivity gains: healthcare, education and government. He also explains that many of the gains could be achieved through improved management of data.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Startup America Partnership & DC2VC 2011-05-26 2759

Startup America Partnership & DC2VC

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chopra, Aneesh, Chief Technology Officer of the United States, describes the benefits of two current public/private partnership programs supporting entrepreneurs: the Startup America Partnership and DC2VC. The Startup America Partnership provides mentorship, training and support systems to help entrepreneurs succeed. The DC2VC program works to understand how government policies affect entrepreneurs' abilities to grow and scale.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Fix Immigration to Grow Innovation 2011-05-26 2760

Fix Immigration to Grow Innovation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

According to Chopra, Aneesh, former Chief Technology Officer of the United States, fixing the nation's broken immigration system will support American growth and innovation. Chopra shares his personal perspective on the issue, as his father was an engineer who immigrated to America for work. Chopra argues that it's time to explore new ideas to solve the immigration issue, including changes to the work visa system.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Market Opportunities in Healthcare Innovation 2011-05-26 2761

Market Opportunities in Healthcare Innovation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

As Chief Technology Officer of the United States, Chopra, Aneesh sees exciting entrepreneurial opportunities in healthcare innovation. Chopra discusses how moving the American healthcare system to focus on value over volume opens the door to new businesses, while also improving patient care. He also explains why current legislation now provides greater incentives for investors to participate in these emerging markets.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Opening the Education R & D Pipeline 2011-05-26 2762

Opening the Education R & D Pipeline

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chopra, Aneesh, Chief Technology Officer of the United States, shares the importance of igniting innovation to reform America's education system. Chopra says that while the American education sector is approximately the same size as the pharmaceutical sector, it invests almost nothing in research and development, by comparison. Chopra articulates the government's interest in spurring the development of education technology innovations that are as effective as the best tutors, while being as engaging as the most popular video games.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Unleashing the Clean Energy Revolution 2011-05-26 2763

Unleashing the Clean Energy Revolution

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chopra, Aneesh, Chief Technology Officer of the United States, describes a number of areas where innovation can help to power a clean energy revolution. Areas of particular interest include improvements to energy grid efficiency and reliability, the development of new energy standards, and improving consumer access to usage data. Chopra also advocates for greater instrumentation in the collection of energy data.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Use Free Open Data and Solve Problems 2011-05-26 2764

Use Free Open Data and Solve Problems

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chopra, Aneesh, Chief Technology Officer of the United States, encourages entrepreneurs, engineers and innovators to leverage the numerous data resources being offered for free by the federal government. As part of the Obama administration's emphasis on open government, individuals are invited to access hundreds of thousands of datasets online at data.gov. Chopra also invites citizens to solve problems together, and submit solutions, online at challenge.gov.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Case Studies of Innovation Solving Problems 2011-05-26 2765

Case Studies of Innovation Solving Problems

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

As the Chief Technology Officer of the United States, Chopra, Aneesh wants entrepreneurs to understand that the federal government can help businesses be successful. Here he shares examples of innovative citizens who are harnessing technology and open data resources to build useful products and profitable startups. The examples include web and mobile applications, as well as products that mine data to provide efficiencies in the education, financial and human health sectors.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Customer Feedback and Contests Come to Government 2011-05-26 2766

Customer Feedback and Contests Come to Government

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chopra, Aneesh explains how the federal government is attempting to utilize a lean startup approach in developing a new government agency to improve consumer protections. As the nation's first Chief Technology Officer, Chopra believes this new model is innovative because citizens can submit online feedback on agency policies and forms, even before the agency officially opens.
 

Chopra, Aneesh P. (Aneesh Paul), 1972-, Innovation Pathway for Bio-design 2011-05-26 2767

Innovation Pathway for Bio-design

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Chopra, Aneesh, Chief Technology Officer of the United States, describes how the government's new Innovation Pathway encourages bio-design innovation in the United States. According to Chopra, this new initiative will hopefully help the FDA adopt more forward leaning reforms in the application process.
 

Friedberg, David, Taking Control of Your Destiny 2011-10-05 2790

Taking Control of Your Destiny

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

CEO Friedberg, David describes the impetus behind his decision to become a technology entrepreneur. Friedberg explains why he chose to control his own destiny and, inspired by profiles of other founders, to try and make an impact on the world.
 

Friedberg, David, Recognizing Opportunity in the Rain 2011-10-05 2791

Recognizing Opportunity in the Rain

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

CEO Friedberg, David tells the story of how a bicycle rental shop in the rain served as opportunity recognition for a new venture. Friedberg also outlines the initial steps in the company's startup process and product development efforts.
 

Friedberg, David, When Nobody Buys 2011-10-05 2792

When Nobody Buys

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Friedberg, David urges entrepreneurs to embrace cold calling to truly understand the needs of customers. Friedberg explains how consultative discussions with customers revealed WeatherBill (now The Climate Corporation) didn't yet have a product, but rather just a proof of technology.
 

Friedberg, David, Founder is Not a Role 2011-10-05 2793

Founder is Not a Role

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

CEO Friedberg, David articulates why he doesn't see the title of founder as being a useful role for someone addressing the needs of a company in the here and now. According to Friedberg, "every day is a new challenge, and every day is a new solution to that problem."
 

Friedberg, David, Most Entrepreneurs are Not Rock Stars 2011-10-05 2794

Most Entrepreneurs are Not Rock Stars

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Almost all Silicon Valley entrepreneurs are not rock stars, according to CEO Friedberg, David. He offers metrics comparing the possible rewards and chances for success between working for an existing company and starting your own venture. He also explains the advantages and caveats of trying to make impact from inside larger organizations.
 

Friedberg, David, The Big Things Matter 2011-10-05 2795

The Big Things Matter

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

CEO Friedberg, David shares his desire to make an impact on the world. He also explains why entrepreneurship is the best means for achieving this goal.
 

Friedberg, David, Getting Rid of Luck 2011-10-05 2796

Getting Rid of Luck

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Your pursuit should always be to remove the unknown from the equation, says CEO Friedberg, David. In this clip, Friedberg shares why this is a fundamental premise in building a successful venture. He also teases apart the different roles that risk and uncertainty play in fully understanding a business.
 

Friedberg, David, You Gotta Grind 2011-10-05 2797

You Gotta Grind

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Friedberg, David is inspired by the early days of aviation, particularly the commitment of the Wright brothers to systematically innovate. Friedberg discusses the brothers' dedication to learning everything they could about the nascent science around human flight, and their willingness to grind through iterations to reach success.
 

Friedberg, David, Innovation at Scale is Challenging 2011-10-05 2798

Innovation at Scale is Challenging

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

CEO Friedberg, David explains why achieving innovation at scale is difficult because it requires perpetual change. This means convincing the very intelligent members of a team that failure is not only acceptable, but is a required part of the process. According to Friedberg, "failure must be part of the mission."
 

Libin, Phil, No Exit Strategy for Your Life's Work [Entire Talk] 2011-10-12 2799

No Exit Strategy for Your Life's Work [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Thoughts and influences from early life continue to shape how Evernote CEO Phil Libin embraces his work. In this wide-ranging presentation, Libin shares key beliefs and provocative insights on startups, acquisitions and company exits. Based on his experiences leading multiple ventures from startup to commercial success, Libin urges entrepreneurs to chase dreams they would actually want to spend their life pursuing.
 

Libin, Phil, Surround Yourself with Smarter People 2011-10-12 2800

Surround Yourself with Smarter People

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Evernote Co-founder and CEO Phil Libin describes his joy in not being the smartest person in the room. As a serial entrepreneur, Libin seeks to surround himself with the smartest individuals, as this "bubble" helps get things done and provides endless opportunities for continued learning.
 

Libin, Phil, Acquisition After Honest Feedback 2011-10-12 2801

Acquisition After Honest Feedback

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur Phil Libin shares the unusual story of how his first company, Engine5, came to be sold. After being forced to improve a product from a third-party company, and subsequently writing to complain about their experience, the third-party company ended up acquiring Engine5 three weeks later.
 

Libin, Phil, There is No Exit Strategy 2011-10-12 2802

There is No Exit Strategy

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Co-Founder and CEO Phil Libin says he has no exit strategy for Evernote. Libin challenges conventional startup thinking by asserting that if you want to exit there must be something wrong with your company. Evernote has structured its board in a specific way and turns down repeated offers for purchase, according to Libin, because "it's much more interesting to come into work, when you're pursuing your life's dream."
 

Libin, Phil, Reasons Not to be an Entrepreneur 2011-10-12 2803

Reasons Not to be an Entrepreneur

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Evernote Co-Founder and CEO Phil Libin dispels myths about being an entrepreneur. He outlines a number of bad reasons to be become one, including a desire for free time and wealth. According to Libin, "If you want to be an entrepreneur to make money, then you're just bad at math."
 

Libin, Phil, We Live in a Geek Meritocracy 2011-10-12 2804

We Live in a Geek Meritocracy

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur Phil Libin believes now is 'the best time in the history of the universe" to start a new company. The Evernote CEO argues that today we live in a geek meritocracy where great products are king. He encourages entrepreneurs to take advantage of modern distribution tools such as app stores, social conversations, free-mium economics, and smart phone technology.
 

Libin, Phil, Decoupling Exits from Liquidity 2011-10-12 2805

Decoupling Exits from Liquidity

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Phil Libin shares opinions on a new trend he sees appearing in venture capital, where the need for company exit strategies is decoupled from the desire for liquidity. He also articulates how secondary markets now offer companies and investors new opportunities for liquidity during subsequent funding rounds.
 

Libin, Phil, Reflections on Combining Companies 2011-10-12 2806

Reflections on Combining Companies

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Answering a question from the audience, CEO Phil Libin shares lessons learned from merging together two company teams to form a new entity, Evernote. While there was general harmony among the employees, the new organization's unique structure made it difficult to raise funds from outside investors.
 

Libin, Phil, Making Bets and Getting Lucky 2011-10-12 2807

Making Bets and Getting Lucky

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

CEO Phil Libin explains how Evernote creates a great deal of luck by making big bets on which platforms to support. In this amusing and insightful anecdote, Libin tells how Evernote developed their application to work on Apple's iPad by using cardboard cutouts of the device.
 

Summit, Scott, Products With a Purpose [Entire Talk] 2011-10-26 2808

Products With a Purpose [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

As the Co-Founder and CTO of Bespoke Innovations, Summit, Scott leads a continuing effort to create products that radically change lives. In this lecture, Summit shares insights from creating customized prosthetic devices using new technologies in nascent markets. He also discusses some of challenges his company faced in discovering a working business model and developing customers.
 

Mickos, Marten, Believe in Something Bigger Than Yourself [Entire Talk] 2011-11-02 2809

Believe in Something Bigger Than Yourself [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In this lecture, Mňrten Mickos shares the benefits and challenges involved in building businesses in the open source and cloud computing spaces. As the CEO of Eucalyptus Systems, Mickos identifies a vision for the future of his industry and shares entrepreneurial lessons gained from leading MySQL AB from its startup origins to becoming one of the largest open source companies in the world.
 

Lowry, Adam, Method to Success [Entire Talk] 2011-11-09 2810

Method to Success [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Lowry, Adam, co-founder of Method Products, has spent the last decade developing sustainable products that caused major disruption in the consumer goods sector. Lowry offers many of principles that guide Method's path to success and he describes the different obsessions the company keeps to deliver on its promises to customers.
 

Mead, Dana, Understanding Venture Capital [Entire Talk] 2011-11-16 2811

Understanding Venture Capital [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

As a partner at Kleiner Perkins Caufield & Byers, Mead, Dana supports entrepreneurs and innovators seeking to make major impact through life science technologies and ventures. In this lecture, Mead talks about Venture Capital, offering great insights about Silicon Valley and life as a venture capitalist.
 

Feld, Brad, Great Entrepreneurs Go Out and Do [Entire Talk] 2011-10-19 2812

Great Entrepreneurs Go Out and Do [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur and early-stage investor Feld, Brad offers advice and support to aspiring entrepreneurs. Feld, a managing partner at Foundry Group and a co-founder of TechStars, imparts personal experiences on managing your life as an entrepreneur. He also shares some of the defining characteristics his firm looks for in the entrepreneurs they invest in.
 

Feld, Brad, From Entrepreneur to Investor 2011-10-19 2813

From Entrepreneur to Investor

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur and investor Feld, Brad describes his path from starting his first successful technology company through its acquisition, and his subsequent transition into angel investing.
 

Feld, Brad, Ending and Starting Venture Capital Firms 2011-10-19 2814

Ending and Starting Venture Capital Firms

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Investor Feld, Brad sheds light on how a venture capital firm decides to cease operation and discusses some of the facts of life for sustaining investment firms. Here he shares his experiences with ending Mobius Venture Capital and starting Foundry Group in Boulder, Colorado.
 

Feld, Brad, Obsessed With Vision and Product 2011-10-19 2815

Obsessed With Vision and Product

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Reflecting on his work with great entrepreneurs, investor Feld, Brad believes the notion of "trying" to do something can undermine entrepreneurs from the start. At the Foundry Group, Feld and his partners look for entrepreneurs who are deeply obsessed with a vision and passion for their product and company. Feld also describes how being an angel investor versus a venture investor can shift how one views possible investments.
 

Feld, Brad, Principles for Building Entrepreneurial Communities 2011-10-19 2816

Principles for Building Entrepreneurial Communities

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Feld, Brad articulates guiding principles for creating robust entrepreneurial communities. Based on his experience developing such a community in Boulder, Colorado, Feld explains why experienced entrepreneurs must be involved in the process of creating activities that engage the next generation.
 

Feld, Brad, Life With an Entrepreneur 2011-10-19 2817

Life With an Entrepreneur

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Scope and Content Note

Living a "life" while being an entrepreneur can have its challenges, according to entrepreneur and investor Feld, Brad. Through a candid story from his own marriage, Feld explains how he has successfully found a way to balance his love of work with his love of family.
 

Feld, Brad, Why Are You Doing It? 2011-10-19 2818

Why Are You Doing It?

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Investor Feld, Brad challenges entrepreneurs to question why they are pursuing this path. According to Feld, "The essence of what you're trying to do... is to create amazing things that impact all of us." The tactics around entrepreneurial success probably don't matter very much, says Feld, if you are not working on something you are passionate about.
 

Feld, Brad, Pressure Points Around Opportunities 2011-10-19 2819

Pressure Points Around Opportunities

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Entrepreneur and investor Feld, Brad suggests entrepreneurs remain flexible when it comes to determining pressure points around an opportunity. Feld shares why entrepreneurs must be open to innovations and new ideas around products, but also around the actual shape of the business being created.
 

Summit, Scott, Re-thinking Form Follows Function 2011-10-26 2820

Re-thinking Form Follows Function

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Bespoke Innovations Co-Founder Summit, Scott explains how the mantra "form follows function" has been contorted into the idea "form follows mechanical function." According to Summit, this change has allowed product designers to think they have a free reign to create clunky and purely utilitarian designs. Summit relates how Bespoke works to counter this idea when designing prosthetic legs that possess greater form and artistry.
 

Summit, Scott, A Revolution in Manufacturing 2011-10-26 2821

A Revolution in Manufacturing

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Designer Summit, Scott, co-founder of Bespoke Innovations, discusses the impact of three-dimensional scanning and printing in the world of product design. This revolutionary technology offers important improvements on traditional manufacturing, says Summit, and provides new avenues for creating customized and long-lasting products and artifacts.
 

Summit, Scott, Matching Your Product to Customers 2011-10-26 2822

Matching Your Product to Customers

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Scope and Content Note

Bespoke Innovations Co-Founder Summit, Scott shares his company's challenge in finding a working business model and matching product to customers in a viable market. Originally inspired to bring prosthetic legs to customers in the developing world, Summit and his team faced issues of cost, time and complexity, which lead them to eventually focus on higher-end offerings for customers in the U.S. market.
 

Summit, Scott, Connecting Passion to Progress 2011-10-26 2823

Connecting Passion to Progress

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It's not about selling product; it's about creating lasting meaning, says designer and entrepreneur Summit, Scott. As the co-founder of Bespoke Innovations, Summit is excited to be fulfilling a boyhood passion by participating in a space full of developing technologies making real impact on the lives of customers.
 

Summit, Scott, The Trajectory of 3D-Printing Technology 2011-10-26 2824

The Trajectory of 3D-Printing Technology

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In response to a question about the future of three-dimensional printing in manufacturing, Bespoke Innovations Co-Founder Summit, Scott shares his opinion of the trajectory of this new technology. Summit believes 3D-printing technology has reached a "Columbus" moment of discovery, where designers and technologists in different fields know they're on the cusp of a huge leap forward.
 

Summit, Scott, When Business Models Don't Work Out 2011-10-26 2825

When Business Models Don't Work Out

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Sometimes you just have to bite your lip, wince a few times and move on, says entrepreneur Summit, Scott, in response to a question on what happens when your original business model does not work out. The co-founder of Bespoke Innovations talks about the painful challenge in accepting this fact, when he was unable to produce cutting-edge prosthetics, at appropriate price points, for the developing world.
 

Mickos, Marten, Entrepreneurialism is a Belief System 2011-11-02 2826

Entrepreneurialism is a Belief System

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You have to believe in something bigger than the business you are trying to address, says Eucalyptus CEO Mňrten Mickos. In this clip, Mickos explains why the foundation of an entrepreneurial mindset is a belief system that not only requires a belief in big ideas, but includes believing in oneself and working with others that believe in you.
 

Mickos, Marten, Advice and Adversity 2011-11-02 2827

Advice and Adversity

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You must decide how you receive advice, says Mňrten Mickos, CEO of Eucalyptus Systems. Mickos believes this simple, but important, concept is critical for young entrepreneurs who will be bombarded by input and challenges from all sides. Using a story from his experience at MySQL AB, Mickos illuminates the need to re-evaluate your position based on new information and adversities.
 

Mickos, Marten, Take Bold Action 2011-11-02 2828

Take Bold Action

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If you're a disruptor, you must play a bold and fun game with the big guys, says Eucalyptus CEO Mňrten Mickos. During his previous tenure as CEO of MySQL AB, the management team encouraged Mickos to take bold action when a large competitor outmaneuvered the company for a critical acquisition. Mickos tells the story of how MySQL AB turned this challenge into a successful marketing opportunity.
 

Mickos, Marten, Fallouts With Founders 2011-11-02 2829

Fallouts With Founders

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While serving as CEO of MySQL AB, Mňrten Mickos had a falling out with a founder of the company. These types of situations are common in startups, says Mickos, especially between original founders and new management teams. Mickos explains why he made some tough choices out of dedication to the employees he had brought on board.
 

Mickos, Marten, Company Culture Can Drive Business 2011-11-02 2830

Company Culture Can Drive Business

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Eucalyptus Systems CEO Mňrten Mickos is a devotee of management guru Peter Drucker. Mickos elaborates on Drucker's position that "company culture eats strategy for breakfast," by offering amusing examples of culture building from his time at MySQL AB.
 

Mickos, Marten, Benefits of a Distributed Organization 2011-11-02 2831

Benefits of a Distributed Organization

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As CEO of MySQL AB, Mňrten Mickos saw advantages of utilizing a distributed organization model where seventy percent of the company's employees worked from home. According to Mickos, this cultural design actually put the focus on results and productivity, while still allowing colleagues to share their lives with one another.
 

Mickos, Marten, Commercialization of Open Source 2011-11-02 2832

Commercialization of Open Source

Physical Description: 1 computer file(s) (mp4)

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Rather than having to choose between being an open source organization or a commercial software company, you can create a successful open source business, says Eucalyptus Systems CEO Mňrten Mickos. Mickos also offers a telling insight on how to deal with detractors.
 

Mickos, Marten, The Special Value of Individuals 2011-11-02 2833

The Special Value of Individuals

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When it comes to management, Eucalyptus Systems CEO Mňrten Mickos respects the value of individual human beings. His perspective grew out of earlier career experiences where employees were treated like machines, rather than people. "Can't we treat the human beings like human beings, and treat the machines like machines," says Mickos.
 

Mickos, Marten, Inexperience as an Asset 2011-11-02 2834

Inexperience as an Asset

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Eucalyptus Systems CEO Mňrten Mickos loves the expression, "He was a great executive. All he lacked was inexperience." Mickos explains how inexperience can be a tremendous asset to an entrepreneur, and he shares his personal story of transformation from open source neophyte to being perceived as a "godfather" of open source business models.
 

Lowry, Adam, The First Sales 2011-11-09 2835

The First Sales

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Co-Founder Lowry, Adam shares stories from Method's early efforts to revolutionize the cleaning products market. He describes the challenges of cold calling on customers, making the first sales and scrambling to fulfill orders.
 

Lowry, Adam, Proving the Business Case 2011-11-09 2836

Proving the Business Case

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Scope and Content Note

Method Products had a lot to prove when trying to take on some of the world's largest consumer brands, according to company co-founder Lowry, Adam. Here he tells the story of trying to land a major retail account, and how resourcefulness and an emphasis on design helped to close the deal.
 

Lowry, Adam, Serial Innovation to Create Change 2011-11-09 2837

Serial Innovation to Create Change

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Co-Founder Lowry, Adam loves it when competitors copy Method's products because it means they are changing the rules of the game. Lowry also explains why this allows his company to innovate in the cleaning products category and pushes their industry to create desired social change.
 

Lowry, Adam, The Importance of Product Adoption 2011-11-09 2838

The Importance of Product Adoption

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To find success, you need to design innovation for adoption by consumers, says Lowry, Adam of Method Products. According to Lowry, no matter how innovative or sustainable your product may be, if using it is difficult or inconvenient for customers, they will not buy it.
 

Lowry, Adam, Culture as a Sustainable Advantage 2011-11-09 2839

Culture as a Sustainable Advantage

Physical Description: 1 computer file(s) (mp4)

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Method Products prides itself on maintaining a unique, open and collaborative culture, says Co-Founder Lowry, Adam. Moreover, this commitment offers Method an advantage over larger competitors. Lowry describes how culture affects product prototyping and realization, hiring practices and the values empowering employees to live the mission.
 

Lowry, Adam, Patenting Technology Over Products 2011-11-09 2840

Patenting Technology Over Products

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In this short video, Method Products Co-Founder Lowry, Adam explains why his company is more likely to patent new technologies related to product development than to patent product formulations.
 

Mead, Dana, Historical Growth of Venture Capital 2011-11-16 2841

Historical Growth of Venture Capital

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KPCB Partner Mead, Dana offers a historical perspective of venture capital, from its origin as a boutique industry to its current place as an established asset class. Mead also discusses why university endowments, particularly those at Stanford and Yale, drove the explosive growth of venture capital in California and the rest of the United States.
 

Mead, Dana, Where Does the Capital Come From? 2011-11-16 2842

Where Does the Capital Come From?

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Venture capitalist Mead, Dana explains the sources of his firm's funding, which include university endowments, foundations, funds, individual investors and limited partners. Mead also lays out how a venture capital firm is paid through management fees and a percentage of the "carry," or any returns beyond the initial investments.
 

Mead, Dana, A Day in the Life of a Venture Capitalist 2011-11-16 2843

A Day in the Life of a Venture Capitalist

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KPCB Partner Mead, Dana offers a glimpse into his day-to-day activities as a venture capitalist, where he focuses on looking at new ventures, working with entrepreneurs at current ventures and networking. "We practice really hard everyday at saying no nicely," says Mead, as it's important to maintain relationships with entrepreneurs and leave the door open for other deals down the road.
 

Mead, Dana, Finding Your First Money 2011-11-16 2844

Finding Your First Money

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KPCB Partner Mead, Dana tells why entrepreneurs looking for initial funding should probably not start with venture capital firms. When searching for early seed funds, Mead suggests friends, colleagues and angel investors as more likely and effective sources.
 

