Stanford Technology Ventures Program, Entrepreneurial Thought Leaders Seminar, Videorecordings

Decker, Patricia S. (Patricia Sue), 1950-, On the Verge of an Acquisition? 2008-05-07 2016

On the Verge of an Acquisition?

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Microsoft came knocking, but they and Yahoo! could not agree on a price, says Decker, Sue, president of the search engine and online community. Decker attributes the incomplete partnership to a difference of vision in the potential value of the company, and says that in its wake, Yahoo! is weighing a number of options for the future.

Decker, Patricia S. (Patricia Sue), 1950-, Monetizing Search Capabilities 2008-05-07 2017

Monetizing Search Capabilities

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Yahoo! President Decker, Sue explains the search engine's testing of Google tools to help close the gap between user search and moneymaking ad clicks. She explains that the partnership was part of the due diligence necessary to benchmark Yahoo!'s own capability to turn search engine users into those who buy from well-targeted on-site ads.

Brilliant, Lawrence B., Strategic Philanthropy 2008-05-14 2018

Strategic Philanthropy

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Find something in the world you're capable of fixing, and use all the skills at your disposal to make it work. Acting for the common good should be as commonplace and as devotional as going into business, says Google.org Executive Director Brilliant, Larry. Making the world a better place should take the same focus as devising the next great widget.

Brilliant, Lawrence B., Hunting for the Right Cause 2008-05-14 2019

Hunting for the Right Cause

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In addition to dollars, Google.org harnesses the company's engineering talent to try to make the world fairer, more just, and safer, says the corporate non-profit's Executive Director Brilliant, Larry. The company made a decision to dedicate one percent of its profits to global causes. It took 18 months to find that unique short list of problems that Google could uniquely solve, at the right scale, with sustainable results. Brilliant also explains his philosophy of Ghandi's talisman which helped him find the right focus.

Brilliant, Lawrence B., A New Breed of Entrepreneur 2008-05-14 2020

A New Breed of Entrepreneur

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Young people with mammoth commercial success have bred a new kind of philanthropic entrepreneur, says Google.org's Executive Director Brilliant, Larry. And Brilliant also explains his optimism in smallpox, using it as a case study on a managed disease that once killed half a billion people worldwide. Through global unity and a concentrated effort, akin to what Google.org strives to accomplish in other areas, the virus was eradicated; thanks, in equal parts, to scientific discovery and philanthropic will.

Brilliant, Lawrence B., Google.org's Five Core Initiatives 2008-05-14 2021

Google.org's Five Core Initiatives

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After a mock trial session to whittle down the most critical causes from an applicant pool of 10,000, Google.org chose just five areas of concentration: renewable energy, plug-in vehicles, prevention of pandemics, famines, and floods, public services for the poor, and job creation. And the organization's Executive Director, Brilliant, Larry, offers this overview of these pressing global issues, and pinpoints Google's resources dedicated toward finding solutions, using tools such as financing, Google Earth, and the engineering of solar energy.

Brilliant, Lawrence B., Unreliable Donations 2008-05-14 2022

Unreliable Donations

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Money that often fuels traditional philanthropic efforts comes from government money or a foundation. But relying on these sources for income is not a sure bet, says Executive Director of Google.org Brilliant, Larry. Great causes can lose their financial footing easily, particularly when caught in-between political administrations with differing world views.

Brilliant, Lawrence B., Recruiting More .Org's 2008-05-14 2023

Recruiting More .Org's

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Brilliant, Larry, Executive Director for Google.org, confesses that the company stole the idea for a profit-driven non-profit from Salesforce.com. Brilliant reminds us that only privately-held companies can give their money to charity, but that Google is optimistic about recruiting other large enterprises to work in the public interest.

Melo, John, Synthetic Biology in Action 2008-05-21 2024

Synthetic Biology in Action

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From an open-source anti-malarial compound to renewable energy resources, Amyris Biotechnologies CEO Melo, John explains his enterprise's corporate acts of altruism, as funded by the Gates Foundation. In his words, it's a win-win situation: His organization undertakes innovative science, saves thousands of lives, and conserves natural resources.

Melo, John, Planning for the Market 2008-05-21 2025

Planning for the Market

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Even after the first round of financing, budding start-up Amyris Biotechnologies didn't quite realize the potential of its assets or its market possibilities, says company CEO Melo, John. The company made a choice. And rather than exploring the limits of the technology simply for technology's sake, they thought instead about exploring the needs of the marketplace. They first looked at the attributes of existing energy sources, and then investigated molecular alternatives that can mesh with current capabilities.

