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.
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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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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.
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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?
Physical Description: 1 computer file(s) (mp4)
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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?
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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?
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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?
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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?
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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?
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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!
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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"
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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"
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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"
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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"
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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?
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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]
Physical Description: 1 computer file(s) (mp4)
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
Physical Description: 1 computer file(s) (mp4)
Scope and Content Note
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
Physical Description: 1 computer file(s) (mp4)
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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)
Scope and Content Note
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