Mead, Dana, Understanding Early Valuations 2011-11-16 2845

Understanding Early Valuations

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Venture capitalist Mead, Dana lays out the basic math behind early-stage valuations. Using his experience focusing on life sciences companies, Mead explains the dynamics of equity stakes, dilution, management pools, and he also describes what early series money can do for a company.
 

Mead, Dana, Talk Openly About Risk and Reward 2011-11-16 2846

Talk Openly About Risk and Reward

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According to venture capitalist Mead, Dana, if you come in for a meeting, "don't be afraid to talk about what the risks are." Mead asserts that venture capitalists deal with risk all the time, so entrepreneurs make a mistake in presenting rosy pictures for growth and revenue, without presenting a balanced picture that includes risks around a new venture.
 

Mead, Dana, Venture Capitalists Mitigate Risks 2011-11-16 2847

Venture Capitalists Mitigate Risks

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Venture capitalists work diligently to identify, understand and mitigate risks in the ventures they invest in, says Mead, Dana, partner at KPCB. Mead explains the importance of trying to solve for risks as early as possible and his firm's willingness to fail in pursuit of answering grand challenges in the world.
 

Mead, Dana, Cycles of Success in Venture Capital 2011-11-16 2848

Cycles of Success in Venture Capital

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KPCB Partner Mead, Dana describes how much of the large returns seen in the venture capital industry, over the past 40 years, actually occurred during a handful of three year periods during that time.
 

Mead, Dana, Deals are Built from Relationships 2011-11-16 2849

Deals are Built from Relationships

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Venture capitalist Mead, Dana admits rarely meeting with entrepreneurs from ventures submitted through a cold call process. Mead says the reality is deals grow out of relationships he personally forms with other venture capitalists and entrepreneurs. He emphasizes the importance of networking and leveraging resources when entrepreneurs plan to try and raise money.
 

Mah, Jessica, A Startup is a Learning Experience [Entire Talk] 2011-11-30 2850

A Startup is a Learning Experience [Entire Talk]

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InDinero Founder Mah, Jessica discusses the realities of the startup experience, in conversation with STVP faculty member and entrepreneur Blank, Steve. Sharing the early successes and missteps for her company, Mah honestly reveals the lessons she continues to learn while directing inDinero's path to success through its commitment to customers.
 

Mah, Jessica, You Don't Need to Drop Out of College 2011-11-30 2851

You Don't Need to Drop Out of College

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As undergraduate students at the University of California Berkeley, Mah, Jessica and a friend had an idea for a product that solved their problems managing business finances. Mah describes the value of finishing college, and some of the early customer insights gained while building the first iteration of the product.
 

Mah, Jessica, The Accelerator Experience 2011-11-30 2852

The Accelerator Experience

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Mah, Jessica, co-founder of inDinero, shares her experiences participating in Y-Combinator, an early stage startup accelerator. Beyond the financial support and connections accelerators can provide, Mah believes startup founders benefit from meeting and working alongside other entrepreneurs.
 

Mah, Jessica, Are You Building Products Customer Want? 2011-11-30 2853

Are You Building Products Customer Want?

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What customers want isn't necessarily what you or your engineering team wants to build, says Mah, Jessica, co-founder of inDinero. Mah relates her company's early struggles in aligning the desires of the engineering team with customer feedback and requests for features.
 

Mah, Jessica, Making Your First Hires 2011-11-30 2854

Making Your First Hires

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Hiring employees who can meet deadlines and that are willing to work with customers is more important than hiring for pure intelligence, says Mah, Jessica, co-founder of inDinero. In this conversation with entrepreneur Blank, Steve, Mah discusses the challenges first time entrepreneurs face when hiring and firing employees.
 

Mah, Jessica, When Startups Get Press Coverage 2011-11-30 2855

When Startups Get Press Coverage

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Mah, Jessica, co-founder of financial software firm inDinero, examines both the temporary benefits and possible downside to receiving early attention from media outlets. In conversation with entrepreneur Blank, Steve, Mah says it's important to ensure that time spent working with the press translates into sales for your startup.
 

Mah, Jessica, Avoid Vanity Metrics 2011-11-30 2856

Avoid Vanity Metrics

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Mah, Jessica, co-founder of inDinero, warns entrepreneurs against putting faith in "vanity metrics," numbers that do not reflect the true success of a business, but may sound attractive to the media and general public.
 

Mah, Jessica, Skip the Fancy Office 2011-11-30 2857

Skip the Fancy Office

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In this conversation with entrepreneur and investor Blank, Steve, inDinero Co-Founder Mah, Jessica offers a humorous story about the dangers of young startups moving into fancy office spaces. Mah urges entrepreneurs to skip extravagant touches (such as hot tubs) and select modest accommodations. According to Mah, "It's a lot more exciting to feel poor and to feel like the underdog."
 

Mah, Jessica, Launching Too Early 2011-11-30 2858

Launching Too Early

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Mah, Jessica, co-founder of inDinero, relates the impetus behind her company's initial launch. While quick to market, Mah now believes inDinero launched too early, succumbing to pressure to launch. Mah examines some of these peer pressure points, in conversation with entrepreneur and investor Blank, Steve.
 

Mah, Jessica, Co-Founders Provide a Sanity Check 2011-11-30 2859

Co-Founders Provide a Sanity Check

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Entrepreneur Blank, Steve asks inDinero Co-Founder Mah, Jessica about the value of having a co-founder. Mah explains co-founder Andy Su provides a contrarian opinion to her own, which serves as an invaluable "real time sanity check" when it comes to making critical decisions.
 

Mah, Jessica, Customer Feedback Tied to Product Development 2011-11-30 2860

Customer Feedback Tied to Product Development

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Get out of the building and actually watch [customers] use the product, says Mah, Jessica, on the subject of customer feedback. Mah believes in-person customer meetings provide high-quality feedback that cannot be easily obtained through online testing. The inDinero co-founder also addresses the challenges in not adding features, even when specifically requested by customers.
 

Hopkins, Deborah, Talking About a Revolution [Entire Talk] 2012-01-18 2869

Talking About a Revolution [Entire Talk]

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Citi Chief Innovation Officer Hopkins, Deborah believes now is an incredible time for new companies due to the pace of cultural and technological change. As the head of Citi Ventures, Hopkins leads the banking firm's efforts to invest in companies delivering disruptive technology products. Hopkins shares rules for revolutionary entrepreneurs and describes how Citi's initiatives are shaped by empathy for customers and a commitment to sharing new ideas.
 

Hopkins, Deborah, Revolutionary Transformations in Business 2012-01-18 2870

Revolutionary Transformations in Business

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Citi Chief Innovation Officer Hopkins, Deborah discusses the disruptive and revolutionary changes happening in business, including a move from vertical to horizontal organizational structures, customer control of communication and competitive challenges coming from new directions.
 

Hopkins, Deborah, Transparency, Openness and Sharing Ideas 2012-01-18 2871

Transparency, Openness and Sharing Ideas

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Citi Chief Innovation Officer Hopkins, Deborah shares principles driving the company forward when it comes to addressing customer needs in a new way. As the head of Citi Ventures, Citi's venture investing unit, Hopkins stresses the importance of concepts such as empathy and openness, as well as the necessity for improved transparency and a willingness to share information both inside and outside the corporation.
 

Hopkins, Deborah, Proving You Can be a Great Partner 2012-01-18 2872

Proving You Can be a Great Partner

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Hopkins, Deborah knows when an existing corporation enters the Silicon Valley ecosystem it must prove it can be counted on as a long-term, trusted partner. As the head of Citi Ventures, Citi's venture investing unit based in Palo Alto, Hopkins relates the story of one of her organization's first deals illustrating the importance of this idea.
 

Hopkins, Deborah, The Importance of Design Thinking 2012-01-18 2873

The Importance of Design Thinking

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Citi Chief Innovation Officer Hopkins, Deborah describes the impact of design thinking on her organization's approach to developing new solutions and solving problems for customers. Hopkins also shares why this type of thinking can be particularly transformational in established organizations.
 

Hopkins, Deborah, How to Act in Revolutionary Times 2012-01-18 2874

How to Act in Revolutionary Times

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Citi Chief Innovation Officer Hopkins, Deborah offers ten lessons on how to act in revolutionary times, which include re-learning to trust your intuition, striking when you see an opening, and carrying the banner for creative chaos.
 

Osterwalder, Alexander, Tools for Business Model Generation [Entire Talk] 2012-01-26 2875

Tools for Business Model Generation [Entire Talk]

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Entrepreneur and business model innovator Osterwalder, Alexander discusses dynamic, yet simple-to-use tools for visualizing, challenging and re-inventing business models. Osterwalder articulates how to use the visual language of his business model canvas framework, and shares stories of how this approach helps organizations of all sizes to better create, deliver and capture value.
 

Osterwalder, Alexander, Talking About Business Models 2012-01-26 2876

Talking About Business Models

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Author and entrepreneur Osterwalder, Alexander explains the challenge in defining and discussing business models around the world. Osterwalder also describes his journey from academia to application in building a shared, visual language for articulating and testing business models.
 

Osterwalder, Alexander, The Business Model Canvas 2012-01-26 2877

The Business Model Canvas

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Osterwalder, Alexander shares a short video to explain the structure of his business model canvas framework. Emphasizing the importance of searching for a business model, Osterwalder says, "Great products are becoming a commodity. It's the combination between great products and a great business model that is going to keep you ahead of the competition in the coming decade."
 

Osterwalder, Alexander, Sketching Out a Business Model 2012-01-26 2878

Sketching Out a Business Model

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Author and business model innovator Osterwalder, Alexander sketches out a commodities business model with the help of Stanford students. The exercise examines the impact of customer segments, branding, logistics and value proposition on Nestle's Nespresso line of espresso machines and coffee capsules.
 

Osterwalder, Alexander, Using Business Models to Beat the Competition 2012-01-26 2879

Using Business Models to Beat the Competition

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Author Osterwalder, Alexander and serial entrepreneur Blank, Steve discuss the importance blending a strong, clear story with the building blocks of the business model canvas to out perform competitors. Osterwalder also elaborates on the power of pattern recognition in developing new models.
 

Osterwalder, Alexander, Mapping Customer Pains to Value Proposition 2012-01-26 2880

Mapping Customer Pains to Value Proposition

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Business model innovator Osterwalder, Alexander lays out reasons to map a product or service's value proposition with the actual pains customers face. Using building blocks from his business model canvas framework, Osterwalder maps the relationship and discusses, with interviewer Blank, Steve, how value is created.
 

Zoller, Ted D., Building an Entrepreneurial Career [Entire Talk] 2012-02-01 2881

Building an Entrepreneurial Career [Entire Talk]

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Kauffman Foundation Senior Fellow Zoller, Ted challenges Stanford students to engage in entrepreneurship as a practice of action. Based on his research into dealmaker density and network development, Zoller details the power of seizing opportunities and the pathways to developing an entrepreneurial career.
 

Zoller, Ted D., Intersection of Opportunity and Need 2012-02-01 2882

Intersection of Opportunity and Need

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Ideas that are not acted on are valueless, says Kauffman Foundation Senior Fellow Zoller, Ted, who urges entrepreneurs to take action to release game-changing ideas into the world. Zoller also discusses the approach of entrepreneurs who begin the entrepreneurial process by defining a need in the marketplace.
 

Zoller, Ted D., Execution is Key 2012-02-01 2883

Execution is Key

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When you have something that is so complicated people can't understand it, you're doing the wrong thing, says Zoller, Ted, senior fellow with the Kauffman Foundation. Zoller articulates why teams can leverage a mix of optimistic and pessimistic personalities, and why money should be viewed as a tool. "Money is not evil, it's a tool. You can use it to make your ideas available."
 

Zoller, Ted D., Take Advantage of Serendipity 2012-02-01 2884

Take Advantage of Serendipity

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Entrepreneurs put themselves in the position to be lucky and fortunate, according to Kauffman Foundation Senior Fellow Zoller, Ted. In this clip, Zoller asks the audience to reflect on whether they have prepared their minds to take advantage of opportunity when it presents itself. He also explains how successful entrepreneurs make moves at the right moment to capitalize on fortune.
 

Zoller, Ted D., Adapting to Globalization 2012-02-01 2885

Adapting to Globalization

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In these responses to audience questions, Kauffman Foundation Senior Fellow Zoller, Ted discusses the transformative effects of globalization. Zoller says the more individuals are challenged the more entrepreneurial they need to act in response. He also shows how young people are adapting to address the needs and opportunities in developing regions around the world.
 

Zoller, Ted D., Dealmaker Networks and Social Capital 2012-02-01 2886

Dealmaker Networks and Social Capital

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Kauffman Foundation Senior Fellow Zoller, Ted believes the concentration of individuals engaged in multiple entrepreneurial activities is a key indicator of the strength of an entrepreneurial ecosystem. Based on Zoller's research in this area, the greater density of these "dealmakers" in a community also helps to activate a region's entrepreneurial growth.
 

Zoller, Ted D., Paths to an Entrepreneurial Career 2012-02-01 2887

Paths to an Entrepreneurial Career

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Kauffman Foundation Senior Fellow Zoller, Ted describes his findings on the pathways young people take that lead to them becoming dealmakers in an ecosystem. Rather than starting a company out of school or working in venture capital, Zoller says the most likely path is gaining a C-suite position in a larger enterprise and then stepping into entrepreneurial ventures later in a career.
 

Packard, Warren, Embrace Uncertainty [Entire Talk] 2012-02-09 2888

Embrace Uncertainty [Entire Talk]

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Thuuz Co-Founder and CEO Packard, Warren appreciates how uncertainty is a constant force in the lives of entrepreneurs. Sharing stories from his career as an entrepreneur and venture capitalist, Packard captures how life is a series of decisions made without complete information. He also addresses how his current venture approaches issues of funding and strategic partnerships.
 

Packard, Warren, Success is Not Pre-Determined 2012-02-09 2889

Success is Not Pre-Determined

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Co-Founder Packard, Warren explains why determinism plays very little role in the success of new ventures, including his own, Thuuz.
 

Packard, Warren, Team Versus Idea 2012-02-09 2890

Team Versus Idea

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Is the idea or the team more important when starting a venture? Thuuz Co-Founder Packard, Warren shares why team composition has always been more valuable throughout his career.
 

Packard, Warren, Does Your Venture Need to be Perfect? 2012-02-09 2891

Does Your Venture Need to be Perfect?

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Thuuz Co-Founder and CEO Packard, Warren discusses why some ventures require greater adherence to perfection. Comparing ventures from different industries, Packard encourages entrepreneurs to embrace "the god of partial credit" as a tool, whenever possible.
 

Packard, Warren, Building Internal Culture 2012-02-09 2892

Building Internal Culture

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Thuuz Co-Founder and CEO Packard, Warren articulates his company's effort to build an internal culture. Among numerous factors playing an impact, Packard identifies how generational difference between employees is at the forefront of their cultural development.
 

Packard, Warren, Act Globally with Partners 2012-02-09 2893

Act Globally with Partners

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Scope and Content Note

Packard, Warren believes in the startup tenet "think globally, act ly." Here the Thuuz co-founder talks about the need for solid partnerships when executing a global strategy, using Thuuz's current efforts in this area as an example.
 

Packard, Warren, Unique Approaches to Compensation and Valuation 2012-02-09 2894

Unique Approaches to Compensation and Valuation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

When starting Thuuz, co-founder and CEO Packard, Warren decided upon an internal economy for compensation where cash and equity were fungible. Packard also explains the logic behind raising early money at a lower valuation, in an effort to help investors make greater returns in the long run.
 

Packard, Warren, Founder Truths and Surprises 2012-02-09 2895

Founder Truths and Surprises

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneurship "is hard work and there's no letting up," according to Thuuz Co-Founder and CEO Packard, Warren. In response to an audience question, Packard shares some other "absolute truths" about entrepreneurship and relates some of the surprises he has encountered in the start-up process.
 

Cassidy, Sukhinder Singh, Find Your Vector of Impact [Entire Talk] 2012-02-15 2896

Find Your Vector of Impact [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

JOYUS Founder and Chairman Cassidy, Sukhinder Singh says entrepreneurs should leverage trademark strengths and lean in all the way when it's time to deliver. In this lecture, Singh Cassidy explores concepts such as defining operational range, using data to support gut beliefs, and developing the big ideas teams and customers can rally around.
 

Cassidy, Sukhinder Singh, The Act of Getting Started 2012-02-15 2897

The Act of Getting Started

Physical Description: 1 computer file(s) (mp4)

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The act of commitment is not about thinking about it in your head, it's about literally leaning forward and taking the first step, says JOYUS Founder Cassidy, Sukhinder Singh. She describes how the simplest way to start working on a new venture or idea, particularly for young entrepreneurs, is to engage in the basic mechanics of discussing and planning with others.
 

Cassidy, Sukhinder Singh, Are You the Product Prophet? 2012-02-15 2898

Are You the Product Prophet?

Physical Description: 1 computer file(s) (mp4)

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JOYUS Founder Cassidy, Sukhinder Singh explains the importance of identifying who in a venture serves as the "product prophet," the person with the vision of what will come next for the consumer. She explains that venture firms want to invest in companies that have this person on the team and why this is not always the person serving as CEO.
 

Cassidy, Sukhinder Singh, Develop Operating Range 2012-02-15 2899

Develop Operating Range

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Cassidy, Sukhinder Singh argues the judgment to know at what level to examine your business at any given moment is a vital leadership quality. Using a short anecdote from her time at Google, Singh Cassidy explains successful founders and executives must understand the tactical drivers of a business to effectively manage from the top of an organization.
 

Cassidy, Sukhinder Singh, Gut, Data, Gut 2012-02-15 2900

Gut, Data, Gut

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Founders often work in environments where data to test assumptions is not yet available, according to JOYUS Founder Cassidy, Sukhinder Singh. Rather than working solely from instinct, or becoming paralyzed by too much data, Singh Cassidy suggests an approach in the middle where you quickly gain data and test your gut instincts to create "informed intuition."
 

Cassidy, Sukhinder Singh, Your Company Reflects You 2012-02-15 2901

Your Company Reflects You

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Cassidy, Sukhinder Singh challenges the audience to identify their "trademark strengths." Knowing these is crucial, says Singh Cassidy, as the company you create will eventually come to reflect who you are for good and bad. She shares a personal story of learning from colleagues how these strengths are often different than you might think.
 

Cassidy, Sukhinder Singh, The Value of Speed 2012-02-15 2902

The Value of Speed

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

As an entrepreneur, should you be thoughtful or fast? Entrepreneur Cassidy, Sukhinder Singh sees this as a false dilemma and encourages entrepreneurs to focus on increasing the rate of learning. While speed is of the essence, says Singh Cassidy, "speed should not be confused with market timing."
 

Cassidy, Sukhinder Singh, A Tactical Approach to Hiring 2012-02-15 2903

A Tactical Approach to Hiring

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Everyone says not to compromise when it comes to hiring, but what does that tactically mean when you need to ship product, asks entrepreneur Cassidy, Sukhinder Singh. Here the JOYUS co-founder talks about the need to fairly evaluate employee skill and value sets, while still preserving enough space to make changes to your team as the needs of a company alter over time.
 

Hoffman, Reid, Live Life in Permanent Beta [Entire Talk] 2012-02-22 2905

Live Life in Permanent Beta [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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Serial entrepreneur and investor Hoffman, Reid encourages individuals to become the entrepreneurs of their own lives. Hoffman shares the importance of taking intelligent risks, building thoughtful networks and continually adapting your skills to navigate a fulfilling career path.
 

Hoffman, Reid, Individuals Must Respond to Globalization 2012-02-22 2906

Individuals Must Respond to Globalization

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur and investor Hoffman, Reid details what it means to be the entrepreneur of your own life and why accelerated changes brought on by globalization must be addressed when it come to people and technology.
 

Hoffman, Reid, Entrepreneurs Take Intelligent Risks 2012-02-22 2907

Entrepreneurs Take Intelligent Risks

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur and investor Hoffman, Reid articulates why individuals and companies who do not take intelligent risks will eventually marginalize themselves over time. Hoffman also describes the importance of holding and testing contrarian views.
 

Hoffman, Reid, Missing Breakout Moments 2012-02-22 2908

Missing Breakout Moments

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

LinkedIn Co-Founder Hoffman, Reid explains it's important to be aware that while each decision you make may have benefits, you may also be missing out on breakout opportunities somewhere else.
 

Hoffman, Reid, Work on Teams Instead of Consulting 2012-02-22 2909

Work on Teams Instead of Consulting

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Building relationships and an understanding for group dynamics are two of the benefits of choosing to work on teams over consulting, says entrepreneur Hoffman, Reid. The LinkedIn co-founder also believes good companies implicitly understand great employees may eventually leave to start new ventures.
 

Hoffman, Reid, Common Silicon Valley Missteps 2012-02-22 2910

Common Silicon Valley Missteps

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur and investor Hoffman, Reid outlines some of the pitfalls that commonly befall growing and enterprise-size companies in Silicon Valley.
 

Hoffman, Reid, Investing in Yourself 2012-02-22 2911

Investing in Yourself

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur and investor Hoffman, Reid shares keys to lifelong personal growth, including network building, being adaptive and staying in a mode of "permanent beta."
 

Johnson, Kristina, Energies that Power a Career [Entire Talk] 2012-02-29 2912

Energies that Power a Career [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Former U.S. Undersecretary of Energy Kristina Johnson discusses the empowering experiences of her life and career in academia, government and private industry. In a conversation with STVP's Seelig, Tina, Johnson identifies the strengths of each of these areas to affect change and innovation, and offers lessons in leading a life that can capitalize on new opportunities.
 

Johnson, Kristina, Get to Know People 2012-02-29 2913

Get to Know People

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Dr. Kristina Johnson explains the importance of understanding the passions and interests of colleagues and employees. Here she explains how this positively impacted her work as a leading administrator at Duke University and Johns Hopkins University.
 

Johnson, Kristina, A Portfolio Approach to Energy Solutions 2012-02-29 2914

A Portfolio Approach to Energy Solutions

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Former U.S. Undersecretary of Energy Dr. Kristina Johnson discusses how her current venture is seeking to solve energy challenges that she encountered during her time in government. There is no silver bullet for solving the world's energy problems, says Johnson, so she embraces a portfolio approach when it comes to developing solutions.
 

Johnson, Kristina, Energy Efficiency Versus Conservation 2012-02-29 2915

Energy Efficiency Versus Conservation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Dr. Kristina Johnson shares stories and examples illuminating how improvements in energy efficiency can sometimes inadvertently lead to increased consumption.
 

Johnson, Kristina, Energy Innovation Needs Patient Capital 2012-02-29 2916

Energy Innovation Needs Patient Capital

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Dr. Kristina Johnson believes effective long-term approaches for energy sector innovations require access to "patient" capital. Here the former U.S. undersecretary for energy explains why companies need to blend near-term investments to keep investors happy with long-term projects that support energy source migrations across the globe.
 

Johnson, Kristina, Don't Let Assumptions Hamper Relationships 2012-02-29 2917

Don't Let Assumptions Hamper Relationships

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Dr. Kristina Johnson shares topics outside engineering she wishes she spent more time studying in college, and offers a touching personal anecdote that explains how assumptions can be obstacles to forming relationships.
 

Johnson, Kristina, Everyone is Essential on Great Teams 2012-02-29 2918

Everyone is Essential on Great Teams

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Dr. Kristina Johnson discusses why all roles on a team are vital to success, whether "you're the star or you're carrying the water." She shares a story from her athletic career at Stanford to illustrate this point and also encourages young leaders to focus on improving their written and oral communication skills.
 