Melo, John, Driving Low Cost and Time to Market 2008-05-21 2026

Driving Low Cost and Time to Market

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Rather than simply re-invneting the wheel on new energy sources, Amyris Biotechnologies CEO Melo, John discusses his company's decision to focus on blended fuels that already meet market specifications. This practice, he points out, can get alternatives competing in the marketplace years faster than starting a formula from scratch. Melo also discusses his enterprises' numerous cost-saving techniques, such as simplified manufacturing, low capital investment, and efficient fermentation toward product growth.

Melo, John, Comparing Start-Ups to Fortune 500 2008-05-21 2027

Comparing Start-Ups to Fortune 500

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Having worked both for Big Oil and for start-up companies, Amyris Biotechnologies CEO Melo, John compares the work environment of the two - particularly when it comes to seeking capital. But the start-up environment offers a unique lure, says Melo - the potential to be on the right side of environmental change. In addition, the Amarys founders, the investors interested in scientific progress, and the potential for technological innovation were all powerful magnets pulling him from the large corporate environment.

Melo, John, Attracting Promising Talent 2008-05-21 2028

Attracting Promising Talent

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After fundraising, Melo, John, CEO of Amyris Biotechnologies, says that targeting human resources is his second largest priority. But being a smart candidate simply isn't enough, he reports; what's critical is being able to deliver in a group environment. Melo reports that reeling in the smartest and the best in the field is made easier by having an exciting in-house project on which to work.

Melo, John, Do What You Like to Get Where You Want 2008-05-21 2029

Do What You Like to Get Where You Want

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Melo, John, CEO of Amyris Biotechnologies, enjoyed building oscilloscopes, circuits and transistors - and yet he was a college dropout. In this clip, Melo comments on his non-linear career path and how his passion, personal interest, and sense of independence have propelled him from one episodic position to another. He states that he first looked for opportunities to do the things he loved to do, and then focused on the places he wanted to be.

Seidenberg, Beth, Five Metrics for Venture Success 2008-05-28 2030

Five Metrics for Venture Success

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How do investors gauge whether a company is one from a pool of thousands worth their resources? KPCB partner Seidenberg, Beth shares her firm's five measures for financial fortitude. In this clip, she outlines leadership, and how this is the most important talisman of a growing enterprise's success. In addition, she discusses the importance of large, fast-growing, under-served markets, and KPCB's willingness to take risk with new technologies. Reasonable financing structures and a sense of market urgency are also key indicators; being the first and being the best matters. Founders who are missionaries, not mercenaries, nearly always seal the deal.

Seidenberg, Beth, The Silicon Valley Ecosystem 2008-05-28 2031

The Silicon Valley Ecosystem

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Boston and San Diego can claim some footing, but Silicon Valley is truly the hub for technological innovation, says KPCB partner Seidenberg, Beth. Her venture firm is doing some work in Europe and China, but Valley culture includes education, technical expertise, talent, and access to capital unparalleled elsewhere. To illustrate her point, Seidenberg offers a case study that compares the ecosystems of Southern California to the offerings of Northern California universities and Sand Hill Road.

Seidenberg, Beth, Graduating New Technologies 2008-05-28 2032

Graduating New Technologies

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Ninety percent of KPCB's new technologies come from university research, reports partner Seidenberg, Beth. But how do the pieces come together? It all may begin with a good idea, but even the most brilliant and innovative technology needs a practical application for building a sustainable entity.

Seidenberg, Beth, A Snapshot of Early Financing 2008-05-28 2033

A Snapshot of Early Financing

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Demonstrating her lesson using a case study of a medical device company, KPCB partner Seidenberg, Beth offers an illustrative example of what angel and first-round financing might look like for the upstart enterprise. Her advice includes tips on seeking seed money, and why a small company shouldn't go out for financing too soon. Incrementally building dollars around real milestones is critical for real investment and corporate success.

Seidenberg, Beth, Cost Differentiation of a Start-Up 2008-05-28 2034

Cost Differentiation of a Start-Up

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Less contingency planning, a smaller team, shorter spells of tinkering and perfectionism... Parter at KPCB Seidenberg, Beth analyzes the differences in efficiencies between the corporate world and the start-up environment. Retaining its nimble nature, says Seidenberg, is the best way for any enterprise to withstand its regular crisis cycle.