Johnson, Kristina, Advantages of All Sectors 2012-02-29 2919

Advantages of All Sectors

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Former U.S. Undersecretary for Energy Dr. Kristina Johnson articulates the advantages of various sectors to make impact on critical issues and to drive innovation. Interviewer Dr. Seelig, Tina also provides background on the Epicenter, the National Center for Engineering Pathways to Innovation, that seeks to bring entrepreneurship and innovation skills into undergraduate engineering education.
 

Kurtzig, Sandra L., Two Generations of Entrepreneurship [Entire Talk] 2012-03-07 2920

Two Generations of Entrepreneurship [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In this special lecture, mother and son serial entrepreneurs Sandra and Andy Kurtzig share smart reasons for starting companies that matter. Sandra Kurtzig outlines similarities and differences between her previous ventures and her current company, Kenandy. Andy Kurtzig discusses his company, JustAnswer, and key lessons for entrepreneurs.
 

Kurtzig, Sandra L., Starting Out at 23 2012-03-07 2921

Starting Out at 23

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Sandra Kurtzig shares the personal story of starting ASK Computer Systems at age 23. Kurtzig explains challenges she faced during this time, including limited startup funds, taking on IBM, and gaining business experience on the fly.
 

Kurtzig, Sandra L., No Need for Venture Funding 2012-03-07 2922

No Need for Venture Funding

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Sandra Kurtzig describes the unique way in which her first venture, ASK Computer Systems, gained early funding without taking venture capital. Kurtzig also articulates how the company was successful by being ahead of the market.
 

Kurtzig, Andy, Birth of a Business 2012-03-07 2923

Birth of a Business

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Andy Kurtzig talks about the birth of his current venture, JustAnswer. Kurtzig developed the idea for the paid question and answer platform when his wife, who was pregnant at the time, wanted on-demand answers to medical questions.
 

Kurtzig, Andy, Company Missions Matter 2012-03-07 2924

Company Missions Matter

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Andy Kurtzig explains why he was wrong when it comes to the importance of company missions. Here he explains what changed his mind on this issue, and how his company utilizes its mission when attracting talent and hiring.
 

Church, Jeff, The Wave of Social Entrepreneurship [Entire Talk] 2012-04-11 2933

The Wave of Social Entrepreneurship [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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Entrepreneur and successful executive Church, Jeff founded Nika Water to create a thriving social enterprise that supports clean water projects in impoverished countries. In this inspiring lecture, Church lays out his motivations for striking out on his own, the challenges of the global water crisis and the essential lessons aspiring entrepreneurs need to learn.
 

Church, Jeff, Shaped by Formative Experiences 2012-04-11 2934

Shaped by Formative Experiences

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Church, Jeff describes some of the formative, early-life experiences that would go on to encourage later interest in becoming an entrepreneur and social enterprise advocate.
 

Church, Jeff, Take the Shot 2012-04-11 2935

Take the Shot

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Nika Water Co-Founder Church, Jeff encourages individuals to fully embrace opportunity when it shows up at the door. To avoid regret later in life, people must take the shot to do something extraordinary, says Church.
 

Church, Jeff, Sharing Upside, Avoiding Dilution 2012-04-11 2936

Sharing Upside, Avoiding Dilution

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Experienced executive Church, Jeff warns young entrepreneurs to avoid unnecessary dilution when bringing team members in on new ventures. According to Church, there are ways to share upside without giving away too much.
 

Church, Jeff, Can Products Save the World? 2012-04-11 2937

Can Products Save the World?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Church, Jeff discusses whether social enterprises can sell products to affect change in the world. As the co-founder of social enterprise Nika Water, Church believes social entrepreneurs can only have lasting success if they start their enterprises as "nine parts business, one part cause."
 

Church, Jeff, Social Entrepreneurship is Growing 2012-04-11 2938

Social Entrepreneurship is Growing

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Nika Water Co-Founder Church, Jeff shares the factors causing the coming wave of social entrepreneurship, including young people, the Internet, celebrities and baby boomers.
 

Church, Jeff, Why Nika Water was Started 2012-04-11 2939

Why Nika Water was Started

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Social entrepreneur Church, Jeff tells the story of Nika Water's inception, which came about after his family's experiences working on water projects during a trip to Africa.
 

Church, Jeff, Conscious Consumerism 2012-04-11 2940

Conscious Consumerism

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Experienced executive and social entrepreneur Church, Jeff details four forces behind the growing interest in "conscious consumerism" and shares customer behavior data around cause-based products.
 

Church, Jeff, Lessons for Venture Starters 2012-04-11 2941

Lessons for Venture Starters

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Experienced executive Church, Jeff offers some lessons to keep in mind when launching commercial and social entrepreneurial ventures: 1) Don't quit early; 2) Find partners that balance you; and 3) Remember the rule of 2's.
 

Hurd, Gale Anne, Producing a Career from the Ground Up [Entire Talk] 2012-04-18 2942

Producing a Career from the Ground Up [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Acclaimed film and television producer Gale Anne Hurd knows what it takes to build a career from scratch in a tough industry. Hurd describes her path from entry-level roles in the entertainment industry to becoming a leader in the Hollywood community, based on taking chances, making yourself indispensable and staying committed to what you love.
 

Hurd, Gale Anne, Ready for the Big Question? 2012-04-18 2943

Ready for the Big Question?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

No matter what industry you choose to enter, are you ready to answer the big question: What do you ultimately want to do in this business? Acclaimed film and television producer Gale Anne Hurd relates being surprised by this question during her first interview with legendary filmmaker Roger Corman.
 

Hurd, Gale Anne, Pulling Through Challenging Roles 2012-04-18 2944

Pulling Through Challenging Roles

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Gale Anne Hurd discusses the challenges of taking on an important role early in her film career. Working as the one-person marketing department for legendary filmmaker Roger Corman, Hurd made many personal sacrifices while gaining valuable experience that led to her next opportunity.
 

Hurd, Gale Anne, Learn More by Starting at the Bottom 2012-04-18 2945

Learn More by Starting at the Bottom

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Acclaimed film and television producer Gale Anne Hurd tells the story of leaving a role in marketing to take an entry-level position on a film set. It was hard to watch peers in other industries succeeding during this period, says Hurd, but she values the decision she made to accept the challenge of starting over, making herself indispensible on set and earning the respect of her colleagues.
 

Hurd, Gale Anne, Partners and Mentors Play a Role in Success 2012-04-18 2946

Partners and Mentors Play a Role in Success

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Film and television producer Gale Anne Hurd shares how partners and mentors played a critical role in the making of her first film, The Terminator, with director Jim Cameron. Hurd also offers some secrets to building a successful career.
 

Hurd, Gale Anne, Opportunities in Content Creation 2012-04-18 2947

Opportunities in Content Creation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Producer Gale Anne Hurd explains why the entertainment industry is ripe with opportunity for creators of content. She also describes why Hollywood is now looking online to find fresh talent leveraging new, lower-cost technologies to tell their stories.
 

Hurd, Gale Anne, Content Piracy 2012-04-18 2948

Content Piracy

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Film and television producer Gale Anne Hurd offers a candid and direct response to an audience question regarding her feelings around online piracy and the illegal distribution of content.
 

Hwang, Rebeca, Small Acts and Big Impacts [Entire Talk] 2012-05-02 2949

Small Acts and Big Impacts [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

This special lecture offers insights from two leaders creating impact through entrepreneurship. Founder Samara-Rubio, Elizabeth explains how her company, StorWatts, aims to provide distributed energy storage to millions around the world, while YouNoodle entrepreneur Rebeca Hwang tells stories of her early field experiences which formed her passion for social entrepreneurship.
 

Samara-Rubio, Elizabeth, A Perspective for Life 2012-05-02 2950

A Perspective for Life

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

StorWatts Founder and CEO Samara-Rubio, Elizabeth shares an experience from childhood that forever altered her understanding of what it means to work with limited resources.
 

Hwang, Rebeca, Social Entrepreneurs and Self-Actualization 2012-05-02 2951

Social Entrepreneurs and Self-Actualization

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Based on Maslow's Hierarchy of Needs, entrepreneur Rebeca Hwang shares why she believes social entrepreneurs are aiming to achieve self-actualization by helping others gain basic happiness through meeting their basic survival needs.
 

Hwang, Rebeca, You Don't Know Everything 2012-05-02 2952

You Don't Know Everything

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Rebeca Hwang talks about her experiences at MIT, where she built products in the lab and then deployed them in the field to solve real world problems. Hwang also discusses why technologists don't know everything, and why spending time in the field is necessary to appreciate all the institutional factors in play.
 

Hwang, Rebeca, Making Good Decisions 2012-05-02 2953

Making Good Decisions

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneurs Samara-Rubio, Elizabeth and Rebeca Hwang each describe their considerations when making decisions. For Samara-Rubio this means knowing what you want and acting with purpose; for Hwang, it's about either narrowing or enlarging your number of possible opportunities.
 

Hwang, Rebeca, How Do You Assess Talent? 2012-05-02 2954

How Do You Assess Talent?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Samara-Rubio, Elizabeth and Rebeca Hwang, the founders of StorWatts and YouNoodle, respectively, share what they look for when assessing talent or prospective business partners. Having the ability to recover from adversity and possessing actual operating experience are particularly appealing characteristics to Samara-Rubio, while Hwang seeks partners with a value system that aligns with her own, and who possess complementary skill sets and a healthy obsession.
 

Murray, Brian, Changes in the Publishing Industry 2012-05-09 2955

Changes in the Publishing Industry

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

HarperCollins CEO and President Murray, Brian describes how the publishing industry landscape has fundamentally changed since he arrived at the company in the late 1990s.
 

Murray, Brian, When You Launch 12 Products a Day 2012-05-09 2956

When You Launch 12 Products a Day

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

HarperColliins CEO and President Murray, Brian shares some interesting statistics from his company's operations. As the world's third-largest English language publisher, the company must re-invent its revenue streams each year, says Murray, and contend with supplying content to new platforms while launching, on average, 12 new products per day.
 

Murray, Brian, Content Creators as the Brand 2012-05-09 2957

Content Creators as the Brand

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

According to Murray, Brian, CEO and president of HarperCollins, the publishing industry has traditionally functioned using a business-to-business model, eschewing direct relationships with consumers. In conversation with STVP Executive Director Seelig, Tina, Murray explains why his company puts its authors forward as the brand.
 

Murray, Brian, Publishers Act as Venture Capitalists 2012-05-09 2958

Publishers Act as Venture Capitalists

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Murray, Brian explains why publishing companies function much like venture capitalists, investing millions of dollars a year into developing new products in a culture business. Here the CEO and president of HarperCollins also articulates how the company leverages their understanding of the marketplace when placing bets on authors and projects.
 

Murray, Brian, Finding the Right Digital Ecosystem 2012-05-09 2959

Finding the Right Digital Ecosystem

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

HarperCollins CEO and President Murray, Brian talks about challenges and opportunities he sees on the horizon in the publishing industry. One of the primary issues, says Murray, is ensuring that the right digital ecosystem exists to continue to produce, market and sell books.
 

Murray, Brian, On Digital Rights Management 2012-05-09 2960

On Digital Rights Management

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

The issue of using digital rights management (DRM) technologies on content is a complicated one, says HarperCollins CEO and President Murray, Brian. Here he shares both the benefits and disadvantages of DRM, and describes tests being conducted to find a solution balancing a company's intellectual property rights with consumer desire to transfer files.
 

Murray, Brian, Partners as "Frenemies" 2012-05-09 2961

Partners as "Frenemies"

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

As a powerful distribution channel and a growing competitor in publishing, Amazon plays a disruptive role in the publishing industry. HarperCollins CEO and President Murray, Brian describes the "complicated relationship" publishers have with Amazon, who is a partner they work with and compete against. "The term 'frenemy' is a great term to capture what business is like today," says Murray, here in conversation with STVP Executive Director Seelig, Tina.
 

Murray, Brian, What Engineers Bring to the CEO Role 2012-05-09 2962

What Engineers Bring to the CEO Role

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In response to a question from STVP Executive Director Seelig, Tina, HarperCollins CEO Murray, Brian explains how his early engineering background continues to serve him as leader of a major publishing company. Murray believes engineers are solvers of complicated problems by training, and that, "a publishing company, any company, is one big, complex problem" needing to be solved.
 

Murray, Brian, A Story of Change and Opportunity [Entire Talk] 2012-05-09 2963

A Story of Change and Opportunity [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

HarperCollins President and CEO Murray, Brian discusses the shifting economics of publishing and how his company, which launches 12 new products per day, is working to succeed in this disruptive period. In conversation with STVP Executive Director Dr. Seelig, Tina, Murray also talks about issues of digital rights management, his company's willingness to explore new business models, and how HarperCollins manages relationships with other major players in the space.
 

Ek, Daniel, A Playlist for Entrepreneurs [Entire Talk] 2012-05-16 2964

A Playlist for Entrepreneurs [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Ek, Daniel, founder of digital music service, Spotify, is driven by a desire to solve interesting problems. In this fascinating lecture, moderated by KPCB's Chi-Hua Chien, Ek shares his thoughts on leadership, collaboration, and a laser-focus on building truly great products.
 

Ek, Daniel, Entrepreneurship as Problem-Solving 2012-05-16 2965

Entrepreneurship as Problem-Solving

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Spotify Co-Founder Ek, Daniel shares his very early experiences with entrepreneurship, which came about due to a need to solve problems. Ek also provides his definition of an entrepreneur, as "someone that has an itch for a problem, and is annoyed enough by that problem to seek a solution for it."
 

Ek, Daniel, Execution is 95 Percent 2012-05-16 2966

Execution is 95 Percent

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Ek, Daniel describes advantages and challenges in co-founding Spotify and in being a young entrepreneur. A focus on seeing the solution, mixed with a natural tenacity to execute on ideas, will see the right people through, says Ek, as "ideas are five percent, and execution is 95 percent."
 

Ek, Daniel, The Big, Hairy, Audacious Goal of Spotify 2012-05-16 2967

The Big, Hairy, Audacious Goal of Spotify

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Spotify Co-Founder Ek, Daniel explains the big goal behind Spotify, in response to a question from KPCB venture capitalist Chi-Hua Chien. Ek articulates Spotify's goal to create a social music service that was more attractive than piracy for consumers that also allowed the music industry to grow.
 

Ek, Daniel, Solving a World of Product Problems 2012-05-16 2968

Solving a World of Product Problems

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Spotify Co-Founder Ek, Daniel explains his approach to building products to solve problems, with KPCB venture capitalist Chi-Hua Chien. Ek credits his engineering background and the ability to test product iterations as key components in his approach. He also discusses the importance of streamlined user interfaces, the opportunity to leverage global platforms to reach audiences at scale, and being selective in addressing the right customer use cases.
 

Ek, Daniel, Leading Distributed Teams 2012-05-16 2969

Leading Distributed Teams

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Spotify Co-Founder Ek, Daniel shares how he manages to lead a growing company with a workforce distributed on multiple continents. "I don't think the physical experience can be replaced yet," says Ek, who admits to traveling extensively and sitting out in the open to encourage conversations in his company's offices. In conversation with KPCB venture capitalist Chi-Hua Chien, Ek also describes the virtual town hall meetings he conducts to maintain transparent communication.
 

Ek, Daniel, Don't Say Yes to Everything 2012-05-16 2970

Don't Say Yes to Everything

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Spotify Co-Founder Ek, Daniel examines some of the mistakes he has made as a serial entrepreneur. Chief among them, says Ek, is saying 'yes' to everything and trying to do too much at once, which never works out. Ek also articulates the dangers of waiting too long in hiring and firing team members within a quickly growing organization. Especially in a small company, "everyone needs to carry their weight, and more," says Ek.
 

Ek, Daniel, Opportunities in Sensors and Smart Devices 2012-05-16 2971

Opportunities in Sensors and Smart Devices

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In conversation with KPCB venture capitalist Chi-Hua Chien, Spotify Co-Founder Ek, Daniel offers his vision of the future, and shares some of technologies he sees as ripe for entrepreneurial opportunities in the coming years. Ek is particularly interested in the growing data that will be available as sensors become more common in smart products and devices.
 

Ek, Daniel, Product Innovations Can Reduce Piracy 2012-05-16 2972

Product Innovations Can Reduce Piracy

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

A few people will always pirate content, says Spotify Co-Founder Ek, Daniel, but the vast majority just want convenient access to digital content. Ek credits Spotify as bringing to market a legal and enjoyable alternative to pirating content, and he identifies other media industries that need to address this challenge.
 

Lashinsky, Adam, Secrets at Apple's Core [Entire Talk] 2012-05-23 2973

Secrets at Apple's Core [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Lashinsky, Adam, Fortune senior editor-at-large, shares an insider look at Apple, one of the world's most iconic and secretive companies. Based on his research into the technology giant's internal processes and approaches to leadership and building products, Lashinsky offers insights and surprises from his book, Inside Apple: How America's Most Admired--and Secretive--Company Really Works.
 

Lashinsky, Adam, Do You Need to be Steve Jobs? 2012-05-23 2974

Do You Need to be Steve Jobs?

Physical Description: 1 computer file(s) (mp4)

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Do you need to be and act like Steve Jobs to mirror the success the late co-founder created as the head of Apple? While the answer is no, says Fortune magazine Senior Editor Lashinsky, Adam, entrepreneurs should carefully examine how Jobs ran Apple and choose from the many applicable lessons that fly in the face of traditional business practice.
 

Lashinsky, Adam, When Steve Jobs Returned to Apple 2012-05-23 2975

When Steve Jobs Returned to Apple

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Fortune magazine Senior Editor Lashinsky, Adam explains the challenges faced by Apple when co-founder Steve Jobs returned to the company in 1997. With the company on the verge of insolvency, Lashinsky discusses what actions Jobs took to streamline the product line, fix supply chain operations, and unify the company's branding.
 

Lashinsky, Adam, Keeping Company Secrets 2012-05-23 2976

Keeping Company Secrets

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Based on his research into the inner workings of Apple, Fortune magazine Senior Editor Lashinsky, Adam describes the premium the company places on keeping secrets, even when it comes to internal communications and processes. According to Lashinsky, Apple's commitment to secrecy often includes employees only seeing finished products they worked on once the products are revealed to the general public.
 

Lashinsky, Adam, Every Detail Matters 2012-05-23 2977

Every Detail Matters

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Fortune magazine Senior Editor Lashinsky, Adam shares examples of how Apple, and late co-founder Steve Jobs, obsessed over the smallest product details.
 

Lashinsky, Adam, Insanely Great Integration 2012-05-23 2978

Insanely Great Integration

Physical Description: 1 computer file(s) (mp4)

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Part of Apple's success is due to the company's ability to integrate hardware and software, says Fortune magazine Senior Editor Lashinsky, Adam. Here the author of Inside Apple explains how the company wins by using a classic vertical integration model, saying 'no' to unnecessary features, and also excels at innovation by allowing product design to lead over engineering or financial concerns.
 

Lashinsky, Adam, Directly Responsible Individuals 2012-05-23 2979

Directly Responsible Individuals

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Fortune magazine Senior Editor Lashinsky, Adam describes how Apple maintains accountability in project development through the identification of a DRI: Directly Responsible Individual. Lashinsky also discusses other aspects of Apple's unique culture, including the lack of general managers and allowing teams to work in a start-up manner within the larger organization.
 

Lashinsky, Adam, Stay on Simple Messages 2012-05-23 2980

Stay on Simple Messages

Physical Description: 1 computer file(s) (mp4)

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Creating clear and compelling messaging is key to Apple's marketing approach, says Fortune magazine Senior Editor Lashinsky, Adam. Moreover, the company compounds success in this area by staying on a unified message. Lashinsky also shares an amusing example of how Apple reminds its employees to strive for simplicity.
 

Lashinsky, Adam, Leadership Questions for Apple 2012-05-23 2981

Leadership Questions for Apple

Physical Description: 1 computer file(s) (mp4)

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Fortune magazine Senior Editor Lashinsky, Adam describes the leadership challenge Apple now faces following the death of co-founder Steve Jobs. This is a major question facing the company, says Lashinsky, as "Today, Apple is not led by entrepreneurs." Lashinsky also outlines the backgrounds and experience of Apple's current upper management team.
 

Lashinsky, Adam, Doing the Best Work of Your Career 2012-05-23 2982

Doing the Best Work of Your Career

Physical Description: 1 computer file(s) (mp4)

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Apple is a culture of work; it's not a culture of play, says Inside Apple author Lashinsky, Adam. In response to a question comparing the cultures of Apple and Google, Lashinsky agrees the two are diametrically opposed, and that Apple sees little value in trying to "entertain its employees." While Apple is a demanding environment, says Lashinsky, many employees love the experience as they are given the opportunity to do the best work of their careers.
 

Houston, Drew, Finding Your Way as an Entrepreneur [Entire Talk] 2012-05-30 2983

Finding Your Way as an Entrepreneur [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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Co-Founder Houston, Drew shares personal moments from starting the cloud-based file storage service Dropbox. Houston touches on the importance of persevering through early challenges at a startup, selecting the right co-founder, and focusing on solving problems to maximize customer happiness.
 

Houston, Drew, It's Not About Checking Off Boxes 2012-05-30 2984

It's Not About Checking Off Boxes

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There's a bunch of different paths to success, says entrepreneur Houston, Drew. Here the co-founder of Dropbox explains why founding companies is not about "checking off boxes" from a list, and encourages entrepreneurs to embrace the fact that they won't have all the answers.
 

Houston, Drew, Motivated to Solve a Problem 2012-05-30 2985

Motivated to Solve a Problem

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Co-Founder Houston, Drew tells the origin story of Dropbox, his cloud-based online file storage company. Houston admits going after an idea in what was a crowded space, but explains the personal pain points that drove him to create the first version of his product.
 

Houston, Drew, How I Met My Co-Founder 2012-05-30 2986

How I Met My Co-Founder

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Dropbox CEO Houston, Drew describes how he met his co-founder, Arash Ferdowsi. After a visit to Silicon Valley, Houston and Ferdowsi were introduced and decided they would work together on the project. While it worked out great, says Houston, "It was kind of like getting married on the first date."
 

Houston, Drew, Learning Happens One Day at a Time 2012-05-30 2987

Learning Happens One Day at a Time

Physical Description: 1 computer file(s) (mp4)

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Dropbox Co-Founder Houston, Drew believes false mythologies about tech company founders do a disservice to aspiring entrepreneurs. While many people think all tech founders start with world conquering visions, says Houston, the reality is that founders learn one day at a time just like everyone else.
 

Houston, Drew, Distribution and Growing Your User Base 2012-05-30 2988

Distribution and Growing Your User Base

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According to Dropbox Co-Founder Houston, Drew, the need for product distribution strategies is often overlooked at startups. Here he shares some of the mistakes he made around this issue and some of the guerilla-style successes the company achieved to grow their user base.
 

Houston, Drew, Should You Worry About Competition? 2012-05-30 2989

Should You Worry About Competition?

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While it is important to consider the competition, says Dropbox Co-Founder Houston, Drew, time and energy are better spent on factors within your control. Houston asserts a strong internal focus is far more important than worrying about competition, because for startups, "suicide is a much more common cause of death than homicide."
 

Houston, Drew, Customer Requests and Engineering Trade-offs 2012-05-30 2990

Customer Requests and Engineering Trade-offs

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Dropbox Co-Founder Houston, Drew articulates why one of the biggest challenges his company faces is deciding the order in which to build features or fix problems. Houston shares insights from his company's experiences interacting with customer requests for changes, and the considerations that come into play when making decisions on these requests.
 

Wang, Ge, 1977-, A Startup in Harmony [Entire Talk] 2012-10-03 2999

A Startup in Harmony [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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Co-Founders Wang, Ge and Smith, Jeff share how their passion for music and technology discovered its full voice in the founding of Smule, whose applications seek to liberate the musician in everyone. Wang emphasizes how technology should enable human connection and reaction, and Smith shares insights on the mobile space and the importance of product focus.
 

Wang, Ge, 1977-, Opportunity Aligned with Interests 2012-10-03 3000

Opportunity Aligned with Interests

Physical Description: 1 computer file(s) (mp4)

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Smule Co-Founder Wang, Ge tells the origin story of his company, which seeks to connect the world through music and expression. Wang describes himself as an "accidental entrepreneur" who chose to start a company when he and his co-founder saw alignment between their research interests and emerging opportunities in the mobile space.
 

Wang, Ge, 1977-, When Technology Disappears and Creates Calm 2012-10-03 3001

When Technology Disappears and Creates Calm

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Smule Co-Founder Wang, Ge discusses how the most profound technologies eventually disappear into the background of daily life. Building on ideas of the late Mark Weiser, former chief scientist at Xerox PARC, Wang explains the importance of technology's ability to create calm.
 

Smith, Jeff, Scrutinize Decisions 2012-10-03 3002

Scrutinize Decisions

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Smith, Jeff, CEO and co-founder of Smule, explains how applying a venture capitalist's perspective to decision making is a discipline that allows you to see where ideas will likely fail.
 

Smith, Jeff, What is a Product? 2012-10-03 3003

What is a Product?

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Product is everything, says Smule Co-Founder and CEO Smith, Jeff. While his entrepreneurial experiences taught him the impact of sales and marketing, Smith still sees product as king. Smith also describes how marketing succeeds when it features use cases of the product experience that customers can share.
 

Smith, Jeff, Entering the Mobile Application Space 2012-10-03 3004

Entering the Mobile Application Space

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Smule CEO and Co-Founder Smith, Jeff describes his company's early market analysis and decision to enter the mobile application space. Smith touches on making intelligent bets on emerging platforms and the response from early investors.
 

Cabane, Olivia Fox, Build Your personal Charisma [Entire Talk] 2012-10-10 3005

Build Your personal Charisma [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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Debunking charisma as being purely innate or magical, Cabane, Olivia Fox reveals how specific behaviors of presence, power and warmth can help individuals to develop their personal charisma. The author of The Charisma Myth  also shares anecdotes and research that illustrate how elements of charisma are learned, interpreted and impact relationships.
 

Cabane, Olivia Fox, Presence Plays a Role 2012-10-10 3006

Presence Plays a Role

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Author Cabane, Olivia Fox describes how behaviors of presence play a crucial role in developing charisma. Fox Cabane explains how a lack of presence can be detrimental to a person's authenticity and she shares tips for maintaining presence in the moment.
 

Cabane, Olivia Fox, The Mental Side of Power 2012-10-10 3007

The Mental Side of Power

Physical Description: 1 computer file(s) (mp4)

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Cabane, Olivia Fox, author of The Charisma Myth, illustrates how self-confidence is easily undermined by the pervasive and pernicious "impostor syndrome." She also explains how the human mind's filtering processes prevent each of us from seeing a true representation of reality.
 

Cabane, Olivia Fox, How to Rewrite Reality 2012-10-10 3008

How to Rewrite Reality

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Author and leadership coach Cabane, Olivia Fox shares the challenges an individual faces when trying to create warmth and empathy as behaviors for building charisma. She also shares a valuable technique for restoring mental balance and focus through the power of cognitive reframing.
 

Yang, Geoff, Timing Matters [Entire Talk] 2012-10-17 3009

Timing Matters [Entire Talk]

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Venture capitalist Yang, Geoff challenges entrepreneurs to "think huge" and to complete the due diligence necessary to understand markets they plan to enter. Yang dispels myths about relationships between founders and investors and encourages new entrepreneurs to be thoughtful about taking on outside capital and engaging venture capitalists.
 

Yang, Geoff, Founder Myths 2012-10-17 3010

Founder Myths

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Venture capitalist Yang, Geoff dismantles some prevailing myths around startup founders, including starting a venture before developing an idea and skipping out on doing the "homework" of market and competitive analysis.
 

Yang, Geoff, No New Business Models Under the Sun 2012-10-17 3011

No New Business Models Under the Sun

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It's my belief that almost every model has been tried, says Yang, Geoff, founding partner at Redpoint Ventures. Yang encourages entrepreneurs and investors to look across industries, and throughout history, to find analogous models to understand how a new venture's approach might succeed or fail.
 

Yang, Geoff, See Patterns Where Others See Chaos 2012-10-17 3012

See Patterns Where Others See Chaos

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Venture capitalist Yang, Geoff explains how successful entrepreneurs and investors have the ability to recognize patterns among disparate events, technological advances and changes in society.
 

Yang, Geoff, Defining an Attractive Market 2012-10-17 3013

Defining an Attractive Market

Physical Description: 1 computer file(s) (mp4)

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Yang, Geoff, founding partner at Redpoint Ventures, lays out measures he uses to identify and define attractive markets to enter. These measures include finding opportunities that are standing in "the path of progress," or that will change the economics of a current solution.
 

Yang, Geoff, To VC or Not to VC 2012-10-17 3014

To VC or Not to VC

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Taking venture capital isn't for everybody, according to Yang, Geoff, a founding partner at Redpoint Ventures. While companies who take on venture capital gain resources, unbiased expertise, and access to valuable networks, says Yang, entrepreneurs must understand that in exchange for these resources they will be giving up some ownership and control.
 

Yang, Geoff, A Few Misconceptions 2012-10-17 3015

A Few Misconceptions

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Venture capitalist Yang, Geoff examines some misconceptions he frequently sees and hears around starting companies and working with venture capital. These misconceptions relate to customer feedback, hiring experience over talent, and power plays by investors that target original founders.
 

Yang, Geoff, Skills for Starting 2012-10-17 3016

Skills for Starting

Physical Description: 1 computer file(s) (mp4)

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In response to an audience question, venture capitalist Yang, Geoff explains the skills he values in entrepreneurs, particularly around technology startups. Yang describes the importance of getting the right mix between engineering knowledge and product knowledge that can serve as the voice of the customer within a venture.
 

Botha, R. F. (Roelof Frederik), 1932-, Impact: Stanford Entrepreneurship and Innovation [Entire Talk] 2012-10-24 3017

Impact: Stanford Entrepreneurship and Innovation [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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This special presentation features a panel of Stanford alumni reflecting on their personal entrepreneurial experiences at Stanford and in the vibrant Silicon Valley ecosystem. This conversation follows a presentation of remarkable results from the Stanford Innovation Survey, measuring the economic impact of Stanford alumni engaged in entrepreneurial activity.
 

Eesley, Charles, Stanford Innovation Study Findings 2012-10-24 3018

Stanford Innovation Study Findings

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Stanford Management Science & Engineering Assistant Professor Chuck Eesley shares impressive economic results and quantitative data collected from the Stanford Innovation Survey, which measured the economic impact of Stanford alumni engaged in entrepreneurial activity.
 

Botha, R. F. (Roelof Frederik), 1932-, Entrepreneurship is Not Synonymous With Founder 2012-10-24 3019

Entrepreneurship is Not Synonymous With Founder

Physical Description: 1 computer file(s) (mp4)

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Entrepreneurship is not synonymous with being a founder, says Roelof Botha, a partner at Sequoia Capital. Using examples from his colleagues at PayPal, Botha urges individuals with an entrepreneurial drive to join other small companies first to learn a lot and live out the entrepreneurial spirit before founding a company.
 

Botha, R. F. (Roelof Frederik), 1932-, Exporting the Stanford Ecosystem 2012-10-24 3020

Exporting the Stanford Ecosystem

Physical Description: 1 computer file(s) (mp4)

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Responding to a question from Heidi Roizen, Stanford alumni panelists describe the challenge of exporting aspects of Stanford's entrepreneurial ecosystem. Sequoia Capital's Roelof Botha expresses the need for patience in developing interplay between academia, finance and industry, as well as flexible legal and financial conditions. Kit Rodgers of Cryptography Research also articulates why a willingness to fail is a crucial attitude for developing a vibrant ecosystem.
 

Nag, Divya, Benefits of Multidisciplinary Exposure 2012-10-24 3021

Benefits of Multidisciplinary Exposure

Physical Description: 1 computer file(s) (mp4)

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Former Stanford students Divya Nag and Kit Rodgers shares examples of multidisciplinary approach and environments that benefit members of the Stanford community, which serve as a catalyst for innovation.
 

Garrity, Steve, What it Means to Learn Entrepreneurship 2012-10-24 3022

What it Means to Learn Entrepreneurship

Physical Description: 1 computer file(s) (mp4)

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Entrepreneurial former Stanford students Kit Rodgers, Steve Garrity and Divya Nag discuss whether entrepreneurship can be taught or learned, and whether entrepreneurial skills come from innate qualities within an individual. Concepts explored include exposure to conducive environments, being entrepreneurially-minded as a member of a team, and the importance of pattern recognition.
 

Lee, Jess, Path and Purpose of a First-TIme CEO [Entire Talk] 2012-11-07 3023

Path and Purpose of a First-TIme CEO [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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In this insightful conversation with investor Peter Fenton of Benchmark Capital, Polyvore CEO and co-founder Jess Lee talks about her personal and professional transition from working at a large organization to a becoming an entrepreneurial, first-time CEO. Fenton and Lee also examine the priorities of the CEO role, founder and investor relations, and creating the right team to build the product.
 

Wasserman, Noam, 1969-, The Founder's Dilemmas [Entire Talk] 2012-10-31 3024

The Founder's Dilemmas [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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Drawing on a decade of research and interviews with company founders, Harvard Business School Associate Professor Wasserman, Noam explores many of the momentous early decisions and pitfalls faced by entrepreneurs and investors. Wasserman outlines paths and options for founders, with an emphasis on the frequently challenging people issues that can inhibit startup success.
 

Wasserman, Noam, 1969-, Reasons for Failure in High-Potential Startups 2012-10-31 3025

Reasons for Failure in High-Potential Startups

Physical Description: 1 computer file(s) (mp4)

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Wasserman, Noam, of Harvard Business School, explains how he came to focus on trying to understand why high potential startups commonly fail. According to Wasserman, while a certain percentage of these ventures succumb to issues of product or market fit, the vast majority meet their end due to people problems.
 

Wasserman, Noam, 1969-, A Co-Founder Dilemma 2012-10-31 3026

A Co-Founder Dilemma

Physical Description: 1 computer file(s) (mp4)

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Harvard Business School Associate Professor Wasserman, Noam shares some of the key paths and subsequent dilemmas faced by startup founders. Highlighting insights and research collected is his book, The Founder's Dilemmas, Wasserman looks closely at the inherent pitfalls of how and where entrepreneurs select co-founding partners.
 

Wasserman, Noam, 1969-, Real Lessons in Equity Splits 2012-10-31 3027

Real Lessons in Equity Splits

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Wasserman, Noam, associate professor at Harvard Business School, discusses decisions around the timing and structure of co-founder equity splits. To illustrate the dynamics and uncertainties in play in these decisions, Wasserman contrasts real-world examples from Zipcar and Ockham Technologies.
 

Wasserman, Noam, 1969-, When Founders are Replaced 2012-10-31 3028

When Founders are Replaced

Physical Description: 1 computer file(s) (mp4)

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As a startup founder, "your success will breed your demise," says Harvard Associate Professor and author Wasserman, Noam. Here the author of The Founder's Dilemmas shares data and insights from his extensive research to explain when, and under what conditions, company founders are replaced.
 

Lee, Jess, Learn by Working in Large Organizations 2012-11-07 3029

Learn by Working in Large Organizations

Physical Description: 1 computer file(s) (mp4)

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In making career decisions, Polyvore CEO Jess Lee cites advice she received from Mayer, Marissa, "Always choose the path that is most challenging." In this conversation with Peter Fenton of Benchmark Capital, Lee discusses the benefits and challenges of working inside a large organization and the value of learning from mentors.
 

Lee, Jess, Earning the CEO Role 2012-11-07 3030

Earning the CEO Role

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Polyvore CEO & Co-Founder Jess Lee describes how the organic growth of the company made for her natural transition in the CEO role, as it became "less about building the product and more about building the team that builds the product." With Benchmark Capital's Peter Fenton, Lee discusses CEO ambition, control issues, and unexpected aspects of the CEO role.
 

Lee, Jess, Learning as a Leader 2012-11-07 3031

Learning as a Leader

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Responding to a question from Peter Fenton of Benchmark Capital, Polyvore CEO & Co-Founder Jess Lee shares some of the mistakes that she learned from in leading an organization, including not talking to enough fellow entrepreneurs and waiting too long to rectify hiring mistakes.
 

Lee, Jess, Community Approach to Social Commerce 2012-11-07 3032

Community Approach to Social Commerce

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Polyvore CEO and Co-Founder Jess Lee lays out her company's approach of using technology to empower communities and track trends to improve the product experience of social commerce.
 

Lee, Jess, Ways to Resolve Leadership Conflicts 2012-11-07 3033

Ways to Resolve Leadership Conflicts

Physical Description: 1 computer file(s) (mp4)

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Polyvore CEO Jess Lee and Benchmark Capital's Peter Fenton talk about resolving differences and conflicts between founders, executives and directors. Lee explains differences of opinion can be solved through testing competing approaches to problems and Fenton encourages helping executives work toward finding interlocking objectives that allow teams to raise their focus to a higher, shared purpose.
 

Lee, Jess, The Danger of Inaction 2012-11-07 3034

The Danger of Inaction

Physical Description: 1 computer file(s) (mp4)

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CEOs that freeze in decision making quickly cause politics in their teams, says venture capitalist Peter Fenton. Here Fenton talks with Polyvore CEO Jess Lee about the need for leaders to make timely decisions to provide necessary direction and the dangers of CEO inaction.
 

Gates, Melinda, 1964-, Pursue Passions with a Vengeance [Entire Talk] 2012-11-14 3035

Pursue Passions with a Vengeance [Entire Talk]

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Through stories of creating meaningful impact around the world, Gates, Melinda explains how the Gates Foundation seeks to solve global challenges through innovation in the areas of health and education. Gates also shares life experiences and insights gained on working with others, pursuing life passions, and being committed to volunteerism.
 

Gates, Melinda, 1964-, Puzzles and Challenges 2012-11-14 3036

Puzzles and Challenges

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Gates, Melinda shares a personal anecdote of doing puzzles with her husband, Bill, and how this activity serves as a metaphor for tackling hard problems, pushing through frustration, and learning to appreciate differing perspectives.
 

Gates, Melinda, 1964-, Creating Markets to Solve Problems 2012-11-14 3037

Creating Markets to Solve Problems

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Gates Foundation Co-Chair Gates, Melinda describes how her organization helped in developing an innovative way to create new vaccine markets to combat childhood deaths in the developing world. Gates explains how the road to finding a solution begins by examining and taking apart established problems and systems.
 

Gates, Melinda, 1964-, A Learning Journey 2012-11-14 3038

A Learning Journey

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Gates, Melinda, co-chair of the Bill & Gates, Melinda Foundation, tells the story of her learning journey to understand why so many women around the world cannot gain access to contraception. Gates discusses understanding the needs of women in the developing world and addressing the cultural and fundraising hurdles to supporting this effort.
 

Gates, Melinda, 1964-, Making Change Through Cultural Lines 2012-11-14 3039

Making Change Through Cultural Lines

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Using a illustrative example from her experiences in Niger, Gates, Melinda talks about developing approaches to increasing contraception access and use, by tapping into the cultural realities and interactions between groups of men and women.
 

Gates, Melinda, 1964-, Get Involved Now 2012-11-14 3040

Get Involved Now

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Gates, Melinda urges people to get involved in making change by learning about something you are passionate about and taking full advantage of the numerous places to connect on the web.
 

Siegel, Sue, A Healthy Respect for Innovation [Entire Talk] 2012-11-28 3041

A Healthy Respect for Innovation [Entire Talk]

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Siegel, Sue, CEO of GE's healthymagination unit, offers sound advice from her experiences commercializing new technologies and innovations in the fields of biomedicine and healthcare. Siegel also explains how innovation is created in organizations of all sizes, how values impact the quality of team performance, and ways for evaluating career decisions.
 

Siegel, Sue, Evaluating Career Decisions 2012-11-28 3042

Evaluating Career Decisions

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GE healthmagination CEO Siegel, Sue offers advice and tools for comparing and contrasting job opportunities, including a methodology for understanding what aspects of a new job are truly valuable.
 

Siegel, Sue, The Soft Skills Matter 2012-11-28 3043

The Soft Skills Matter

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The skills that matter most when you move up in an organization are not actually taught in schools, says GE healthmagination CEO Siegel, Sue. Here Siegel describes why the soft skills of working with and sharing credit with others, and being able to express empathy, are critical to personal and professional success.
 

Siegel, Sue, Ways of Working 2012-11-28 3044

Ways of Working

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Siegel, Sue, CEO of GE healthymagination, offers a thoughtful list of values for properly setting team expectations and interactions. While these ideas may seem obvious at first glance, says Siegel, a commitment to these values imbues teams with the cohesiveness and integrity needed to build a high-quality culture.
 

Siegel, Sue, Attitude and Approach to Innovation 2012-11-28 3045

Attitude and Approach to Innovation

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GE healthymagination CEO Siegel, Sue explains why attitude and behavior are important to affect change in organizations. Siegel also says you can create room for innovative work in an organization by starting new things that the company is currently not doing.
 

Siegel, Sue, Uncertainty and Accountability 2012-11-28 3046

Uncertainty and Accountability

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Siegel, Sue, CEO of GE healthymagination, discusses balancing uncertainty with accountability in startups and large organizations. If unable to discover an answer, says Siegel, she will force one or eventually decide to move on from an organization.
 

Wuh, Hank C.K., Disruptive Innovation Can Happen Anywhere [Entire Talk] 2013-01-16 3055

Disruptive Innovation Can Happen Anywhere [Entire Talk]

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Surgeon, inventor and entrepreneur Dr. Wuh, Hank shares examples of how his firm, Skai Ventures, based in Hawaii, takes a hands-on approach to launching high-growth businesses. Wuh explores the challenges of identifying disruptive innovations that are commercially viable and building profitable companies that aim to do good in the world.
 

Wuh, Hank C.K., Bitten by the Bug 2013-01-16 3056

Bitten by the Bug

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Surgeon and Skai Ventures Founder Dr. Wuh, Hank describes how he was bitten by the entrepreneurial bug while completing his medical training at Stanford. Wuh explains he became interested in business and commercialization by identifying problems that needed to be solved in the operating room.
 

Wuh, Hank C.K., Not Everyone is Built to be an Entrepreneur 2013-01-16 3057

Not Everyone is Built to be an Entrepreneur

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Skai Ventures Founder Dr. Wuh, Hank explains why not everyone is built to be an entrepreneur, and compares the challenging mental game of being an entrepreneur to the hard work and dedication of an athlete.
 

Wuh, Hank C.K., What Interns Learn on the Job 2013-01-16 3058

What Interns Learn on the Job

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Dr. Wuh, Hank discusses how his firm, Skai Ventures, works with interns to plug them into projects of interest, while also helping them build solid presentation skills that will be valuable throughout their careers.
 

McCormick, Steven, Drive Change Through Entrepreneurship [Entire Talk] 2013-01-23 3059

Drive Change Through Entrepreneurship [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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McCormick, Steven, president of the Gordon and Betty Moore Foundation, discusses the value and continued need of an entrepreneurial approach in the philanthropic sector. McCormick also shares lessons learned on staying obsessively focused on outcomes, the critical need to measure success, and how to create change by being a 'positive deviant' inside organizations.
 

McCormick, Steven, Focus on Outcomes, Not Activity 2013-01-23 3060

Focus on Outcomes, Not Activity

Physical Description: 1 computer file(s) (mp4)

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One of greatest organizational challenges in the nonprofit sector is knowing how well you are doing, says Moore Foundation President McCormick, Steven. In a space with fewer precise metrics for measuring effectiveness, says McCormick, organizations must avoid following into the trap of thinking of success in terms of tactics and activities, rather than outcomes.
 

McCormick, Steven, Challenges in a Culture of Consensus 2013-01-23 3061

Challenges in a Culture of Consensus

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Moore Foundation President McCormick, Steven discusses the prevalence of a "culture of consensus" inside nonprofit organizations. In this type of culture, employees committed to the mission may feel entitled to touch all decisions and, subsequently, if they disagree with a decision, may also feel a false sense of entitlement to not align with the decision.
 

McCormick, Steven, Philanthropy Needs Entrepreneurial Zeal 2013-01-23 3062

Philanthropy Needs Entrepreneurial Zeal

Physical Description: 1 computer file(s) (mp4)

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Moore Foundation President McCormick, Steven explains how an influx of entrepreneurial thinking could empower the philanthropic sector to become one of the largest drivers of social change. Advancing the entrepreneurially inspired approach to philanthropy espoused by Gordon Moore, McCormick encourages those with entrepreneurial mindsets to come to work in philanthropy.
 

McCormick, Steven, No Incentive to Change 2013-01-23 3063

No Incentive to Change

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Scope and Content Note

Nonprofits frequently do not have the external drivers necessary to cause required change, says Moore Foundation President McCormick, Steven. Sharing a story from a colleague, McCormick illustrates how organizations differ when driven by internal versus external concerns.
 

McCormick, Steven, Measuring the Wrong Thing 2013-01-23 3064

Measuring the Wrong Thing

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If a nonprofit puts the emphasis on what is solely measurable, it can inadvertently cause the organization to do things that are not part of their mission, says McCormick, Steven, president of the Moore Foundation. Here McCormick shares a sobering example of when an institution measures by the wrong metric.
 

McCormick, Steven, Danger of Chasing the Money 2013-01-23 3065

Danger of Chasing the Money

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Moore Foundation President McCormick, Steven explains how the unrelenting pressure to accept funding can cause an organization to lose operational focus on pursuing their mission. Using an example from earlier in his career at The Nature Conservancy, McCormick describes how this slippery slope can also inadvertently exacerbate funding issues.
 

McCormick, Steven, Be the Positive Deviant 2013-01-23 3066

Be the Positive Deviant

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Scope and Content Note

McCormick, Steven, president of the Moore Foundation, believes an entrepreneur is an entrepreneur no matter what sector they are in. However, having seen so many people leave nonprofit organizations to become social entrepreneurs, McCormick encourages those considering this move to instead try to become a "positive deviant" for change inside their current organization.
 

Lilly, John, White Space is Everywhere [Entire Talk] 2013-01-30 3067

White Space is Everywhere [Entire Talk]

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Entrepreneur and investor Lilly, John makes a sound pitch for why this moment in time is full of promise for passionate entrepreneurs willing to charge into the current white space of opportunity. Lilly also explains the idiosyncratic nature of investors and the goal of creating large, durable companies with the capacity to change the world.
 

Lilly, John, Three Rules for Entrepreneurs 2013-01-30 3068

Three Rules for Entrepreneurs

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Venture capitalist Lilly, John expresses three rules for entrepreneurs to consider: make things for as long as you can, find a tribe of people you really want to collaborate with, and do work that makes your soul sing.
 

Lilly, John, Joining the Software Revolution 2013-01-30 3069

Joining the Software Revolution

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Investor and entrepreneur Lilly, John shares how he became interested in human computer interaction at Stanford, and the moment he was inspired by the thoughts of entrepreneur Kapor, Mitch, who championed software design to make us fundamentally more human in our interactions with technology.
 