Seidenberg, Beth, Who Owns What? 2008-05-28 2035

Who Owns What?

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Seidenberg, Beth, a partner at VC firm KPCB, says that in the beginning of a company's life cycle, founders typically own the majority of a budding enterprise - often as much as 80 percent, sharing the remainder with seed funders. But as that company continues to flower and VC investors are brought into the fold, that number can drop substantially, with firms owning anywhere from 20-60 percent. Founders are motivated to increase their ownership stake, and the only way to accomplish this, says Seidenberg, is for them to increase the company's value overall.

Seidenberg, Beth, Trends in Venture Capital Interest 2008-05-28 2036

Trends in Venture Capital Interest

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In 2007, $30 billion was invested in new business, with the majority of it in California and focused on green technologies. KPCB partner Seidenberg, Beth gives her take on the pulse of current venture capital areas of exploration. Highlights include third-party applications for the iPhone, life sciences and medical innovations, pandemic preparedness and biodefense, and global initiatives.

Seidenberg, Beth, Understanding the Overseas Investment Market 2008-05-28 2037

Understanding the Overseas Investment Market

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Culturally, the differences can be night and day. Financially, the rules can be completely different. Rather than trying to operate in China and jump its many hurdles from afar, KPCB partner Seidenberg, Beth says her firm found the best entrepreneurs in the country and partnered with them, giving them the Kleiner Perkins Caufield & Byers brand. In India, the business community works more closely with Silicon Valley, simply assigning its partners to the ground and forging relationships with other serial entrepreneurs.

Conley, Chip, Rediscovering Psych 101 During a Time of Crisis 2008-05-19 2038

Rediscovering Psych 101 During a Time of Crisis

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Though Conley had a great experience in business school, an area of study that has become very useful for him as an entrepreneur is psychology. The dot-com bust and other outside forces presented an unforeseen challenge in a time of uncertainty. Searching for answers, Conley came across the work of Abraham Maslow, whose theories helped him rediscover his original purpose in starting the company. Through innovation based on "higher" needs, Conley took a fresh look at Joie de Vivre Hotels, the largest Hotelier in Northern California.

Conley, Chip, Using Maslow's Hierarchy of Needs to Redesign a Business Plan 2008-05-19 2039

Using Maslow's Hierarchy of Needs to Redesign a Business Plan

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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

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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

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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

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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

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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

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In order to match the specific personalities of customers with the specific personalities of their hotels, Joie de Vivre implemented a creative website innovation. Using an avatar and an online survey, the website is able to provide a hotel that is tailor made to fit the individual customer. In order to meet another unrecognized need of the customer, the site provides psychographically customized travel advice that is off the beaten track. As a result of this innovation, Joie de Vivre now receives 70% of its bookings through its own website and has won E-marketer of the year awards several years running.

Conley, Chip, Dealing With Complaints 2008-05-19 2045

Dealing With Complaints

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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

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During the economic downturn of 2002, instead of distributing dividends, Joie de Vivre was forced to ask investors to help out the company financially. Rather than approaching investors in a completely solemn manner, Conley explains how approaching his investors with a sense of humor helped in the negotiation and persuasion process.

Blank, Steven G., Rethinking the Product Development Process 2008-10-01 2056

Rethinking the Product Development Process

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The canonical product development model - concept, develop, alpha, beta, first customer, ship - is how Silicon Valley grew strong. But why does this process to build a business only succeed part of the time? And how can early stage ventures reduce their overall risk? Serial entrepreneur Blank, Steve points out that most founding partners strongly focus on product and ship. But too often, startups confuse engineering's accomplishments with marketing and sales success, and they pop the champagne corks too soon.

Blank, Steven G., Assessing Customer and Market Risks 2008-10-01 2057

Assessing Customer and Market Risks

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The odds of success in Silicon Valley are about 1,000:1. How can so many good ideas fail to find their place in the market? Too many start-ups burn too many resources on sales and marketing too soon, says serial entrepreneur Blank, Steve. Less than ten percent of start-ups fail because of faulty technology or engineering, whereas most allude success because they don't pinpoint the right market or the right customer.

Blank, Steven G., The Customer Development Process 2008-10-01 2058

The Customer Development Process

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Any assumption that an entrepreneur makes about their customers and markets is nothing but a guess, says serial entrepreneur Blank, Steve. But how can one prove a working hypothesis? It goes beyond soliciting friends for feedback in the dorm room. Successful ventures locate real customers in the field, solicit their feedback, and deeply analyze the customers whose problems they hope to solve.