Lilly, John, An Amazing Act of Leadership 2013-01-30 3070

An Amazing Act of Leadership

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Scope and Content Note

Venture capitalist Lilly, John reflects on his time at Apple during trying economic times and shares a story of bold leadership by the late Steve Jobs.
 

Lilly, John, Best Accident of My Career 2013-01-30 3071

Best Accident of My Career

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Venture capitalist Lilly, John shares how he was drawn to the role of leading Mozilla, the organization behind the Firefox browser. Rather than seeking to dominate the market, Lilly explains why he and the organization were driven to create a more competitive market. He also shares the moment when he knew he had to join the effort.
 

Lilly, John, Realities of Consumer Internet at Scale 2013-01-30 3072

Realities of Consumer Internet at Scale

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Venture capitalist Lilly, John articulates the realities of having success at scale in the consumer Internet space. He shares illuminating facts on the frequency of success, and the secret sauce of companies that leverage network effects and distribution advantages. Lilly also offers a valuable explanation of the difference between product "virality" and word-of-mouth buzz.
 

Lilly, John, What Will You Create in White Space? 2013-01-30 3073

What Will You Create in White Space?

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Believing that we are exiting the "dark ages of computing," investor and entrepreneur Lilly, John issues a challenge to technology entrepreneurs in this era of chaos: What will you create in the white space of opportunity that lies ahead?
 

Lilly, John, Context Switching is Not Easy 2013-01-30 3074

Context Switching is Not Easy

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Scope and Content Note

Venture capitalist Lilly, John discusses managing the daily challenge of context switching between activities, including the attempt to "live out of your outbox rather than your inbox," while still remaining responsive to those who need your help.
 

Lilly, John, The Virtue of Hard Situations 2013-01-30 3075

The Virtue of Hard Situations

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

On finding team members to work with, investor Lilly, John paraphrases Warren Buffet: "You look for three qualities: integrity, intelligence, and energy. And if they don't have the first, the other two will kill you." Lilly also expresses the importance of placing yourself in hard situations that allow you to learn.
 

Draper, Tim, Calling All Entrepreneurial Heroes [Entire Talk] 2013-02-06 3076

Calling All Entrepreneurial Heroes [Entire Talk]

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In this lively presentation, Draper, Tim, managing director of Draper Fisher Jurvetson, shares his global experiences funding entrepreneurial heroes who "break down walls." Draper shares attributes that support viable entrepreneurial environments, and encourages aspiring entrepreneurs to attack established monopolies and to never fear making mistakes.
 

Draper, Tim, Gaining Global Perspective 2013-02-06 3077

Gaining Global Perspective

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DFJ Managing Director Draper, Tim talks about how his firm first began to see new opportunities across the globe, based on the interconnectedness of people in an ever shrinking world.
 

Draper, Tim, Entrepreneurial Commitment 2013-02-06 3078

Entrepreneurial Commitment

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Draper, Tim, managing director of DFJ, shares a story of an entrepreneur's committed mindset to making things happen, even when it means breaking the product to do it.
 

Draper, Tim, An Open Field in China 2013-02-06 3079

An Open Field in China

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Scope and Content Note

DFJ Managing Director Draper, Tim relates his first forays as an investor in China, including how early opportunity recognition led his firm to a series of successful deals.
 

Draper, Tim, When Business is Illegal 2013-02-06 3080

When Business is Illegal

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Scope and Content Note

Draper, Tim, managing director of DFJ, recalls the experience of traveling in Russia, and learning about the generational challenges to that country's willingness to embrace entrepreneurship.
 

Draper, Tim, Break Down Walls 2013-02-06 3081

Break Down Walls

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Scope and Content Note

Draper, Tim, managing director of DFJ, explains his passion for backing heroic entrepreneurs who "break down walls." Draper also encourages entrepreneurs to look for opportunities to take on established monopolies.
 

Draper, Tim, The World Needs More Mistakes 2013-02-06 3082

The World Needs More Mistakes

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I think the world needs more mistakes, says Draper, Tim, managing director of DFJ. According to Draper, the current education system too generously rewards perfection and not making mistakes, which runs counter to creating a society full of world-changing entrepreneurs.
 

Padnos, Cindy, An Enterprising Approach to Investment [Entire Talk] 2013-02-13 3083

An Enterprising Approach to Investment [Entire Talk]

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Illuminate Ventures Founder Padnos, Cindy talks candidly with Stanford Consulting Professor Tom Kosnik about the value of leveraging advisor relationships, the sometimes surprising responsibilities of a CEO, and the fundamental differences between the roles of entrepreneur and venture capitalist.
 

Padnos, Cindy, Creating Something New 2013-02-13 3084

Creating Something New

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Investor Padnos, Cindy explains why she chose to found Illuminate Ventures in 2009, based on trends she saw in how business processes were being altered due to major shifts in technology. "I am still an entrepreneur at heart," says Padnos, "and when you see an opportunity, you take advantage of it and create something new."
 

Padnos, Cindy, Investing in Yourself 2013-02-13 3085

Investing in Yourself

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Investor Padnos, Cindy describes the ways in which she built the trust of investment partners when she founded Illuminate Ventures. In conversation with Stanford Consulting Professor Tom Kosnik, Padnos explains how she initially utilized her own funding as a proof of concept on her ability to achieve returns and solid exits.
 

Padnos, Cindy, The Relationship Element 2013-02-13 3086

The Relationship Element

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Illuminate Ventures Managing Partner Padnos, Cindy shares how relationship formation and development plays a critical, and cyclical, role in the work of entrepreneurs and investors. In conversation with Stanford Consulting Professor Tom Kosnik, Padnos also explains why it is more difficult to raise money for a venture firm than it is for a startup.
 

Padnos, Cindy, Preparing for What's Next 2013-02-13 3087

Preparing for What's Next

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We won't predict where the future is, the entrepreneurs will, says Padnos, Cindy, founder and managing partner of Illuminate Ventures. Here Padnos deconstructs how her firm identifies new opportunities by leveraging advisor relationships and completing due diligence on new spaces.
 

Padnos, Cindy, Women in Tech Entrepreneurship 2013-02-13 3088

Women in Tech Entrepreneurship

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Entrepreneur and investor Padnos, Cindy reveals the unique advantages and disadvantages of being female in the world of Silicon Valley. Padnos also articulates the need to develop larger groups of women connected through an affinity for technology entrepreneurship.
 

Padnos, Cindy, Invest in What You Know 2013-02-13 3089

Invest in What You Know

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Enterprise business buyers fundamentally demand choice, says Padnos, Cindy, managing partner of Illuminate Ventures. According to Padnos, this insight, along with thorough data, support her firm's passion for focusing on investments in enterprise software and cloud computing, instead of in the consumer internet space.
 

Cohen, Stephen, The Path to Palantir [Entire Talk] 2013-02-20 3090

The Path to Palantir [Entire Talk]

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Cohen, Stephen reflects on his journey from Stanford computer science student to co-founding and building Palantir Technologies. Cohen extolls the joys of hacking projects in school, shares thoughts on the future relationship between man and machine, and shares stories from the colorful early history of Palantir.
 

Cohen, Stephen, The Joy of Hacking Products 2013-02-20 3091

The Joy of Hacking Products

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Palantir Co-Founder Cohen, Stephen shares the experiential learning approach he adopted during his time at Stanford, which included a heavy dose of hacking products. Cohen also describes how market realities can shape the promise of even the best ideas.
 

Cohen, Stephen, Brilliant People are Not Enough 2013-02-20 3092

Brilliant People are Not Enough

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I don't think a people first strategy in isolation ever really works, contends Cohen, Stephen, co-founder of Palantir Technologies. Cohen explains why just seeking out brilliant people is not enough, and why entrepreneurs need to surround themselves with passionate individuals who know how to get things done.
 

Cohen, Stephen, The Relationship of Man and Machine 2013-02-20 3093

The Relationship of Man and Machine

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There are lots that computers cannot do, says Cohen, Stephen, co-founder of Palantir Technologies. According to Cohen, when computer scientists appreciate the importance of this idea, it opens up a series of fascinating questions and challenges around the future relationship between man and machine.
 

Cohen, Stephen, Qualitative in Contrast to Quantitative 2013-02-20 3094

Qualitative in Contrast to Quantitative

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Palantir Co-Founder Cohen, Stephen articulates how to approach a deeper understanding between knowledge and data that is quantitative versus qualitative in nature. Recognizing the depth and subtlety of the qualitative domain, in contrast to what is precisely definable, says Cohen, provides scientists and entrepreneurs with a new and valuable perspective on solving problems.
 

Berkenstock, Dan, Launching into Uncharted Space [Entire Talk] 2013-02-27 3095

Launching into Uncharted Space [Entire Talk]

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The co-founders of Skybox Imaging, Berkenstock, Dan, Mann, Julian, Fenwick, John and Hu, Ching-Yu, realized early on they had one thing in common: they don't take no for an answer. Here the team of Stanford alumni explain their passion to disrupt the satellite imaging industry and share engaging tales of launching their unique venture.
 

Berkenstock, Dan, The Excitement of Early Days 2013-02-27 3096

The Excitement of Early Days

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Co-Founder Berkenstock, Dan describes the intoxicating early days of incorporating Skybox Imaging after finishing a technology venture formation course at Stanford. Berkenstock relates the maddening pace of making pitches and working to meet possible investors, before eventually securing initial funding.
 

Mann, Julian, Hiring Your Friends 2013-02-27 3097

Hiring Your Friends

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Skybox Imaging Co-Founder Mann, Julian explains why hiring friends is sometimes a good idea, especially when you need to hire fast and are looking for people you trust.
 

Mann, Julian, Don't Kill Your Team 2013-02-27 3098

Don't Kill Your Team

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Using an illuminating anecdote from Skybox Imaging's early days, Co-Founder Mann, Julian urges entrepreneurs to balance the demands of improving the product with the need to care for your employees and team.
 

Mann, Julian, Maintain Pursuit of the Simple Idea 2013-02-27 3099

Maintain Pursuit of the Simple Idea

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Skybox Imaging Co-Founder Mann, Julian warns entrepreneurs to stay focused on their passion to pursue a simple idea, and to not get overly caught up in the complexities of the business when you explain what the organization is trying to achieve.
 

Fenwick, John, Real Data Makes Things Happen 2013-02-27 3100

Real Data Makes Things Happen

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Co-Founder Fenwick, John tells the amusing story of how the Skybox Imaging founding team learned real data and prototypes were necessities to win over early investors and to collect feedback from prospective customers - even if it meant drilling a hole in jet.
 

Hu, Ching-Yu, Challenge of Scaling Culture 2013-02-27 3101

Challenge of Scaling Culture

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Skybox Imaging Co-Founder Hu, Ching-Yu eloquently talks about the challenges of trying to scale culture in a growing organization. Hu also touches on how the company aims to bring a Silicon Valley, agile approach to satellite development that differs from traditional aerospace companies.
 

Berkenstock, Dan, What Do You Want Your Life to Be? 2013-02-27 3102

What Do You Want Your Life to Be?

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If you want to start a company, really think about what you want your life to be like for the next five years, says Berkenstock, Dan, co-founder of Skybox Imaging. According to Berkenstock, and fellow co-founder Mann, Julian, this means thoughtfully considering how big an opportunity you are willing to pursue and how much control you are willing to share.
 

O'Reilly, Tim, Create More Value Than You Capture [Entire Talk] 2013-03-06 3103

Create More Value Than You Capture [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Sharing inspirations from both innovative companies and works of art, entrepreneur and technology sage O'Reilly, Tim weaves together a series of thoughtful lessons for startups. From rethinking workflows and experiences to the valuable role of idealism in business, O'Reilly makes the case for entrepreneurs to work on the hard problems that matter.
 

O'Reilly, Tim, Do Less 2013-03-06 3104

Do Less

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Entrepreneur O'Reilly, Tim illustrates how a focus on doing less can be a major strength for entrepreneurs. Using products and software examples from Square, O'Reilly also explains why society is just beginning to come to grips with the possibilities of integrating software and hardware design into improving human interactions.
 

O'Reilly, Tim, Rethink Experiences 2013-03-06 3105

Rethink Experiences

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Scope and Content Note

O'Reilly, Tim, founder of O'Reilly Media, asks entrepreneurs to spend time re-thinking the kinds of experiences and workflows they create for customers. According to O'Reilly, this frees organizations to use automation to empower, rather than minimize, employees.
 

O'Reilly, Tim, Humans, Machines and Data 2013-03-06 3106

Humans, Machines and Data

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Scope and Content Note

Entrepreneur and technology sage O'Reilly, Tim uses examples from Google's autonomous car project to highlight the developing changes and interactions in the relationship between humans, machines and data.
 

O'Reilly, Tim, Close the Loop 2013-03-06 3107

Close the Loop

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Entrepreneur and early-stage investor O'Reilly, Tim articulates the value of building products and services that bring delight to users by "closing the loop." O'Reilly also discusses the question of how online reputation systems may change and disrupt traditional systems of regulation and approval.
 

O'Reilly, Tim, Obligation to Create Value 2013-03-06 3108

Obligation to Create Value

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Scope and Content Note

Based on the principle of "creating more value than you capture," entrepreneur O'Reilly, Tim shares why he thinks starting businesses should not be about an obsession on a rewarding exit, but about creating real value for users and customers. O'Reilly uses examples from technology, works of art, and the current economic climate to support his perspective.
 

O'Reilly, Tim, Idealism Makes the Best Marketing 2013-03-06 3109

Idealism Makes the Best Marketing

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People love to be challenged with idealism, says O'Reilly, Tim. Here the founder of O'Reilly Media uses examples from his own business that show how idealism and cause advocacy can actually be some of the most effective marketing efforts.
 

O'Reilly, Tim, Open-Source Considerations 2013-03-06 3110

Open-Source Considerations

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Scope and Content Note

Entrepreneur O'Reilly, Tim cautions entrepreneurs to carefully think through adopting an open-source-based business model, as new platforms and current services have changed the viability of this option.
 

O'Reilly, Tim, Transforming Customers and Businesses 2013-03-06 3111

Transforming Customers and Businesses

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Scope and Content Note

Publisher and entrepreneur O'Reilly, Tim offers insights and inspirations that have influenced the successful growth of his business. O'Reilly also challenges companies to think in terms of the kinds of transformations and results they can help customers achieve.
 

O'Reilly, Tim, Products Start as Maker Movements 2013-03-06 3112

Products Start as Maker Movements

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Every new technology starts with a maker movement, says O'Reilly, Tim, founder and CEO of O'Reilly Media. The "maker movement" is actually a stage of the industry, says O'Reilly, and that people only forget this once innovations and technologies move into the mainstream.
 

Taleb, Nassim, 1960-, How Things Gain from Disorder [Entire Talk] 2013-04-10 3121

How Things Gain from Disorder [Entire Talk]

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Based on his continuing exploration of the decision making process under opaque circumstances, Taleb, Nassim, author of The Black Swan and Antifragile: Things That Gain from Disorder, shares how the benefits of random conditions can be successfully harvested to help navigate a world we do not fully understand.
 

Taleb, Nassim, 1960-, The True Nature of Fragile Systems 2013-04-10 3122

The True Nature of Fragile Systems

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Using the example of a teacup in an earthquake, researcher Taleb, Nassim explains the definition and desired state of fragile systems. Taleb articulates why the opposite of fragile is not sturdy or robust, but, in fact, is a concept he refers to as antifragile.
 

Taleb, Nassim, 1960-, Trial With Small Error 2013-04-10 3123

Trial With Small Error

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Author and researcher Taleb, Nassim describes why capturing luck through diligent trial and small errors is the actual basis of human innovation, rather than the collective knowledge of experts. According to Taleb, convexity matters much more than knowledge, when you are faced with randomness and uncertainty.
 

Taleb, Nassim, 1960-, Dangers of Protecting the Status Quo 2013-04-10 3124

Dangers of Protecting the Status Quo

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Researcher and author Taleb, Nassim shares his thoughts on how U.S. monetary policy prevents the necessary demise of fragile systems, which endangers future stability and unfairly rewards risky behavior.
 

Taleb, Nassim, 1960-, Skin in the Game 2013-04-10 3125

Skin in the Game

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Blending his views on modern day investment risks with effective risk management techniques from earlier in history, author Taleb, Nassim explains the value and moral purpose of requiring all investors to have "skin in the game."
 

Lam, Monica S., Mobile Can Disrupt Social [Entire Talk] 2013-04-17 3126

Mobile Can Disrupt Social [Entire Talk]

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MobiSocial Founder and Stanford Computer Science Professor Lam, Monica offers a compelling case for why mobile can disrupt the social space to create genuine and frictionless experiences. Lam discusses the importance of cross-platform capability and the high potential for open, non-proprietary systems for communication.
 

Lam, Monica S., The Problem with Social as We Know It 2013-04-17 3127

The Problem with Social as We Know It

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Scope and Content Note

Entrepreneur and Stanford Professor Lam, Monica challenges the current structure and design of "social networks." Lam describes why dependence on popular, but centralized services leaves a lot to be desired in comparison to distributed computing systems which would allow greater control over how personal data is stored and shared.
 

Lam, Monica S., Balancing Privacy and Experience 2013-04-17 3128

Balancing Privacy and Experience

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Scope and Content Note

MobiSocial Founder Lam, Monica explains the importance of focusing on interoperability and user experience in the development of social networks.
 

Lam, Monica S., Open Social Mobile Framework 2013-04-17 3129

Open Social Mobile Framework

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Scope and Content Note

Entrepreneur and Stanford Professor details her approach to creating and open social mobile framework to improve user interaction in the creation of "genuine" social networks.
 

Lam, Monica S., As Frictionless as Possible 2013-04-17 3130

As Frictionless as Possible

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Scope and Content Note

Stanford Computer Science Professor Lam, Monica describes her focus on eliminating friction in social computing interactions. Lam also discusses why collaboration in the social setting is even harder to get right than in the enterprise space.
 

Lam, Monica S., Commercializing Cutting-Edge Research 2013-04-17 3131

Commercializing Cutting-Edge Research

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Entrepreneur and Stanford Professor Lam, Monica answers a question on the challenges of commercializing research coming out of universities. According to Lam, when focusing on larger trends in computing, the fruits of disruptive research frequently require longer windows for uptake by industry and consumers.
 

Kothari, Akshay, What You Learn by Doing [Entire Talk] 2013-04-24 3132

What You Learn by Doing [Entire Talk]

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Scope and Content Note

Pulse Co-Founders Kothari, Akshay and Gupta, Ankit were curious Stanford graduate students always interested in taking on side projects to learn something new. In this light-hearted and insightful lecture, Kothari and Gupta discuss their experiences integrating what they learned into developing an elegant product, which eventually led to their startup's acquisition by LinkedIn.
 

Gupta, Ankit, Solutions Over Ideas 2013-04-24 3133

Solutions Over Ideas

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Scope and Content Note

Pulse Co-Founder Gupta, Ankit explains why startups based on an idea, rather than a solution, will struggle to gain traction with customers.
 

Gupta, Ankit, Time Versus Money Trade-off 2013-04-24 3134

Time Versus Money Trade-off

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Pulse Co-Founder Gupta, Ankit shares his personal challenge of balancing time versus money during his time as a graduate engineering student at Stanford. The essential thing, says Gupta, is that "time is more valuable than money."
 

Kothari, Akshay, Insight Through Need-Finding 2013-04-24 3135

Insight Through Need-Finding

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Pulse Co-Founder Kothari, Akshay describes how he came to appreciate the value of need-finding while working on innovative projects at Stanford. According to Kothari, "Understanding how people live is very important for building your products."
 

Kothari, Akshay, Early Design Feedback and Promotion 2013-04-24 3136

Early Design Feedback and Promotion

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Scope and Content Note

Kothari, Akshay, co-founder of Pulse, shares how he and his co-founder were able to collect design feedback and attract media attention after launching their product.
 

Kothari, Akshay, Relationship Between Product and Funding 2013-04-24 3137

Relationship Between Product and Funding

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Scope and Content Note

Pulse Co-Founders Kothari, Akshay and Gupta, Ankit discuss how a focus on building a quality product can provide major advantages when it comes to securing funding to run a business. Gupta also identifies the operational benefits inherent in this approach.
 

Kothari, Akshay, Co-Founder Communication 2013-04-24 3138

Co-Founder Communication

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Scope and Content Note

Pulse Co-Founders Kothari, Akshay and Gupta, Ankit offer their perspectives on effective communication between co-founders. Kothari discusses his views on the optimal number of founders, while Gupta emphasizes how co-founder relationships impact the larger culture within a startup.
 

Kothari, Akshay, One Wild Monday 2013-04-24 3139

One Wild Monday

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Pulse Co-Founders Kothari, Akshay and Gupta, Ankit share the roller coaster of emotions they experienced on the day Apple's Steve Jobs called out Pulse as one of his favorite apps for the iPad, which led to their application being pulled from Apple's App Store after a complaint by The New York Times.
 

Mitchell, Kate, Own Your Own Success [Entire Talk] 2013-05-01 3140

Own Your Own Success [Entire Talk]

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Scope and Content Note

Mitchell, Kate, managing director of Scale Venture Partners, demonstrates why an optimistic, but realistic mindset is a central key for successful entrepreneurs. Mitchell also challenges entrepreneurs to play an active role in civic life by actively telling their stories to affect policy at the national and international level.
 

Mitchell, Kate, Build a Composite of Mentors 2013-05-01 3141

Build a Composite of Mentors

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Venture capitalist Mitchell, Kate encourages entrepreneurs to seek out a wide range of mentors to gain a full picture of individual strengths and weaknesses. Trust is a two-way street when it comes to mentor relationships, says Mitchell, so make it easy for mentors to offer feedback and to tell you "the hard thing."
 

Mitchell, Kate, The Flip in Technology Startup Funding 2013-05-01 3142

The Flip in Technology Startup Funding

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Scope and Content Note

Mitchell, Kate, managing director of Scale Venture Partners, discusses how the industry's approach to financing technology startups has dramatically shifted in recent years. She also explains why her firm targets startups with the potential to be a leader in their space.
 

Mitchell, Kate, Healthy Shrink in Venture Capital 2013-05-01 3143

Healthy Shrink in Venture Capital

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Mitchell, Kate, managing director of Scale Venture Partners, shares the questions she considers when evaluating pitches from entrepreneurs. The key questions focus on opportunity and market size, and whether each idea is actually best suited to be a company, a product, or just a feature.
 

Mitchell, Kate, Questions Going into the Pitch 2013-05-01 3144

Questions Going into the Pitch

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Mitchell, Kate, managing director of Scale Venture Partners, uncovers the questions that she considers when evaluating a pitches from entrepreneurs. The key questions focus on opportunity and market size, and whether idea is actually a company, a product, or just a feature.
 

Mitchell, Kate, You Don't Have to Start as an Entrepreneur 2013-05-01 3145

You Don't Have to Start as an Entrepreneur

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Venture capitalist Mitchell, Kate urges young people early in their careers to carefully consider pursuing life as an entrepreneur. No matter what career path you choose, says Mitchell, evaluate opportunities by what you can learn from the experience.
 

Mitchell, Kate, Speaking Up Matters 2013-05-01 3146

Speaking Up Matters

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Mitchell, Kate, managing director of Scale Venture Partners, challenges entrepreneurs to share their stories widely to create impact on national policy issues. As a case in point, Mitchell cites her passionate desire to drive action on immigration reform to unleash a wave of innovation by foreign entrepreneurs in the United States.
 

Rosenstein, Justin, Leading Big Visions From the Heart [Entire Talk] 2013-05-08 3147

Leading Big Visions From the Heart [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Asana Co-Founder Rosenstein, Justin shares the philosophy and experiences that drive him to create positive impact on the world. Rosenstein also unpacks the values Asana focuses on in creating a thriving culture and offers ways for leaders and individuals to effectively manage their personal psychology.
 