Blank, Steven G., Engineers and Founders: The First Sales Team 2008-10-01 2059

Engineers and Founders: The First Sales Team

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The most radical thing a new company can do is sell their product, says serial entrepreneur Blank, Steve. He believes that the company founders - not the sales team - should be the first to try to turn a profit, as they will learn firsthand about their product's shortcomings and usability. Great engineers directly understand what their customers need.

Blank, Steven G., Don't Seek Publicity Too Soon 2008-10-01 2060

Don't Seek Publicity Too Soon

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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

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Silicon Valley lore includes anecdotes of company founders being thrown out of their own companies. But starting a company and growing a company are two different skill sets, says serial entrepreneur Blank, Steve. Investors are often frightened away by world class entrepreneurs who know how to build, but not deepen and enrich, a later stage enterprise. The tragedy, says Blank, is that the largest, best-known tech companies are still run by their founders - think Microsoft, Oracle, or Apple. The gap in this insight, says Blank, is of theatrical proportion.

Blank, Steven G., Acting on Customer Discovery 2008-10-01 2062

Acting on Customer Discovery

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Customer feedback simply cannot be outsourced, according to serial entrepreneur Blank, Steve. Here he shares an anecdote demonstrating the importance of founders speaking directly to customers. Blank recalls how entrepreneur Alan Michaels was forced to listen to customer needs and altered his product accordingly. These changes turned single-digit sales into the thousands, and resulted in an eventual $400 million company sale.

Blank, Steven G., No VP's in a Start-up 2008-10-01 2063

No VP's in a Start-up

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Start-ups are not junior versions of larger companies. It's a different animal, says serial entrepreneur Blank, Steve. Rather than developing a sales team or a marketing team from the get-go, Blank believes that a launching company should bring them together under the umbrella of customer development.

Blank, Steven G., Intimate Customer Understanding 2008-10-01 2064

Intimate Customer Understanding

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An entrepreneur needn't be a heart surgeon, but they must have an understanding of the tools a heart surgeon might need. That said, learning a business vertical is the responsibility of a great financier, regardless of its complexity, says Blank, Steve, serial entrepreneur. Without this depth of customer understanding - knowing their problems and why they buy - no new venture can succeed.

Straser, Erik, Clean Tech's Global Opportunity 2008-10-08 2065

Clean Tech's Global Opportunity

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As the tech bubble was bursting on American soil, Mohr Davidow Ventures partner Straser, Erik realized that a tremendous opportunity was rising overseas. Forty percent of the planet's population is coming into a middle-class standard of living, and infrastructure and energy to support their desire for products and services is to become the driving force behind his career focus. This observation motivated the investor to explore the growing field of clean technologies.

Straser, Erik, An Emerging Market: Investing in Nanosolar 2008-10-08 2066

An Emerging Market: Investing in Nanosolar

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In this clip, Straser, Erik, a partner at Mohr Davidow Ventures, discusses a case study of his firm's investment in a new solar technology modeled after printing a daily newspaper. Straser speaks in depth about reducing the costs and complexity of the sector, choosing the right entrepreneur, and gauging the level of capital investment required.

Straser, Erik, The Credit Crisis Hits Sand Hill Road 2008-10-08 2067

The Credit Crisis Hits Sand Hill Road

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Will the nation's famed investment avenue suddenly reach a dead end? The map toward future investment could be marred with tighter coffers in a poor economic climate, says Mohr Davidow Ventures partner Straser, Erik, though good and intrepid companies will likely continue to find backers. Alternative sources of capital are a necessity in a global financial crisis, says Straser, and emerging technologies will likely feel the pinch of the higher cost of capital resulting from the credit crisis of 2008.

Straser, Erik, Find a Wave and Ride It 2008-10-08 2068

Find a Wave and Ride It

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Learning the history of Silicon Valley, says Straser, Erik, partner at Mohr Davidow Ventures, is the best method to predict its future. He suggests that students of business and entrepreneurship investigate the emerging trends in technology at research universities and elsewhere to unearth the Valley's forward focus. His advice: Find a lengthy, immutable trend that will permeate the next the 30 years, jump on it, and launch your career.

Straser, Erik, Honing in on the High Points of Clean Tech 2008-10-08 2069

Honing in on the High Points of Clean Tech

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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

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In addition to his focus on clean technologies, Mohr Davidow Ventures VC Straser, Erik has his eye on other global trends capable of significant macroeconomic consequences. Biofuels, bioengineering, more quantitative study in medicine, and the exploration of lifestyle diseases, in Straser's analysis, all present the seeds of future entrepreneurial endeavors.

Straser, Erik, Public Policy Support of Alternative Energies 2008-10-08 2071

Public Policy Support of Alternative Energies

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Venture is more policy-influenced than ever before, says Erik Staser, Mohr Davidow Ventures partner. For the first time ever, public policy has a horizon of investment tax credit to help facilitate long-term investment in clean technologies. Says Straser, the Valley is learning to plan its investment strategies within the confines of burgeoning and supportive policy framework.

McDonough, William, Beyond Socially Responsible Business 2008-10-15 2072

Beyond Socially Responsible Business

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Any "ism" is an extreme and dangerous thing, says McDonough, William, McDonough + Partners. And finding that balance between capitalism, socialism, and ecologism is the engineering of good design and sustainable development. Using a mathematical fractal paradigm, here McDonough puts forth questions that every ecologically- and socially-minded entrepreneur should pose to produce a product and business model that is simultaneously profitable, equitable, and renewable.

McDonough, William, Opportunity in the Failure of Design 2008-10-15 2073

Opportunity in the Failure of Design

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Any kind of government regulation on the enterprise is a signal of design failure - but also an opportunity to improve upon and grow a more efficient business archetype. McDonough + Partners founder McDonough, William points out that any business model that has roused government intervention - for pollution, carcinogens, etc. - presents an opportunity for better design and a more well-rounded approach to entrepreneurship.

McDonough, William, Being Less Bad is Not Being Good 2008-10-15 2074

Being Less Bad is Not Being Good

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Eco-efficiency often means being less toxic overall, but architect and designer McDonough, William, McDonough + Partners, believes that true green design and the architecture of business needs to turn over a new leaf. Being effective, and not just efficient, is key to long-term success.

McDonough, William, The Goal of Efficient Leadership 2008-10-15 2075

The Goal of Efficient Leadership

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An executive needs to structure the enterprise to do the right thing, and a manager needs to insure that this directive is carried out in the right way. The first question any institution needs to ask itself is that of the executive, says McDonough + Partners' McDonough, William. If the organization is doing the right thing, it is indicative of its effective and thoughtful leadership.

McDonough, William, Business Fueling - And Refueling - Itself 2008-10-15 2076

Business Fueling - And Refueling - Itself

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Eliminating the concept of waste, using current solar availability, and the celebration of diversity rethinks business-building resources from their most basic natural elements, and encourages entrepreneurs to think about the entire lifecycle of the products and service they create. McDonough, William of McDonough + Partners calls these elements "biological nutrients" and "technical nutrients", and views them as endlessly reusable tools that feed and fuel the continuously revolving wheel between producer and consumer.

McDonough, William, Clean Design Protocol from the Bottom Up 2008-10-15 2077

Clean Design Protocol from the Bottom Up

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McDonough + Partners founder McDonough, William recalls the history of how his design firm came to investigate and inventory the marketplace of tens of thousands of industrial compounds, chemicals, and building materials, and how he has sought to both simplify and detoxify the process of product and architectural design. The supply chain is kinked with so many layers of products that even well-meaning manufacturers might not know the character of the toxic and disease-inducing compounds they employ. This industrial naivite has led McDonough to archive thousands of these industrial building blocks and rate their numerous properties and uses - and he encourages designers and inventors to consider this research in the engineering process.

McDonough, William, Products for Life, Customers for Life 2008-10-15 2078

Products for Life, Customers for Life

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McDonough + Partners lead McDonough, William points out that manufacturers can utilize the same resources repeatedly, and build a lifetime buying relationship with their customer in the process. By closing the product cycle - that is, designing goods with their deconstruction and reconstruction in mind - product developers are uniquely poised to deepen their customer relationship. McDonough cites a case study of a carpet manufacturer that employs Cradle to Cradle design. Customers "lease" the carpet, and are offered financial incentive to return it after its term of use, where the manufacturer can strip it, reuse the backing, and replenish the fibers into new design - keeping toxic chemicals out of the environment, and unwanted product from the landfill.

McDonough, William, Architecture's Effect on Productivity 2008-10-15 2079

Architecture's Effect on Productivity

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How important is the role of cheerful architecture in the business world? It can mean significantly increased profits, says McDonough, William, founder of McDonough + Partners. For one Michigan-based chair manufacturer, a new working environment and factory floor flush with daylight, fresh air, and an "aloha shirt" mentality nearly doubled worker productivity.