Rosenstein, Justin, Healthy Skepticism 2013-05-08 3148

Healthy Skepticism

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Sharing a story from his time building products at Google, Asana Co-Founder Rosenstein, Justin reminds entrepreneurs, "When people tell you something is impossible, be very skeptical."
 

Rosenstein, Justin, No Dislike Button on Facebook 2013-05-08 3149

No Dislike Button on Facebook

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Rosenstein, Justin answers the popular question of why Facebook does not have a "dislike" button. While working at Facebook, Rosenstein led development of the "like" button feature, as a way for users to share affirmation in the social graph.
 

Rosenstein, Justin, Collective Action of Humanity 2013-05-08 3150

Collective Action of Humanity

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Do we have the will and the tools to coordinate the collective action of humanity? Asana Co-Founder Rosenstein, Justin offers a vision of humanity as one big project that has the capacity to alter the current trajectory of our existence on Earth.
 

Rosenstein, Justin, Thrive Through Radical Transparency 2013-05-08 3151

Thrive Through Radical Transparency

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Asana Co-Founder Rosenstein, Justin articulates how his company builds a culture of empowerment through a commitment to transparency inside the organization. Rosenstein also touches on the benefits on making decisions as a collective of peers.
 

Rosenstein, Justin, Manage Your Own Psychology 2013-05-08 3152

Manage Your Own Psychology

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Asana Co-Founder Rosenstein, Justin shares his process for working with the negative, self-doubting voice in his head. Supporting the importance of this process, Rosenstein attributes the following advice to investor Ben Horowitz: "The most important part of being a leader is managing your own psychology."
 

Rosenstein, Justin, A Needed Shift in Industry Values 2013-05-08 3153

A Needed Shift in Industry Values

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Asana Co-Founder Rosenstein, Justin shares why impact and user happiness are far more important product metrics than time on site and page views.
 

Redlitz, Chris, From Lockup to Startup [Entire Talk] 2013-05-15 3154

From Lockup to Startup [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Imagine trying to bring entrepreneurship education to one of the most challenging environments in the world: San Quentin State Prison in California. In this powerful talk and interview, The Last Mile Co-Founders Redlitz, Chris and Beverly Parenti, along with program graduate Heracio Harts, discuss the benefits of commitment and entrepreneurial thinking in supporting individuals to make the successful transition from prison to living productive lives in society.
 

Parenti, Beverly, A Financial Case for Social Change 2013-05-15 3155

A Financial Case for Social Change

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Beverly Parenti, co-founder of The Last Mile, lays out a compelling financial case for why the program aims to bring entrepreneurial and technology training to inmates in the prison system. Parenti also shares her personal experience of being inspired to take on this challenge with her husband and fellow co-founder Redlitz, Chris.
 

Redlitz, Chris, Key Performance Indicators 2013-05-15 3156

Key Performance Indicators

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Redlitz, Chris, co-founder of The Last Mile, discusses the key performance indicators his program needed to meet to effectively bring entrepreneurial skills to prison inmates in California. Redlitz focuses on the need to resonate with participants, the importance of engaging volunteers and partners, and gaining a commitment of support from society.
 

Redlitz, Chris, Connection Through Purpose 2013-05-15 3157

Connection Through Purpose

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Redlitz, Chris, co-founder of The Last Mile, shares the story of how his program was able to create positive change by connecting an investment banker and a prison inmate, both of whom grew up in the same neighborhood.
 

Redlitz, Chris, A Reason to Not Take the Money 2013-05-15 3158

A Reason to Not Take the Money

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Redlitz, Chris, co-founder of The Last Mile, explains why his program chooses to not pursue government funding as part of their effort to bring entrepreneurship and technology skills to prison inmates in California.
 

Harts, Heracio, Nailing the One-Minute Pitch 2013-05-15 3159

Nailing the One-Minute Pitch

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Redlitz, Chris, co-founder of The Last Mile, which brings entrepreneurial skills to soon-to-be-released prison inmates, talks about the importance of teaching students how to pitch. As an example of this skill, program participant Heracio Harts then delivers a powerful demonstration of nailing the pitch.
 

Goldfein, Jocelyn, Deep Inside Facebook [Entire Talk] 2013-05-22 3160

Deep Inside Facebook [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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Director of Engineering Goldfein, Jocelyn takes us on a trip inside the innovative culture of Facebook. In this illuminating conversation with STVP Executive Director Seelig, Tina, Goldfein explains why code wins arguments, employees must have the right to take risks, and how Facebook strives to remain a hungry, yet humble, company.
 

Goldfein, Jocelyn, Maintaining a Stay Hungry Culture 2013-05-22 3161

Maintaining a Stay Hungry Culture

Physical Description: 1 computer file(s) (mp4)

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Facebook Director of Engineering Goldfein, Jocelyn describes how the physical space, an attitude of risk-taking, and a sense of humility contribute to Facebook's "stay hungry" internal culture.
 

Goldfein, Jocelyn, Hiring and Bootcamp at Facebook 2013-05-22 3162

Hiring and Bootcamp at Facebook

Physical Description: 1 computer file(s) (mp4)

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Goldfein, Jocelyn, director of engineering at Facebook, unpacks the immersive experience of new hires at Facebook. New arrivals take part in a six-week "bootcamp," says Goldfein, which helps participants build a immediate connection to their fellow employees. Goldfein also explains what they look for in new engineers, including coding skills, a collegial attitude, and intuition.
 

Goldfein, Jocelyn, Lessons Learned from Breaking Things 2013-05-22 3163

Lessons Learned from Breaking Things

Physical Description: 1 computer file(s) (mp4)

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Director of Engineering Goldfein, Jocelyn shares the illustrative story of learning the true meaning of Facebook's motto: move fast and break things. In just her fifth week at the company, Goldfein caused a major problem, but quickly learned that Facebook's culture sincerely believes it is every employee's right to take risks.
 

Goldfein, Jocelyn, Advice for the Young 2013-05-22 3164

Advice for the Young

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Facebook Director of Engineering Goldfein, Jocelyn expresses why time spent learning to code is one of the best investments you can make. And since young people are at the time in life to take a lot of risks, says Goldfein, she urges them to, "not worry about what you're going to be when you grow up, just be, and it will come and find you."
 

Goldfein, Jocelyn, How Facebook Makes Decisions 2013-05-22 3165

How Facebook Makes Decisions

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

At Facebook, rather than asking permission, teams are encouraged to build and try things and then course correct if necessary, says Goldfein, Jocelyn, director of engineering at Facebook. In response to a question from STVP Executive Director Seelig, Tina, Goldfein also explains how Facebook CEO Zuckerberg, Mark manages to stay tapped into product development across the organization.
 

Goldfein, Jocelyn, Global Future of Mobile 2013-05-22 3166

Global Future of Mobile

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Facebook Director of Engineering Goldfein, Jocelyn argues that the companies that will win in the future of consumer software are the ones that successfully deliver fast, streamlined, and lightweight data experiences, leveraging the exploding mobile-device usage across the developing world.
 

Goldfein, Jocelyn, Centralized Versus Distributed Teams 2013-05-22 3167

Centralized Versus Distributed Teams

Physical Description: 1 computer file(s) (mp4)

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Goldfein, Jocelyn, director of engineering at Facebook, responds to an audience question on why her company chooses to centralize its engineering teams in just a few locations, with the majority of the workforce being located in Silicon Valley. Goldfein explains the reasons for this approach, including the idea that "software development is a team sport" that requires working closely in collaborative teams.
 

Buscema, Ferdinando, Magician Leadership [Entire Talk] 2013-05-29 3168

Magician Leadership [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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Magic experience designer Buscema, Ferdinando brings an engineer's background and a performer's flair to this call to all entrepreneurs to think like a magician to achieve the impossible. Drawing from a rich variety of sources including psychology, the arts, and magic performance, Buscema illustrates a new leadership archetype for the 21st century.
 

Buscema, Ferdinando, Exposure to the Arts 2013-05-29 3169

Exposure to the Arts

Physical Description: 1 computer file(s) (mp4)

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Magic experience designer Buscema, Ferdinando discusses how exposure to the arts can serve as an essential tool to nurture skill-building and leadership. As an example, he cites a study that found arts exposure increased the diagnostic capabilities of medical students.
 

Buscema, Ferdinando, Negative Capability 2013-05-29 3170

Negative Capability

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Magic experience designer Buscema, Ferdinando believes entrepreneurs and leaders must possess 'negative capability' to successfully thrive in this uncertain world full of disruption.
 

Buscema, Ferdinando, A New Narrative for Leadership 2013-05-29 3171

A New Narrative for Leadership

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Based on the fact that the stories we tell ourselves have profound psychological impacts, magic experience designer Buscema, Ferdinando suggests a new narrative model for successful, modern leaders.
 

Rabinowitz, Matthew, Irreverence Pays Benefits 2013-10-02 3181

Irreverence Pays Benefits

Physical Description: 1 computer file(s) (mp4)

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An overt desire to be associated with successful people has led to an unintentional culture of reverence in Silicon Valley, according to entrepreneur Rabinowitz, Matthew. To counteract the effects of this issue, Rabinowitz encourages entrepreneurs to be a bit irreverent to free yourself from ego and to make better decisions.
 

Rabinowitz, Matthew, Teams, Money and a Way Forward 2013-10-02 3182

Teams, Money and a Way Forward

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

At the start of a new venture, serial entrepreneur Rabinowitz, Matthew believes deeply in working with tight, focused teams and resisting the urge to spend money until you feel it in every cell in your body. Through these times, Rabinowitz also suggests teams remember that there is always a path through any situation.
 

Rabinowitz, Matthew, Solve Problems Worthy of Your Time 2013-10-02 3183

Solve Problems Worthy of Your Time

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Natera Founder Rabinowitz, Matthew explains the importance of identifying problems that are worthy of your time to try and solve. The course of human history is proof new problems will always arise, says Rabinowitz, so focus on finding solutions that will actually improve the quality of life.
 

Rabinowitz, Matthew, Can You Convince One Institutional Investor? 2013-10-02 3184

Can You Convince One Institutional Investor?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur Rabinowitz, Matthew shares an approach to fundraising and spending that he feels runs counter to common wisdom. Rabinowitz also notes, "If you can't convince one institutional investor that you have something suited for the market, you've got the wrong plan."
 

Rabinowitz, Matthew, Keeping Liquid 2013-10-02 3185

Keeping Liquid

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Natera Founder Rabinowitz, Matthew describes a new paradigm available to entrepreneurs that allows for greater personal liquidity through secondary markets. Rabinowitz also mentions why putting up a little of your own money for preferred stock can be good idea.
 

Rabinowitz, Matthew, Monkeys and Managing Your Emotions 2013-10-02 3186

Monkeys and Managing Your Emotions

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur Rabinowitz, Matthew unpacks why it's important for entrepreneurs to manage their emotions, with the telling of an early career experience and its amusing comparison to how monkeys are trapped in West Africa.
 

Rabinowitz, Matthew, Early Customer Retention 2013-10-02 3187

Early Customer Retention

Physical Description: 1 computer file(s) (mp4)

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Entrepreneur Rabinowitz, Matthew says the key to retaining early customers is bringing them into the product design and iteration process to deepen emotional connections. Rabinowitz also touches on why great marketers and sales people are truly worth their weight in gold in the early days of a venture.
 

Warrior, Padmasree, Realizing Innovation at Enterprise Scale [Entire Talk] 2013-10-09 3188

Realizing Innovation at Enterprise Scale [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

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Warrior, Padmasree, Cisco's chief technology and strategy officer, offers a vision of how value will be created as the magnitude of technology change rapidly increases. Warrior also touches on balancing analytical and empathetic leadership, cultivating a culture of innovation at enterprise scale, and how the Internet of Everything will shape the future of individuals and organizations.
 

Warrior, Padmasree, Internet of Everything 2013-10-09 3189

Internet of Everything

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Cisco Chief Technology and Strategy Officer Warrior, Padmasree reviews the first three phases of the Internet: access and connectivity, commerce growth, and the rise of social, and then discusses the transition into the Internet of Things that will present massive markets in solving what to do with the data created by people and machines.
 

Warrior, Padmasree, Changing Process of Innovation 2013-10-09 3190

Changing Process of Innovation

Physical Description: 1 computer file(s) (mp4)

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Cisco Chief Technology and Strategy Officer Warrior, Padmasree explains how the process of innovation has changed over the past few centuries, from the era of the sole inventor, through the rise of corporate labs, to the modern period of open innovation. Warrior also notes the important challenge of working across domains to maximize innovation potential.
 

Warrior, Padmasree, Four Pillars of Innovation 2013-10-09 3191

Four Pillars of Innovation

Physical Description: 1 computer file(s) (mp4)

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Warrior, Padmasree, Cisco's chief technology and strategy officer, articulates her company's framework for growing innovation: build, buy, partner and integrate. While elements of the approach may involve occasional challenges of internal alignment, says Warrior, the long-term growth and entrepreneurial spirit inside of Cisco is proof of the framework's viability.
 

Warrior, Padmasree, Growing Beyond Spreadsheet Leadership 2013-10-09 3192

Growing Beyond Spreadsheet Leadership

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Cisco Chief Technology and Strategy Officer Warrior, Padmasree encourages students and aspiring entrepreneurs to become authentic leaders. As opposed to leading purely through analytics and command and control, Warrior explains why the leaders of tomorrow need to skilled in persuasion and community building.
 

Warrior, Padmasree, Incentivizing Breakthroughs 2013-10-09 3193

Incentivizing Breakthroughs

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Cisco has always measured success by how quickly the company moves out of their traditional footprint into new areas, according to Warrior, Padmasree, Cisco's chief technology and strategy officer. Here Warrior explains how Cisco deploys targeted teams and massive engineering investments to advance innovation at enterprise scale.
 

Warrior, Padmasree, Mergers and Acquisition at Cisco 2013-10-09 3194

Mergers and Acquisition at Cisco

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Cisco Chief Technology and Strategy Officer Warrior, Padmasree lays out her company's "disciplined and robust" approach to mergers and acquisitions. According to Warrior, Cisco's acquisitions fall into one of three categories: tech and talent purchases, acquisitions that fill strategic gaps with growth potential, and large, complex platform acquisitions that immediately impact revenue.
 

Roeding, Cyriac, You Have to Break the Egg [Entire Talk] 2013-10-16 3195

You Have to Break the Egg [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Roeding, Cyriac, co-founder and CEO of mobile app company Shopkick, shares personal stories and insights on dealing with the essential questions facing entrepreneurs. He also provides unique perspectives on the nature of mobile interaction, and offers essential tips for building truly awesome teams.
 

Roeding, Cyriac, What is Truly Mobile? 2013-10-16 3196

What is Truly Mobile?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur Roeding, Cyriac states that mobile is different because smart phones are the only interactive medium that we currently carry in non-interactive environments. He also challenges the logic of touting mobile to mean being able to do things we can already do "anywhere and anytime."
 

Roeding, Cyriac, The Number One Problem 2013-10-16 3197

The Number One Problem

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Using the original challenges faced by his company, Shopkick Founder and CEO Roeding, Cyriac teases out the number one problem facing entrepreneurs: the chicken and egg problem. If you can't get funding without customers, and it's difficult to convince someone to be your first customer, how do you break through? Roeding explains why breaking the egg is the art of entrepreneurship.
 

Roeding, Cyriac, Technology Must Solve Problems 2013-10-16 3198

Technology Must Solve Problems

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Whether you are designing a feature, creating a product, or building a company, your technology needs to be solving a real problem for your customers, says Roeding, Cyriac, founder and CEO of Shopkick. Roeding describes how his company only began working on technology when it was explicitly needed to solve a key problem.
 

Roeding, Cyriac, The Beauty of a Native Business Model 2013-10-16 3199

The Beauty of a Native Business Model

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Shopkick Co-Founder Roeding, Cyriac discusses two schools of thought on business models. While some entrepreneurs may work hard to find a business model to layer on top of a solution, Roeding prefers to find business models that are automatically woven into the product or interaction, thus avoiding some of the constant worry over monetization.
 

Roeding, Cyriac, Keys to Creating Awesome Teams 2013-10-16 3200

Keys to Creating Awesome Teams

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Awesome teams are the secret ingredient of every success, says Roeding, Cyriac, co-founder and CEO of Shopkick. Here Roeding describes his keys to building awesome teams: individual brilliance, inflexible shared values, extreme diversity, and a collective mission that everyone can believe in.
 

Roeding, Cyriac, Culture is a Decision Framework 2013-10-16 3201

Culture is a Decision Framework

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Roeding, Cyriac, co-founder and CEO of Shopkick, believes the execution of culture in companies is highly underrated, and that a steady, shared culture provides direction for employees who are making small and large decisions all day long. According to Roeding, "If you have a strong culture, it blows everyone in a shared direction."
 

Roeding, Cyriac, The Journey Never Stops 2013-10-16 3202

The Journey Never Stops

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Entrepreneur Roeding, Cyriac tells the inspirational and engaging story of his journey in "breaking the egg," when he secured both his first major retail partner, and the subsequent funding, which made his company Shopkick a reality.
 

Teig, Steve, Revel in the Adventure of New Ideas [Entire Talk] 2013-10-23 3203

Revel in the Adventure of New Ideas [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Teig, Steve, president and CTO of Tabula, believes entrepreneurs get the most from life by committing fully to "making work you love." In this expansive talk, Teig shares how to turn fear into a superpower, and weaves together insights from his career to explain the importance of always striving and why life is too short to not work with nice people.
 

Teig, Steve, Superior Product is Not Enough 2013-10-23 3204

Superior Product is Not Enough

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur Teig, Steve tells a story illustrating why having a superior product is no guarantee of success if you are too far ahead of the market.
 

Teig, Steve, Better Execution as Innovation 2013-10-23 3205

Better Execution as Innovation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur Teig, Steve shares how he recognized an opportunity in chip design, and why sometimes the real innovation lies in better execution of an existing idea.
 

Teig, Steve, Be the Warthog 2013-10-23 3206

Be the Warthog

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Taking cues from the animal kingdom, entrepreneur Teig, Steve explains why you don't have to be a "far-sighted visionary" to adapt to changes in the environment and build a successful venture.
 

Teig, Steve, Data is Overrated 2013-10-23 3207

Data is Overrated

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur Teig, Steve describes how overzealous pursuit of data can paralyze an entrepreneur in making critical decisions. According to Teig, "The more complex the problem you're going after, the less data is going to help."
 

Teig, Steve, Most Patents Borrow Ideas 2013-10-23 3208

Most Patents Borrow Ideas

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur Teig, Steve explains that innovation can be created by building on existing ideas. He also asserts why these types of innovation are the basis of the majority of patents.
 

Teig, Steve, Overestimating Risk 2013-10-23 3209

Overestimating Risk

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Teig, Steve, president and CTO of Tabula, argues for why entrepreneurs frequently overestimate the risks in starting companies and building products. Teig also explains how you can create a superpower by re-applying fear and worry as additional effort.
 

Teig, Steve, Right Time to Start a Company 2013-10-23 3210

Right Time to Start a Company

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Serial entrepreneur Teig, Steve explains why he only starts a company once he is sure he can deliver on the top-level technology questions.
 

Teig, Steve, Use Metaphor to Communicate Ideas 2013-10-23 3211

Use Metaphor to Communicate Ideas

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

According to serial entrepreneur Teig, Steve, using metaphors is a true secret for communicating successfully with venture capitalists. "The metaphor is the reality for me," says Teig, as it's the best expression of why a solution will work.
 

Drayton, Bill, A World of Changemakers [Entire Talk] 2013-10-30 3213

A World of Changemakers [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Ashoka Founder Drayton, Bill shares new ideas on how the world can transition to a place where everyone is a contributing change-maker. Drayton also sits down in conversation with Stanford Professor Seelig, Tina to discuss critical skills for changemakers, the possibilities for collaborative entrepreneurship, and the importance of giving yourself permission to make change.
 

Drayton, Bill, Dimensions of Social Entrepreneurship 2013-10-30 3214

Dimensions of Social Entrepreneurship

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Ashoka Founder and CEO Drayton, Bill articulates some key dimensions of social entrepreneurship, including the "invisible mechanism of the movement", which, according to Drayton, is frequently missed by scholars and businesspeople.
 

Drayton, Bill, Change-making is Key to Future Success 2013-10-30 3215

Change-making is Key to Future Success

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Ashoka Founder and CEO Drayton, Bill discusses how the ability to be an effective changemaker will be absolutely necessary to succeed in the future of open, fluid teams and historic levels of change.
 

Drayton, Bill, Measures of Impact and Trigger Effects 2013-10-30 3216

Measures of Impact and Trigger Effects

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Ashoka Founder and CEO Drayton, Bill explains how his organization uses unique measures of impact to gauge the work of their social entrepreneurship fellows. Drayton also discusses the differences between pattern change and framework change, and uses an example from k-12 education to illustrate the latter.
 

Drayton, Bill, Collaborative Entrepreneurship Overcomes Market Failures 2013-10-30 3217

Collaborative Entrepreneurship Overcomes Market Failures

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Ashoka Founder Drayton, Bill believes anyone working on strategy should seek to overcome broken and walled-off systems through the power of collaborative entrepreneurship. According to Drayton, bringing together hybrid teams to collaborate will lead to high-potential wealth service opportunities that can overcome traditional market failures.
 

Drayton, Bill, Pulling the Game Back to Center 2013-10-30 3218

Pulling the Game Back to Center

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

According to Ashoka Founder Drayton, Bill, social entrepreneurs serve to "pull the game back to center" in an changing world where many act out of self-interest and accidentally end up doing evil. Drayton illustrates his case with the example of Google in the arena of privacy.
 

Harrison, Scott, Thirsting for a Life of Service [Entire Talk] 2013-11-06 3219

Thirsting for a Life of Service [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Harrison, Scott, founder and CEO of charity: water, shares his entrepreneurial path from a life of pure self-interest to one driven by a desire to bring clean water to millions. In this compelling talk, Harrison shares his interest and approach in re-inventing the charity sector, along with the powerful stories of those affected by his organization's work.
 

Harrison, Scott, Re-Inventing Charity 2013-11-06 3220

Re-Inventing Charity

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

If we're going to solve a problem this big, we're going to need everybody to trust what we're doing, says Harrison, Scott, founder of charity: water. Harrison discusses his organization's approach to alleviating donor distrust of non-profits through improved business models and transparency.
 

Harrison, Scott, Awareness and Experience Fundraising 2013-11-06 3221

Awareness and Experience Fundraising

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Harrison, Scott, founder of charity: water, shares some of the innovative methods he and his partners have used to grow awareness of their cause and raise funds in the charity sector.
 

Harrison, Scott, Giving Supporters What They Need 2013-11-06 3222

Giving Supporters What They Need

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Founder and CEO Harrison, Scott explains how the passion and commitment of charity: water's supporters altered his organization's approach. Gaining scale, says Harrison, was achieved by focusing on an easy-to-use platform to help supporters share their story, and then celebrating those stories.
 

Olson, Mike, Opportunities Abound in the Big Data Space [Entire Talk] 2013-11-13 3223

Opportunities Abound in the Big Data Space [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Cloudera Co-Founder Olson, Mike shares his insights on the present landscape and possible future of big data and the data management industry. In conversation with Ping Li of Accel Partners, Olson also discusses the advantages of building a business on top of open source technologies and the many surprising benefits of competition.
 

Olson, Mike, Evolution in Data Storage and Management 2013-11-13 3224

Evolution in Data Storage and Management

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Cloudera Co-Founder Olson, Mike quickly steps through how data management techniques have changed since the late 1990's, and how these changes have opened wide, new opportunities for the future.
 

Olson, Mike, What is Big Data? 2013-11-13 3225

What is Big Data?

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Olson, Mike, co-founder and chief strategy office of Cloudera, shares multiple definitions of "big data." While the accepted industry definitions think of big data in terms of volume, velocity, and variety, Olson describes big data as being, "any amount of data that doesn't fit where you want it."
 

Olson, Mike, Data Will Help Solve Major Problems 2013-11-13 3226

Data Will Help Solve Major Problems

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Cloudera Co-Founder Olson, Mike offers real-world examples of how big data will play a role in solving business and societal challenges, from battling credit fraud to working to improve clean water access and more effective medical care.
 

Olson, Mike, Open Source Business Models 2013-11-13 3227

Open Source Business Models

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Cloudera Co-Founder Olson, Mike steps through various business models in open source companies, including the service/support model, dual licensing, and Cloudera's current approach to growing revenue through relationships.
 

Olson, Mike, Intellectual Property for Long Term Growth 2013-11-13 3228

Intellectual Property for Long Term Growth

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

In response to a question from Ping Li of Accel Partners, Cloudera Co-Founder Olson, Mike explains why having a defensible intellectual property strategy is a key for long-term growth and sustainability. Without this, says Olson, smaller companies eventually stall out, create their own competition through pricing pressures, or eventually set themselves up for acquisition.
 

Olson, Mike, Competition Forces You to Up Your Game 2013-11-13 3229

Competition Forces You to Up Your Game

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Competition not only breeds a rich ecosystem, says Cloudera Co-Founder Olson, Mike, it also requires your company to constantly "up its game" to thrive. Olson also describes why competing against major market players brings out professionalism and discipline in early-stage companies.
 

Olson, Mike, You Should be Up at Night 2013-11-13 3230

You Should be Up at Night

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

If you are regularly sleeping through the night as the founder of a tech company, you're doing it wrong, says Olson, Mike, co-founder and chief strategy office of Cloudera. Olson believes the big, hard questions around product, customer satisfaction and engineering capacity should always on a tech founder's mind.
 

Olson, Mike, All That Matters 2013-11-13 3231

All That Matters

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

According to Cloudera Co-Founder Olson, Mike, the quality of the people in the organization is really all that matters. Olson talks about who he looks to work with and his lack of interest in being the 'A' player on a 'B' team.
 

Vosmek, Sharon, The Path to More Inclusive Innovation [Entire Talk] 2013-11-20 3232

The Path to More Inclusive Innovation [Entire Talk]

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Astia CEO Vosmek, Sharon shows how behavior shifts in entrepreneurial ecosystems can lead to more robust levels of inclusive innovation. Vosmek also highlights research on how access to business networks, expertise and capital play out across gender lines.
 

Vosmek, Sharon, Ways to Create Ecosystems 2013-11-20 3233

Ways to Create Ecosystems

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Astia CEO Vosmek, Sharon shares research on what factors really increase group intelligence on teams: 1) Social perceptiveness of the team members, 2) Evenness of conversation over ideas between team members, and 3) The proportion of women on the team.
 

Vosmek, Sharon, Getting Comfortable with Uncomfortable 2013-11-20 3234

Getting Comfortable with Uncomfortable

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Astia CEO Vosmek, Sharon discusses how change and innovation can flourish when individuals work at getting comfortable with the idea of being uncomfortable. She also shares what entrepreneurs need and how access to networks and opportunity plays out across gender lines.
 

Vosmek, Sharon, Stay in the Conversation 2013-11-20 3235

Stay in the Conversation

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Astia CEO Vosmek, Sharon shares a story illustrating how cultural conditioning may play a role in how men and women present information differently as entrepreneurs, and how the approach of Astia members works to combat this issue.
 

Vosmek, Sharon, Design Flaws in Programs Targeting Women 2013-11-20 3236

Design Flaws in Programs Targeting Women

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

A self-described entrepreneurship "heretic," Astia CEO Vosmek, Sharon explains what she sees as some of the design flaws in many programs targeted at increasing female participation in entrepreneurial activity.
 

Vosmek, Sharon, Network Barriers 2013-11-20 3237

Network Barriers

Physical Description: 1 computer file(s) (mp4)

Scope and Content Note

Astia CEO Vosmek, Sharon discusses the lack of value in leadership training for women that focuses on teaching women how to model their behavior after male examples. Vosmek also identifies why women will continue to struggle for equal representation in venture backed companies, if society refuses to acknowledge the current barriers around professional network access.
 

Strang, Cameron and Ruess, Nate, "The Music Industry Unplugged" 3238 2014-02-19

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Warner Bros. Records
Summary: Stanford Professor Seelig, Tina discusses the creative process and music industry dynamics with Nate Ruess, lead singer of the band fun., and Cameron Strang, chairman and CEO of Warner Bros. Records and Warner/Chappell Music. As a kick-off to Seelig's Stanford Online course, Creativity: Music to my Ears, the conversation explores issues of artist development, evolving business models and the shape and future of the music industry.
Length (seconds): 3622
 

Tecco, Halle, "Accelerating Real Change in Healthcare" 3239 2014-01-15

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Rock Health
Summary: Tecco, Halle, co-founder and CEO of healthcare accelerator Rock Health, shares how technologists, designers and other professionals can play a role in bringing innovation to the healthcare industry. Tecco identifies systemic challenges facing healthcare in America and shares examples of companies working to address these opportunities for change.
Length (seconds): 3441
 

Hsu, William, "Moving from Hubris to Confidence" 3241 2014-01-29

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: MuckerLab
Summary: MuckerLab Co-Founder Hsu, William shares his professional journey from young, headstrong entrepreneur to experienced leader working to support a thriving startup environment in Los Angeles. Hsu focuses on why building a company is different than starting a company, the importance of getting as many "at-bats" as possible, and the immense value of a pay-it-forward culture.
Length (seconds): 3628
 

Singh, Gurjeet, Carlsson, Gunnar and Miura-Ko, Ann, "Shaping the Future of Data" 3242 2014-02-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Ayasdi
Summary: Ayasdi Co-Founders Gunnar Carlsson and Gurjeet Singh discuss building a company based on technology developed inside a university, in conversation with Floodgate Partner Miura-Ko, Ann. With deep insights on data visualization, Carlsson and Singh talk about developing technologies and the process for evaluating high-impact applications.
Length (seconds): 3529
 

Sutton, Bob, "Scaling Up Excellence" 3243 2014-02-12

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Stanford
Summary: Stanford Professor Sutton, Bob shares principles and colorful examples from his most recent book, Scaling Up Excellence, co-authored by Huggy Rao. Touching on concepts around emotion, complexity, and connecting people, Sutton explains why scaling is about spreading and sustaining a mindset, not just a footprint.
Length (seconds): 3561
 

Shah, Hemant, "A True Model for Embracing Change" 3245 2014-02-26

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: RMS
Summary: Shah, Hemant, co-founder and CEO of RMS, takes students on a ride through the highs and lows of growing and changing a company. From early days in an apartment with co-founders, to making the tough calls as a market leader in risk and catastrophe modeling, Shah discusses lessons around culture, business models, and pivoting a value proposition.
Length (seconds): 3717
 

Khan, Sal, "Education Reimagined" 3246 2014-04-16

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Khan Academy
Summary: Khan, Sal, founder and executive director of Khan Academy, discusses elements for a new vision for education. While offering examples of how his organization is bringing disruptive approaches to traditional learning experiences, Khan touches on the early days starting Khan Academy and the power of collaboration in creating change around the world.
Length (seconds): 3580
 

Tecco, Halle, "Accelerating Real Change in Healthcare [Entire Talk]" 3247 2014-01-15

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Rock Health
Summary: Tecco, Halle, co-founder and CEO of healthcare accelerator Rock Health, shares how technologists, designers and other professionals can play a role in bringing innovation to the healthcare industry. Tecco identifies systemic challenges facing healthcare in America and shares examples of companies working to address these opportunities for change.
Length (seconds): 3364
 

Tecco, Halle, "Incentives Do Matter" 3248 2014-01-15

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Rock Health
Summary: Rock Health CEO Tecco, Halle argues why healthcare does not exist as a free market in the United States. With prices held as proprietary information by hospitals, and doctors and providers compensated by volume through fee-for-service models, Tecco identifies why changes to the incentive structures are critical for improving healthcare in America.
Length (seconds): 182
 

Tecco, Halle, "Lack of Interoperability as Market Failure" 3249 2014-01-15

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Rock Health
Summary: Rock Health CEO Tecco, Halle articulates why systemic problems with record sharing continue to drive up the costs of healthcare, while at the same time impeding the ability of doctors to improve patient outcomes.
Length (seconds): 114
 

Tecco, Halle, "The Value of Learning How to Sell" 3250 2014-01-15

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Rock Health
Summary: Rock Health CEO Tecco, Halle talks about the early commitment to start an idea as a student. In conversation with Stanford Professor Byers, Tom, Tecco also talks about career skills she learned in previous roles, including the soft skills of office environments and the indispensable value of learning how to sell.
Length (seconds): 168
 

Tecco, Halle, "Scale Opportunities in Digital Health" 3251 2014-01-15

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Rock Health
Summary: Rock Health CEO Tecco, Halle describes sweet spots for digital health startups interested in scale. According to Tecco, founders should find ways to automate manual processes, use technology to lower costs of current therapies, and give a good, hard look at improving current legacy software products.
Length (seconds): 99
 

Tecco, Halle, "Business Models are the Challenge" 3252 2014-01-15

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Rock Health
Summary: Tecco, Halle, CEO of Rock Health, explains the landscape of current challenges for digital health startups. While funding was an issue a few years ago, says Tecco, today the big challenge is finding the right business model that adds real value in the fragmented systems of US healthcare.
Length (seconds): 148
 

Tecco, Halle, "Smart Regulation with Clear Guidelines" 3253 2014-01-15

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Rock Health
Summary: Rock Health CEO Tecco, Halle discusses viewing regulatory approvals as a competitive advantage. While supporting the role of the FDA in protecting patients, Tecco also advocates for a more clear process for FDA approval in the healthcare space.
Length (seconds): 129
 

McClure, Dave, "The Gospel of a Lean VC [Entire Talk]" 3254 2014-01-22

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: 500 Startups
Summary: 500 Startups Founding Partner McClure, Dave delivers a passionate examination of the startup financing landscape. Arguing it's the best of times for Internet entrepreneurship, McClure advocates making lots of small bets and reveling in the transformational approach of "The Lean VC."
Length (seconds): 3383
 

McClure, Dave, "Costs Changing Investment Strategy" 3255 2014-01-22

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: 500 Startups
Summary: 500 Startups Founder McClure, Dave discusses how venture investment is changing as the costs to build product and acquire customers continue to drop. According to McClure, these changes indicate we are entering the "Henry Ford era" of internet entrepreneurship.
Length (seconds): 350
 

McClure, Dave, "Lean VC Approach" 3256 2014-01-22

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: 500 Startups
Summary: Investor McClure, Dave shares the "lean VC" approach, applying to venture capital many of the tenets of lean entrepreneurship, such as quick product builds, iteration and the testing of markets.
Length (seconds): 152
 

McClure, Dave, "Early Stage Product Development" 3257 2014-01-22

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: 500 Startups
Summary: Investor and 500 Startups Founder McClure, Dave challenges the frequently offered advice given to early-stage entrepreneurs to focus on growing a market. Instead, McClure urges founders to laser in on quickly building product to solve for a tight use case.
Length (seconds): 254
 

McClure, Dave, "Investing in the Flat, the Elbow and Wall" 3258 2014-01-22

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: 500 Startups
Summary: 500 Startups Founder McClure, Dave articulates some of the variables to consider when deciding to invest at different stages in a venture's growth trajectory.
Length (seconds): 139
 

McClure, Dave, "Investment as Marketing Strategy" 3259 2014-01-22

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: 500 Startups
Summary: Investor and 500 Startups Founder McClure, Dave talks about the less obvious advantages of using investments as a marketing strategy. McClure specifically identifies the benefits of this approach in the context of global markets.
Length (seconds): 117
 

Hsu, William, "Moving from Hubris to Confidence [Entire Talk]" 3260 2014-01-29

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: MuckerLab
Summary: MuckerLab Co-Founder Hsu, William shares his professional journey from young, headstrong entrepreneur to experienced leader working to support a thriving startup environment in Los Angeles. Hsu focuses on why building a company is different than starting a company, the importance of getting as many "at-bats" as possible, and the immense value of a pay-it-forward culture.
Length (seconds): 3534
 

Hsu, William, "When You're Naive and Dumb" 3261 2014-01-29

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: MuckerLab
Summary: MuckerLab Co-Founder Hsu, William describes the hard lessons he learned experiencing early success followed by being fired from his own company.
Length (seconds): 339
 

Hsu, William, "Getting Past Hubris" 3262 2014-01-29

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: MuckerLab
Summary: Entrepreneur Hsu, William touches on the essential difference between hubris and confidence, and how each can deeply affect an entrepreneur's ability to understand the challenges a young company must face.
Length (seconds): 197
 

Hsu, William, "Accumulating Skills and Experiences" 3263 2014-01-29

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: MuckerLab
Summary: MuckerLab Managing Partner Hsu, William steps through the choices he made to re-start his career with a focus on collecting key skills and experiences. Hsu also explains why networking is actually the "accumulating of trust from others."
Length (seconds): 168
 

Hsu, William, "Get as Many At-Bats as Possible" 3264 2014-01-29

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: MuckerLab
Summary: Engineer and entrepreneur Hsu, William, co-founder of the accelerator MuckerLab, explains why entrepreneurship has become math, in many ways. Borrowing a baseball analogy, Hsu also explains why successful entrepreneurs should pursue as many "at-bats" as possible.
Length (seconds): 176
 

Hsu, William, "Skills to Succeed in Large Organizations" 3265 2014-01-29

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: MuckerLab
Summary: Learning how to sell and recruit are the keys to success in a large organization, says MuckerLab co-founder Hsu, William. Reflecting on his time helping to lead AT&T's interactive group, Hsu explains the value in building allies and understanding motives and incentives.
Length (seconds): 86
 

Singh, Gurjeet, Carlsson, Gunnar and Miura-Ko, Ann, "Shaping the Future of Data [Entire Talk]" 3266 2014-02-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Ayasdi
Summary: Ayasdi Co-Founders Gunnar Carlsson and Gurjeet Singh discuss building a company based on technology developed inside a university, in conversation with Floodgate Partner Miura-Ko, Ann. With deep insights on data visualization, Carlsson and Singh talk about developing technologies and the process for evaluating high-impact applications.
Length (seconds): 3496
 

Carlsson, Gunnar and Miura-Ko, Ann, "Mindset to Move Theory into Action" 3267 2014-02-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Ayasdi
Summary: Using his fellow co-founder as an example, Ayasdi Co-Founder and Stanford Professor Gunnar Carlsson discusses what he sees in students who are interested in putting academic theory into action in the world
Length (seconds): 119
 

Carlsson, Gunnar, "Using Math to Reveal the Shape of Data" 3268 2014-02-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Ayasdi
Summary: Ayasdi Co-Founder Gunnar Carlsson explains the concept of topology in mathematics and it's value as a method for understanding data through pattern recognition.
Length (seconds): 146
 

Singh, Gurjeet and Miura-Ko, Ann, "From Academia to Venture" 3269 2014-02-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Ayasdi
Summary: CEO Gurjeet Singh tells the story of moving from conducting research in academia to launching Ayasdi, in conversation with Miura-Ko, Ann. According to Singh, the path included building solid use cases, thorough customer development, and admitting he needed to learn how to run a company.
Length (seconds): 293
 

Singh, Gurjeet and Miura-Ko, Ann, "Big Data is a Meaningless Term" 3270 2014-02-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Ayasdi
Summary: In response to a question from investor Miura-Ko, Ann, Ayasdi Co-Founder and CEO Gurjeet Singh explains why he believes, "big data is a meaningless term." Born out of his love for optimistic science fiction, Singh also describes why it's worth pursuing a computational approach to building autonomous systems that can benefit humanity.
Length (seconds): 147
 

Sutton, Bob, "Scaling Up Excellence [Entire Talk]" 3271 2014-02-12

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Stanford
Summary: Stanford Professor Sutton, Bob shares principles and colorful examples from his most recent book, Scaling Up Excellence, co-authored by Huggy Rao. Touching on concepts around emotion, complexity, and connecting people, Sutton explains why scaling is about spreading and sustaining a mindset, not just a footprint.
Length (seconds): 3485
 

Strang, Cameron and Ruess, Nate, "The Music Industry Unplugged [Entire Talk]" 3272 2014-02-19

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Warner Bros. Records
Summary: Stanford Professor Seelig, Tina discusses the creative process and music industry dynamics with Nate Ruess, lead singer of the band fun., and Cameron Strang, chairman and CEO of Warner Bros. Records and Warner/Chappell Music. As a kick-off to Seelig's Stanford Online course, Creativity: Music to my Ears, the conversation explores issues of artist development, evolving business models and the shape and future of the music industry.
Length (seconds): 3522
 

Sutton, Bob, "Slow Down and Spread Mindset" 3273 2014-02-12

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Stanford
Summary: Stanford Professor Sutton, Bob discusses why effective scaling involves knowing when to hit the brakes, so you can accelerate faster. Sutton, co-author of Scaling Up Excellence, illustrates this point with hiring and on-boarding examples from Facebook and Google.
Length (seconds): 173
 

Sutton, Bob, "The Feeling of Accountability" 3274 2014-02-12

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Stanford
Summary: Excellence can be propelled forward in an organization when employees possess an attitude of 'I own the place and the place owns me,' says Stanford Professor Sutton, Bob. Here the co-author of Scaling Up Excellence discusses the benefits of peer-powered accountability.
Length (seconds): 86
 

Sutton, Bob, "A Problem of More and Less" 3275 2014-02-12

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Stanford
Summary: Stanford Professor Sutton, Bob, co-author of Scaling Up Excellence, talks about the things growing organizations continue to do long after they have lost their usefulness, from unnecessary reports to all-hands meetings bursting at the seams.
Length (seconds): 197
 

Sutton, Bob, "Catholic or Buddhist Approach" 3276 2014-02-12

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Stanford
Summary: To understand the difference between paths to scale, Stanford Professor Sutton, Bob shares a provocative comparison between the growth of Catholicism versus Buddhism. Sutton, co-author of Scaling Up Excellence, also urges organizations to avoid the "replication trap" that occurs when trying to spread the "same thing, same way, everywhere."
Length (seconds): 327
 

Sutton, Bob, "Hot Causes, Cool Solutions" 3277 2014-02-12

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Stanford
Summary: Making rational arguments is not enough to change collective behavior, says Stanford Professor Sutton, Bob. Here the co-author of Scaling Up Excellence identifies the power in connecting emotion and "hot causes" to tangible "cool solutions" to reduce an individual's focus on pure self-interest.
Length (seconds): 275
 

Sutton, Bob, "Live a Mindset; Don't Talk About It" 3278 2014-02-12

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Stanford
Summary: Stanford Professor Sutton, Bob explains the importance of action and behavior when trying to scale a mindset among members of a team. Using research done with teams at JetBlue, Sutton, co-author of Scaling Up Excellence, articulates how a team's beliefs will change as long as you keep them moving forward.
Length (seconds): 218
 

Sutton, Bob, "Keep it Simple to Reduce Cognitive Load" 3279 2014-02-12

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Stanford
Summary: Stanford Professor Sutton, Bob discusses the benefit of keeping things simple when adding new processes that may cause increased cognitive load on employees. Sutton, co-author of Scaling Up Excellence, also touches on the value of hierarchy and the role it can play in destroying bad bureaucracy inside organizations.
Length (seconds): 281
 

Teitelman, Cameron, Huang, Joseph, McColl, Milt and Saxena, Smita, "Acceleration Through Community" 3280 2014-03-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: StartX
Summary: Venture inside StartX, an educational non-profit that supports the development of passionate Stanford entrepreneurs. In this panel discussion, current and former members of the StartX community describe their experiences inside the accelerator and the value they received through a culture of collective intelligence and mentorship.
Length (seconds): 3519
 

Shah, Hemant, "A True Model for Embracing Change [Entire Talk]" 3281 2014-02-26

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: RMS
Summary: Shah, Hemant, co-founder and CEO of RMS, takes students on a ride through the highs and lows of growing and changing a company. From early days in an apartment with co-founders, to making the tough calls as a market leader in risk and catastrophe modeling, Shah discusses lessons around culture, business models, and pivoting a value proposition.
Length (seconds): 3622
 

Teitelman, Cameron, Huang, Joseph, McColl, Milt and Saxena, Smita, "Acceleration Through Community [Entire Talk]" 3282 2014-03-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: StartX
Summary: Venture inside StartX, an educational non-profit that supports the development of passionate Stanford entrepreneurs. In this panel discussion, current and former members of the StartX community describe their experiences inside the accelerator and the value they received through a culture of collective intelligence and mentorship.
Length (seconds): 3504
 

Strang, Cameron and Ruess, Nate, "An Intro to the Music Industry" 3283 2014-02-19

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Warner Bros. Records
Summary: Warner Bros. Chairman and CEO Cameron Strang, along with singer/songwriter Nate Ruess of Fun., offer a brief overview of the music industry from the perspective of an industry executive and artist, respectively.
Length (seconds): 181
 

Strang, Cameron and Ruess, Nate, "Investing in Creative Talent" 3284 2014-02-19

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Warner Bros. Records
Summary: Singer/songwriter Nate Ruess talks about the process of being signed and developed by a record label, and Warner Bros. Chairman and CEO Cameron Strang explains his company's approach to artist discovery and investment, in response to questions from Stanford Professor Seelig, Tina.
Length (seconds): 450
 

Ruess, Nate, "The Role of Trends" 3285 2014-02-19

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Warner Bros. Records
Summary: In conversation with Stanford Professor Seelig, Tina, singer/songwriter Nate Ruess discusses the importance of being aware of trends in the culture and the market to avoid being left behind when doing creative work.
Length (seconds): 80
 

Strang, Cameron and Ruess, Nate, "Albums Versus Songs" 3286 2014-02-19

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Warner Bros. Records
Summary: Singer/songwriter Nate Ruess and Warner Bros. Records Chairman and CEO Cameron Strang discuss the perspectives of artists and industry when it comes thinking of albums versus individual songs.
Length (seconds): 169
 

Strang, Cameron, "From Record Company to Music Company" 3287 2014-02-19

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Warner Bros. Records
Summary: In conversation with Stanford Professor Seelig, Tina, Warner Bros. Records Chairman and CEO Cameron Strang explains why today is an incredibly exciting time to be a part of the music industry. Amid a re-shaped industry affected by technological change, "the challenge is how do we go from a record company to a music company," says Strang.
Length (seconds): 85
 

Strang, Cameron, "The Freedom to Create" 3288 2014-02-19

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Warner Bros. Records
Summary: Cameron Strang, chairman and CEO of Warner Bros. Records, discusses how the ability for anyone to create and share music benefits the music industry and humanity.
Length (seconds): 86
 

Strang, Cameron and Ruess, Nate, "Opportunities in the Music Industry" 3289 2014-02-19

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Warner Bros. Records
Summary: Warner Bros. Records Chairman and CEO Cameron Strang shares a number of the challenges and opportunities currently facing the music industry, including the need to discover new monetization and fan engagement strategies, in conversation with singer/songwriter Nate Ruess and Stanford Professor Seelig, Tina.
Length (seconds): 153
 

Strang, Cameron and Ruess, Nate, "Taking Risks as Artists and Executives" 3290 2014-02-19