Khosla, Vinod, Emerging Energy Solutions Must Compete on Price 2008-10-22 2080

Emerging Energy Solutions Must Compete on Price

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Forget every argument and industry lobby previously put forward regarding the evolution of green energy alternatives. For Khosla, Vinod, founder of Khosla Ventures, if a technology doesn't meet the "Chindia test" - meaning that it is cheaper than the current status quo in China and India - then it is not a viable, scalable, and cost-effective long-term alternative. Anything that will uproot the global reliance on oil or coal must be less expensive, else it will never gain traction in the global marketplace.

Khosla, Vinod, Broad Environmental Solutions Require Brawny Change 2008-10-22 2081

Broad Environmental Solutions Require Brawny Change

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Oil and coal account for 65-70 percent of our carbon emissions, followed by the carbon footprint of coal and steel, and these materials are among the most detrimental to the health of the planet, says Khosla Ventures founder Khosla, Vinod. And too often, feel-good environmentalism gets in the way of truly solving the climate crisis. Khosla claims that most of what green-thinking activists do to try to help the environment is a mere gesture toward the planet, and that real solutions are going to require broader, more entrepreneurial, strokes of innovation.

Khosla, Vinod, Shaping the Future with Entrepreneurship 2008-10-22 2082

Shaping the Future with Entrepreneurship

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Khosla, Vinod, founder of Khosla Ventures, predicted that the emergence of free long distance phone calls would be free, and that the large telecoms' reliance on those profits would make them fall like a deck of phone cards. But Khosla also uses this turn of events as a case study in entrepreneurship, exemplifying it as a demonstration that forward-thinking business investment is the best forerunner of the future.

Khosla, Vinod, Problem-Solving Paradigm 2008-10-22 2083

Problem-Solving Paradigm

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Take a big problem, apply the best minds to its prospects, add the fuel of entrepreneurial energy and a touch of capitalist greed, and one has the perfect recipe for solving any social, environmental, or cultural dilemma, says Khosla Ventures' Khosla, Vinod. Mere good intentions are not enough to invoke real change. But the course of industry can only be altered when all angles of the problem-solving pyramid are in place.

Khosla, Vinod, Stock Prices Are Irrelevant 2008-10-22 2084

Stock Prices Are Irrelevant

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The market is an unimportant, artificial system, says Khosla, Vinod, founder of Khosla Ventures, and he encourages entrepreneurs and thinkers to stop paying attention to its crests and troughs. Though the Dow may be down, what's far more important is the flow of user demand, which historically, says Khosla, always remains constant, and is a far greater indicator of long-term success.

Khosla, Vinod, Book Recommendations for Entrepreneurs 2008-10-22 2085

Book Recommendations for Entrepreneurs

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What should innovators and financiers be reading to round out their education? Khosla, Vinod, founder of Khosla Ventures, shares favorites from his library, some of which wrangle with issues of social entrepreneurship. Titles include The Black Swan, The Purple Cow, How to Change the World, and Banker to the Poor.

Estrin, Judy, Don't Take Innovation for Granted 2008-10-29 2086

Don't Take Innovation for Granted

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Not only does innovation drive the economy, says JLABS CEO Estrin, Judy, but it influences the very quality of our day-to-day life. However, Estrin believes real innovations need decades of institutional push and resources behind them to develop. Here she asserts that we've become too shortsighted and more risk averse when it comes to developing new technology, and that this cultural shift away from innovative breeding grounds is to our own long-term detriment.

Estrin, Judy, Three Types of Innovation 2008-10-29 2087

Three Types of Innovation

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JLABS' CEO Estrin, Judy breaks down innovation into three varieties. First, there's incremental innovation, which is a significant improvement on an existing tool (such as the shift into Web 2.0). Estrin also spotlights breakthrough innovation, which are significant revolutions in tools and thinking (akin to the discovery of DNA). A third type, orthogonal innovation, is about repackaging an existing tool in a new fashion to create a new user experience - consider what the iPod and iTunes did for the MP3. All have merits for the entrepreneur and the engineer alike.

Estrin, Judy, Diversity in Innovation 2008-10-29 2088

Diversity in Innovation

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The low-hanging fruit of problem-solving has been plucked, says Estrin, Judy, CEO of JLABS, and the remaining modern challenges are so complex, they can only be solved by a group effort. Teams working toward innovation not only require talent, but also a genuine blend of cognitive diversity - members with different backgrounds, varying life experiences, and diverse fields of study. Only through this kind of collaboration can larger, global problems be divided and conquered.

Estrin, Judy, Factors that Impact Innovation 2008-10-29 2089

Factors that Impact Innovation

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Leadership, funding, policy, education, and culture are all concepts that leaders should keep in mind when trying to foster innovation in any organization. Estrin, Judy, CEO of JLABS, breaks down these five influential elements and discusses their interplay. Effective and strategic leadership is perhaps the most important element. The right leadership and the right culture will facilitate adequate funding, strategic policies, and education that can contribute to furthering new ideas.

Estrin, Judy, The Benefits of Constructive Failure 2008-10-29 2090

The Benefits of Constructive Failure

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Nobody wants to fail, but we need to be willing to take that plunge - and self-analyze to learn from our failures, says JLABS CEO Estrin, Judy. If not given the opportunity to fall short of new goals, engineers and thinkers will be incapable of setting their sights high. Luckily for the entrepreneurialy-minded, Silicon Valley is a forgiving place, and those with great ideas are often given credit just for stretching and broadening new notions into the marketplace.

Estrin, Judy, The Price of the Decline of Innovation 2008-10-29 2091

The Price of the Decline of Innovation

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How did the floodgates of research, development, and innovation slow to a trickle, and how will the nation as a whole suffer as a result? Estrin, Judy, CEO of JLABS, outlines the depletion of the resources behind engineering, technology, and science, and how these areas of study have been denied the necessary nutrients to thrive. While we can't go back and recreate the great research labs of past decades, we can close the innovation gap. Should we fail to do so, says Estrin, entrepreneurs will no longer be able to find the talent to develop new ideas - or the science-minded middle-class consumer market to buy them.

Patterson, Anna, The Mission-Driven Start-Up 2008-11-06 2092

The Mission-Driven Start-Up

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While taking time away from her day job on bed rest, Cuil Co-founder Patterson, Anna eventually found herself volunteering for a non-profit and programming the largest search engine to date. Looking back, she recalls that the experience taught her critical management skills that have carried over into the start-up: the need to motivate unpaid workers, and the ability to bring passion and mission into the workplace.

Patterson, Anna, New Opportunities in Search Engine Technology 2008-11-06 2093

New Opportunities in Search Engine Technology

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When Alta Vista launched, it indexed about 50 percent of the Web. Years later, Google launched at the same capacity. But the opportunity today in search engine technology, says Cuil co-founder Patterson, Anna, is that the outlay for the hardware required to search the ever-growing pool of content has become prohibitively expensive. In this clip, Patterson describes Cuil's alternative, mathematical algorithm to "scatter gather" search that is both more thorough and more efficient, allowing just 140 machines to log 124 billion pages.

Patterson, Anna, Don't Sell Yourself - Or Your Product - Short 2008-11-06 2094

Don't Sell Yourself - Or Your Product - Short

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While some companies or products are built to be acquired quickly, this is not always their best-serving strategy, says co-founder of Cuil Patterson, Anna. Short-term thinking, speed, and thrift can sacrifice the quality of the finished product, she reports. Instead, emerging entrepreneurs should simply focus on their goals and product development and allow fate to take its course.

Patterson, Anna, Value in User Click Rates 2008-11-06 2095

Value in User Click Rates

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In a non-centralized system like the Internet, the best information is likely coming from a multitude of disparate sources. Patterson, Anna, Co-founder of search engine Cuil, explains why her company's search tool takes user click rates into consideration during search rankings, and how the practice has also allowed her engineering team to simultaneously track user habits with minimal effort.

Patterson, Anna, Irish Pub Culture 2008-11-06 2096

Irish Pub Culture

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It's a great resume that gets you in the door. But for Patterson, Anna, Co-founder of Cuil, the first interview is always lunch and conversation to determine if the candidate is the right fit for the small start-up's "Irish pub culture" of casual chatting. Her reasoning? If the candidate isn't capable of small talk, they simply will not mesh. Other desirable qualities also include a candidate with diverse interests and with multiple projects on their plate.

Kelley, Tom, 1955-, Innovation Made personal 2008-11-12 2097

Innovation Made personal

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Kelley, Tom, the highly acclaimed general manager of IDEO and author of best-selling books on creativity, targets his thoughts on corporate creativity to the inexperienced student - and how the young innovator can learn to foster the nature of creativity for life. He urges entrepreneurial thinkers to resist the forces that chip away at creative energy, and encourages an effort toward innovation to remain young at heart.