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Warner Bros. Records
Summary: In response to a question from Stanford Professor Seelig, Tina, singer/songwriter Nate Ruess talks about the role of risk-taking in doing creative work. Building on this idea, Warner Bros. Records Chairman and CEO Cameron Strang discusses the importance of encouraging an entrepreneurial culture inside a large organization.
Length (seconds): 256
 

Strang, Cameron and Ruess, Nate, "Trust in Creative Collaboration" 3291 2014-02-19

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Warner Bros. Records
Summary: As a member of the band Fun., singer/songwriter Nate Ruess talks about the shape of the creative process when working with a team. Ruess also touches on the importance of surrounding yourself with individuals you know and trust, in conversation with Stanford Professor Seelig, Tina.
Length (seconds): 106
 

Shah, Hemant, "Early Chaos and Improvisation" 3292 2014-02-26

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: RMS
Summary: Shah, Hemant, co-founder and CEO of RMS, recalls the early days of his company, when it was run out of his apartment, sometimes in casual and ad hoc ways. He explains how this period of experimentation allowed his team to explore different business opportunities, work closely with customers to develop a product of real value and define the company's path going forward.
Length (seconds): 351
 

Shah, Hemant, "Recognize Limitations" 3293 2014-02-26

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: RMS
Summary: Shah, Hemant, co-founder and CEO of RMS, discusses having "the humility and the self-awareness to not stand in the way of what's needed to build a real business and grow." Shah shares a powerful insight about learning when to ask for help from others, and then standing aside to let them teach you.
Length (seconds): 281
 

Shah, Hemant, "Overcoming the Mature Market Fallacy" 3294 2014-02-26

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: RMS
Summary: Shah, Hemant, co-founder and CEO of RMS, describes his team's recommitment to growing the business after its acquisition. Instead of letting it plateau and moving on to the next startup, the founders reimagined and reinvented RMS in a way that led to the most significant stage of growth in the company's history.
Length (seconds): 262
 

Shah, Hemant, "Innovator's Dilemma in Action" 3295 2014-02-26

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: RMS
Summary: Shah, Hemant, co-founder and CEO of RMS, talks about the difficulty and uncertainty of pivoting the company and bringing its culture along once it achieves success. He recalls recognizing a shift away from focusing on continued growth and innovation to defending the status quo, and the challenging experience of eventually getting the company to change.
Length (seconds): 457
 

Shah, Hemant, "Gaining Emotional Buy In" 3296 2014-02-26

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: RMS
Summary: Shah, Hemant, co-founder and CEO of RMS, emphasizes the importance of engaging colleagues at a human, emotional level to get buy in and support change. A balanced approach, Shah says, blends the optimism and upside of a new business strategy with the reality that "the status quo is not risk free."
Length (seconds): 161
 

Walker, Tristan, "Be an Authentic Entrepreneur" 3297 2014-04-09

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Walker and Company
Summary: Walker, Tristan, founder and CEO of Walker and Company Brands, describes living your authentic brand as an entrepreneur. Traveling from the housing projects of Queens, New York to working on Wall Street and experiences at Silicon Valley tech firms, Walker discusses creating context to see opportunities and the importance of being in the problems and solutions business, in conversation with Stanford Professor Seelig, Tina.
Length (seconds): 3419
 

Chang, Morris, "An Emphasis on Excellence" 3298 2014-04-23

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TSMC
Summary: Morris Chang, founding chairman of the Taiwan Semiconductor Manufacturing Company, reflects on his journey of bringing revolutionary changes to his industry, in conversation with Stanford President Hennessy, John. Chang also touches on discovering new business models, his thoughts on leadership, and the importance of gratitude in one's career.
Length (seconds): 3418
 

Catmull, Ed, "Creativity, Inc." 3299 2014-04-30

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Disney/Pixar
Summary: Catmull, Ed, president of Walt Disney and Pixar Animation Studios, shares some of his formative career experiences and offers a glimpse inside the working culture of Disney and Pixar. In conversation with Stanford Professor Sutton, Bob, Catmull offers additional insights from his book, Creativity, Inc., including lessons learned from his longtime working relationship with the late Steve Jobs.
Length (seconds): 3605
 

Rottenberg, Linda, "Crazy is a Compliment" 3300 2014-05-07

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Endeavor
Summary: Linda Rottenberg, co-founder and CEO of Endeavor Global, shares smart lessons for cutting an entrepreneurial path in a turbulent world. Touching on elements from her upcoming book, Crazy is a Compliment, Rottenberg unpacks insights from Endeavor's work driving entrepreneurship in emerging markets around the world.
Length (seconds): 3663
 

Donaker, Geoff, "The Road to IPO" 3301 2014-05-14

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Yelp
Summary: Yelp COO Geoff Donaker steps through the big questions and challenges faced in taking a company public. Donaker discusses working with bankers, developing a road show for investors, and many of the issues of pricing and timing faced by Yelp in the run up to their public offering in 2012.
Length (seconds): 3625
 

Busque, Leah, "Do Something You Love" 3302 2014-05-21

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TaskRabbit
Summary: TaskRabbit Founder and CEO Leah Busque tells how a need for dog food on a snowy night in Boston turned into a rapidly growing venture connecting people in neighborhoods around the country. Busque also explains the value of sharing your idea freely and the importance of cultivating an atmosphere of mentorship and collaboration.
Length (seconds): 3703
 

Huang, Joseph, McColl, Milt, Saxena, Smita and Teitelman, Cameron, "The Birth of StartX" 3303 2014-03-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: StartX
Summary: Cameron Teitelman, founder and CEO of StartX, describes how and why the nonprofit's startup accelerator began -- namely, to increase the speed of innovation by fostering a support system where fledgling founders could turn to peers and mentors for advice. Teitelman also details StartX's evolving relationship with Stanford, in response to a question from Prof. Seelig, Tina.
Length (seconds): 274
 

Huang, Joseph, McColl, Milt, Saxena, Smita and Teitelman, Cameron, "StartX's Criteria for Entrepreneurs" 3304 2014-03-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: StartX
Summary: Cameron Teitelman, founder and CEO of StartX, talks about the most important factors that the nonprofit looks for in entrepreneurs applying to the accelerator program: an intrinsic passion for the problem they're addressing, a highly functioning team and the ability to build quickly and iterate.
Length (seconds): 200
 

Huang, Joseph, McColl, Milt, Saxena, Smita and Teitelman, Cameron, "Mentorship Perpetuates Success" 3305 2014-03-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: StartX
Summary: In conversation with Prof. Seelig, Tina, StartX Founder and CEO Cameron Teitelman, along with StartX entrepreneurs Joseph Huang, Milt McColl and Smita Saxena, discuss the importance of tailored mentorship, the benefits of being a mentor and a culture within the accelerator where peers and alumni are expected to help newer members succeed.
Length (seconds): 362
 

Huang, Joseph, McColl, Milt, Saxena, Smita and Teitelman, Cameron, "Accelerator Metrics" 3306 2014-03-05

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: StartX
Summary: Cameron Teitelman, founder and CEO of StartX, describes how the nonprofit organization's metric for success is more than the market value that startups achieve. Besides counting up acquisitions and the dollar amounts invested in the companies, Teitelman says StartX, in keeping with its educational mission, measures the skills that founders gain in the accelerator program and the impact of those skills on their startup.
Length (seconds): 113
 

Walker, Tristan, "Be an Authentic Entrepreneur [Entire Talk]" 3307 2014-04-09

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Walker and Company
Summary: Walker, Tristan, founder and CEO of Walker and Company Brands, describes living your authentic brand as an entrepreneur. Traveling from the housing projects of Queens, New York to working on Wall Street and experiences at Silicon Valley tech firms, Walker discusses creating context to see opportunities and the importance of being in the problems and solutions business, in conversation with Stanford Professor Seelig, Tina.
Length (seconds): 3419
 

Walker, Tristan, "You Can't Lose Authenticity" 3308 2014-04-09

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Walker and Company
Summary: Walker, Tristan, founder and CEO of Walker and Company Brands, discusses the value of entrepreneurs bringing authenticity to their venture. Walker, a Stanford alumnus, recalls realizing that his true calling as an entrepreneur came when he discovered that "I wanted to fundamentally feel like I was the best person in the world to solve that problem."
Length (seconds): 190
 

Walker, Tristan, "Owning Your Personal Brand" 3309 2014-04-09

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Walker and Company
Summary: Walker, Tristan, founder and CEO of Walker and Company Brands, stresses the importance of understanding that your own brand isn't dictated by you, but is defined by what others say it is. In conversation with Stanford Prof. Seelig, Tina, Walker also urges young people to manage their brand in the largely public online world.
Length (seconds): 175
 

Walker, Tristan, "Trials and Blessings are the Same Thing" 3310 2014-04-09

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Walker and Company
Summary: Walker, Tristan, founder and CEO of Walker and Company Brands, recalls advice that filmmaker Tyler Perry once shared: that the challenges people encounter are actually blessings. Walker said realizing that lesson can be liberating for entrepreneurs and calming in the face of adversity.
Length (seconds): 146
 

Walker, Tristan, "Take Your Time" 3311 2014-04-09

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Walker and Company
Summary: Walker, Tristan, founder and CEO of Walker and Company Brands, urges students not to feel rushed about launching a startup, and to absorb all that surrounds them on campus. Walker, who graduated from Stanford, warns that people can get so focused on the future that they miss opportunities in the present.
Length (seconds): 231
 

Walker, Tristan, "What Services to Create" 3312 2014-04-09

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Walker and Company
Summary: Deciding where to work or what to create can begin with noticing your own passions or the unique products and services you use, according to Walker, Tristan, founder and CEO of Walker and Company Brands.
Length (seconds): 94
 

Walker, Tristan, "Tell the Story Better Than Anybody Else" 3313 2014-04-09

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Walker and Company
Summary: Walker, Tristan, founder and CEO of Walker and Company Brands, talks about ensuring that authenticity exists at his startup, and how that vision gets passed along to new recruits. It starts with having a meaningful personal connection to the product, and making sure the values of new employees are compatible with those of the company.
Length (seconds): 268
 

Walker, Tristan, "What Keeps You Going" 3314 2014-04-09

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Walker and Company
Summary: Walker, Tristan, founder and CEO of Walker and Company Brands, talks about how he sees opportunity in creating a company that customers can be proud of. He also discusses the importance of his marriage and remaining aware that he should be doing what he fundamentally feels he should be doing.
Length (seconds): 144
 

Khan, Sal, "Education Reimagined [Entire Talk]" 3315 2014-04-16

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Khan Academy
Summary: Khan, Sal, founder and executive director of Khan Academy, discusses elements for a new vision for education. While offering examples of how his organization is bringing disruptive approaches to traditional learning experiences, Khan touches on the early days starting Khan Academy and the power of collaboration in creating change around the world.
Length (seconds): 3475
 

Khan, Sal, "From Hobby to Organization" 3316 2014-04-16

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Khan Academy
Summary: Khan Academy Founder and Executive Director Khan, Sal recounts how his humble homemade tutorial videos for family grew to become a global resource for anyone wanting quality educational content. He also discusses how his first major funding came from high-profile users and organizations that wanted to help him realize his dream of offering "a free world-class education for anyone anywhere."
Length (seconds): 550
 

Khan, Sal, "Khan Academy Goes to the Classroom" 3317 2014-04-16

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Khan Academy
Summary: Khan Academy Founder and Executive Director Khan, Sal describes how his nonprofit's online lessons have been used at local schools to facilitate peer-to-peer learning. Khan also talks about how students using those lessons in class seem to take more ownership of their learning process and see their teachers more as partners than antagonists.
Length (seconds): 235
 

Khan, Sal, "Create Exemplar Customers" 3318 2014-04-16

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Khan Academy
Summary: Khan Academy Founder and Executive Director Khan, Sal responds to a question about how his organization's free online lessons can overcome barriers to being used at a systemic level in school districts. He describes a strategy of identifying outstanding users and highlighting their achievements to other customers as a way to encourage widespread adoption.
Length (seconds): 356
 

Khan, Sal, "The Future of a University Education" 3319 2014-04-16

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Khan Academy
Summary: In response to an audience question, Khan Academy Founder and Executive Director Khan, Sal shares his thoughts on the future of a university education. Besides earning a college degree, Khan envisions universities requiring students to come away with a portfolio of work and a reputation for actively contributing to a community.
Length (seconds): 247
 

Khan, Sal, "When the Mission is the Bottom Line" 3320 2014-04-16

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Khan Academy
Summary: Khan Academy Founder and Executive Director Khan, Sal discusses how his organizationĺs nonprofit status and mission differentiates Khan Academy from other ventures in Silicon Valley. Whereas many entrepreneurs are focused on customer growth, a lucrative exit and launching the next venture, Khan says the challenge for Khan Academy is staying true to its mission.
Length (seconds): 169
 

Catmull, Ed, "Creativity, Inc. [Entire Talk]" 3321 2014-04-30

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Disney/Pixar
Summary: Catmull, Ed, president of Walt Disney and Pixar Animation Studios, shares some of his formative career experiences and offers a glimpse inside the working culture of Disney and Pixar. In conversation with Stanford Professor Sutton, Bob, Catmull offers additional insights from his book, Creativity, Inc., including lessons learned from his longtime working relationship with the late Steve Jobs.
Length (seconds): 3570
 

Catmull, Ed, "Will You be Open or Closed?" 3322 2014-04-30

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Disney/Pixar
Summary: Catmull, Ed, president of Pixar and Disney Animation Studios, discusses how freely works were published in the early days. In conversation with Stanford Prof. Sutton, Bob, Catmull said the intention was to attract top talent and contribute to a community.
Length (seconds): 129
 

Catmull, Ed, "Adapt to Reality" 3323 2014-04-30

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Disney/Pixar
Summary: In response to a question from Stanford Prof. Sutton, Bob, Pixar and Disney Animation Studios President Catmull, Ed talks about believing in organizational strategy, and more importantly, being ready to adapt to the unexpected.
Length (seconds): 84
 

Catmull, Ed, "Testing the Waters" 3324 2014-04-30

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Disney/Pixar
Summary: Catmull, Ed, president and co-founder of Pixar Animation Studios, describes to Stanford Prof. Sutton, Bob how the late Steve Jobs would enter into talks with other companies about selling Pixar as a tactic to determine its market worth. Jobs co-founded Pixar and was its chief executive officer.
Length (seconds): 89
 

Catmull, Ed, "A Steve Jobs IPO Story" 3325 2014-04-30

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Disney/Pixar
Summary: Catmull, Ed, president and co-founder of Pixar Animation Studios, details the foresight that the late Steve Jobs had while serving as Pixar's CEO. Jobs predicted that the right time to take Pixar public was just after the debut of Toy Story, because he knew how successful the film would be. Catmull was in conversation with Stanford Prof. Sutton, Bob.
Length (seconds): 229
 

Catmull, Ed, "How to Argue with Steve Jobs" 3326 2014-04-30

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Disney/Pixar
Summary: Catmull, Ed, president and co-founder of Pixar Animation Studios, describes how he would demonstrate patience and persistence when he and the late Steve Jobs did not agree on something. Jobs co-founded Pixar and was its CEO at the time.
Length (seconds): 117
 

Catmull, Ed, "Inside the Braintrust" 3327 2014-04-30

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Disney/Pixar
Summary: Catmull, Ed, president of Pixar and Disney Animation Studios, explains the highly effective concept of the "Braintrust," which comprises a group of passionate peers who advise filmmakers during the production process. Key to its success is that the group has no authority, and that absolute candor and trust must be in place, Catmull says.
Length (seconds): 436
 

Catmull, Ed, "The Hungry Beast and the Ugly Baby" 3328 2014-04-30

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Disney/Pixar
Summary: Catmull, Ed, president of Pixar and Disney Animation Studios, describes how companies often don't spend enough time nurturing and improving an initial idea and quickly produce something lacking because of the pressure to "feed the hungry beast."
Length (seconds): 128
 

Rottenberg, Linda, "Crazy is a Compliment [Entire Talk]" 3329 2014-05-07

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Endeavor
Summary: Linda Rottenberg, co-founder and CEO of Endeavor Global, shares smart lessons for cutting an entrepreneurial path in a turbulent world. Touching on elements from her upcoming book, Crazy is a Compliment, Rottenberg unpacks insights from Endeavor's work driving entrepreneurship in emerging markets around the world.
Length (seconds): 3565
 

Chang, Morris, "An Emphasis on Excellence [Entire Talk]" 3330 2014-04-23

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TSMC
Summary: Morris Chang, founding chairman of the Taiwan Semiconductor Manufacturing Company, reflects on his journey of bringing revolutionary changes to his industry, in conversation with Stanford President Hennessy, John. Chang also touches on discovering new business models, his thoughts on leadership, and the importance of gratitude in one's career.
Length (seconds): 3250
 

Chang, Morris, "Igniting the Foundry Industry" 3331 2014-04-23

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TSMC
Summary: In conversation with Stanford University President Hennessy, John, TSMC Founding Chairman Morris Chang talks about the rapid increase in fabless semiconductor companies after the creation of his revolutionary chip-making plant. Chang also discusses how TSMC showed competitors in Taiwan how to be a world-class company.
Length (seconds): 379
 

Chang, Morris, "Finding a Company's Focus" 3332 2014-04-23

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TSMC
Summary: Responding to a question from Stanford University President Hennessy, John, Morris Chang discusses how playing a leadership role in the semiconductor industry allowed him to see the business opportunity for a manufacturing plant that serves companies without fabrication facilities.
Length (seconds): 141
 

Chang, Morris, "Japan in the Semiconductor Industry" 3333 2014-04-23

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TSMC
Summary: Stanford University President Hennessy, John and Morris Chang, founding chairman of TSMC, talk about how Japan fell behind Taiwan, China and Korea in the semiconductor industry. Chang attributes this to the lack of Japanese ôfabless manufacturers,ö chip makers without fabrication facilities.
Length (seconds): 216
 

Rottenberg, Linda, "Stop Planning, Start Doing" 3334 2014-05-07

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Endeavor
Summary: Linda Rottenberg, co-founder and CEO of Endeavor Global, urges aspiring entrepreneurs to act on their ideas and not get too caught up with elaborate business plans and market research.
Length (seconds): 93
 

Rottenberg, Linda, "An Unconventional Startup Strategy" 3335 2014-05-07

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Endeavor
Summary: Stalking is an underrated startup strategy, says Linda Rottenberg, co-founder and CEO of Endeavor Global, who illustrates this through the story of Josephine Esther Mentzer, whose relentless salesmanship led to huge success in cosmetics. Mentzer came to be known as Estee Lauder.
Length (seconds): 131
 

Rottenberg, Linda, "Chaos is the Friend" 3336 2014-05-07

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Endeavor
Summary: Linda Rottenberg, co-founder and CEO of Endeavor Global, discusses how instability in society benefits entrepreneurs more than the status quo. She retells the story of how the French widow behind the brand "Veuve Clicquot" made sure her champagne was poured at key moments during the Napoleonic Wars.
Length (seconds): 192
 

Rottenberg, Linda, "Tell the Stories" 3337 2014-05-07

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Endeavor
Summary: Linda Rottenberg, co-founder and CEO of Endeavor Global, describes how the success stories of local entrepreneurs in different industries and demographic groups can inspire more entrepreneurship in emerging markets.
Length (seconds): 107
 

Rottenberg, Linda, "Close Doors and Live Lean" 3338 2014-05-07

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Endeavor
Summary: In conversation with Stanford Prof. Seelig, Tina, Linda Rottenberg warns that keeping all doors and options open can distract one to the point of paralysis. Rottenberg, co-founder and CEO of Endeavor Global, also discussed living ôleanö as a way to free up resources for more risk taking.
Length (seconds): 121
 

Donaker, Geoff, "The Road to IPO [Entire Talk]" 3339 2014-05-14

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Yelp
Summary: Yelp COO Geoff Donaker steps through the big questions and challenges faced in taking a company public. Donaker discusses working with bankers, developing a road show for investors, and many of the issues of pricing and timing faced by Yelp in the run up to their public offering in 2012.
Length (seconds): 3551
 

Donaker, Geoff, "Reasons Not to Sell" 3340 2014-05-14

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Yelp
Summary: Yelp Chief Operating Officer Geoff Donaker talks about the company's decision to turn down lucrative acquisition offers pre-IPO. While selling would've benefited Yelp's founders and early investors, Donaker says it was unclear what the effect would be for the rest of Yelp's employees and growing user community.
Length (seconds): 205
 

Donaker, Geoff, "Making the IPO Decision" 3341 2014-05-14

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Yelp
Summary: Yelp COO Geoff Donaker talks about how the company saw the resignation of its previous chief financial officer as the ideal time to go public. Donaker says an impending IPO made Yelp focus on candidates with previous CFO experience taking a company public.
Length (seconds): 226
 

Donaker, Geoff, "Going on the Roadshow" 3342 2014-05-14

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Yelp
Summary: Yelp Chief Operating Officer Geoff Donaker recounts traveling around the country with company leaders to meet with institutional investors prior to the IPO. He explains how the amount of shares bought, and at what price, reflects demand.
Length (seconds): 422
 

Donaker, Geoff, "Yelp Growth Strategies" 3343 2014-05-14

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: Yelp
Summary: Yelp COO Geoff Donaker describes how the strength of the site lies in all the reviews by everyday people, and how even the small percentage of users who write reviews leads to increased engagement. He also discusses grassroots growth in new cities via recruitment of Yelp "community managers."
Length (seconds): 243
 

Busque, Leah, "Do Something You Love [Entire Talk]" 3345 2014-05-21

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TaskRabbit
Summary: TaskRabbit Founder and CEO Leah Busque tells how a need for dog food on a snowy night in Boston turned into a rapidly growing venture connecting people in neighborhoods around the country. Busque also explains the value of sharing your idea freely and the importance of cultivating an atmosphere of mentorship and collaboration.
Length (seconds): 3596
 

Busque, Leah, "Tell Everyone About Your Idea" 3346 2014-05-21

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TaskRabbit
Summary: Leah Busque, founder and CEO of TaskRabbit, explains the value of sharing a business idea as widely as possible and recounts how doing that over dinner years ago led to a kinship with someone who provided early support and mentorship that proved vital to her startup.
Length (seconds): 388
 

Busque, Leah, "Growing the Early User Base" 3347 2014-05-21

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TaskRabbit
Summary: Leah Busque, founder and CEO of TaskRabbit, describes how her business rapidly grew out of a hyper-local beta test: on 600 mothers in her hometown. She also discusses closely tracking customer analytics as a way to guide product development.
Length (seconds): 109
 

Busque, Leah, "The Early Metrics" 3348 2014-05-21

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TaskRabbit
Summary: Leah Busque, founder and CEO of TaskRabbit, discusses how performance metrics and customer traction were measured during seed-round fundraising. She says the key then was identifying the right metrics and figuring out how fast goals could be reached.
Length (seconds): 90
 

Busque, Leah, "Employment Impacts" 3349 2014-05-21

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TaskRabbit
Summary: Leah Busque, founder and CEO of TaskRabbit, shares statistics on the number of Americans who depend on the site for full-time work and income. She also describes how TaskRabbit empowers individuals to work on their terms and shape their own destiny.
Length (seconds): 146
 

Busque, Leah, "Ensuring Fair Prices" 3350 2014-05-21

Physical Description: 1 computer file(s) (mov)

Scope and Contents note

Organization: TaskRabbit
Summary: Leah Busque, founder and CEO of TaskRabbit, explains how customers are prohibited from paying errand-runners below minimum wage, and how helpers for hire on the site set their own rate, and more importantly, are empowered to build out their own business.
Length (seconds): 118