Kelley, Tom, 1955-, Orbiting the Giant Hairball 2008-11-12 2098

Orbiting the Giant Hairball

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IDEO's General Manager Kelley, Tom relays a tale about artist and author Gordon MacKenzie. In his book, "Orbiting the Giant Hairball", MacKenzie asks school children from kindergarten through sixth grade if they consider themselves to be artists. While the enthusiasm for creative free expression seems to run freely for the youngest children, the author notes some attrition from the idea starting with the second graders, and full-blown shame for artistic expression by the time he speaks to the sixth grade. The take-away from this exercise, says Kelley, is that we are all born with a high level of innovation, but it is the cultural norm to have these aspirations and pleasures flattened at a surprisingly young age. Kelley assures his audience that it is, indeed, OK to be an artist.

Kelley, Tom, 1955-, Thinking Like a Traveler 2008-11-12 2099

Thinking Like a Traveler

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Like taking vitamins or exercising daily, Kelley, Tom, General Manager of IDEO, points out that fostering lifelong creativity depends on instituting good, healthy mental habits. This first habit on his list of five encourages thinkers to become hyper-aware of their environment, and to notice the common and everyday with new eyes. Capture fresh ideas and don't be afraid to use them later, he insists.

Kelley, Tom, 1955-, Field Observations with Fresh Eyes 2008-11-12 2100

Field Observations with Fresh Eyes

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IDEO's General Manager, Kelley, Tom, shares a case study demonstrating value opportunities that arise when designers, innovators, and entrepreneurs see with fresh eyes. He cites his company's challenge to design a new children's toothbrush. Rather than relying on industry assumptions, his team did hands-on field research and discovered new ideas on how children actually go about brushing their teeth. Subsequently, IDEO's new take on an old product became a bestseller for their client, and caused an industry-wide re-design by other toothbrush manufacturers.

Kelley, Tom, 1955-, Treat Life As an Experiment 2008-11-12 2101

Treat Life As an Experiment

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Sometimes it works out, and sometimes it doesn't. Just ask Thomas Edison, the makers of WD-40, and vacuum guru James Dyson - who collectively tested thousands of ideas before finding a handful that stuck. But the point behind the practice of experimentation in innovative thinking, says IDEO General Manager Kelley, Tom. Take risks frequently, and be prepared in case the resulting action fails to meet your expectations. Fail forward, and there will be learning from your mistakes along the way.

Kelley, Tom, 1955-, Cultivating an Attitude of Wisdom 2008-11-12 2102

Cultivating an Attitude of Wisdom

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Be confident in what you know well, but be distrusting enough of what you don't know to keep yourself learning more at all times. This axiom will keep life-long learners of innovation thirsting to know more, broaden their skill set, and continuously second-guessing themselves in a way that will promote growth and knowledge, says Kelley, Tom, General Manager of IDEO. Resting on your laurels, says Kelley, is never a good idea, and it's not served anyone - including Caesar - very well.

Kelley, Tom, 1955-, Case Study: Best Buy's Failure to See Napster 2008-11-12 2103

Case Study: Best Buy's Failure to See Napster

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It's not what you don't know that gets you into trouble. It's what you know for sure that ain't so, says Mark Twain. And Kelley, Tom, General Manager of IDEO, cites this famous quote as an example of why it's important for creative minds to continue to cultivate a dedication to continuous learning. He tells the story of retailer Best Buy, and tracks their huge investment and acquisition of a large CD retailer which they thought was a good idea - except for that their target market had stopped buying music and started downloading MP3's instead. The electronic retailer was overly confident in their knowledge of the market, and paid for their lack of learning with a billion dollars in lost revenue.

Kelley, Tom, 1955-, Using Your Whole Brain 2008-11-12 2104

Using Your Whole Brain

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Fine tune your left brain, but don't overlook the opportunities to let your right brain make its mark. Kelley, Tom, General Manager of IDEO, also discusses the use of the "hare" brain, meaning the aspects of thinking that we can control, and the "tortoise" brain, meaning giving though processes time to sit, ruminate, and percolate to slowly process creative solutions. Kelley claims this slower level of background thinking is even smarter than our cognitive problem-solving, and that it can be used to address dilemas directly. Creative thinkers should schedule some time for daydreaming to give these slower mental processes a chance to be effective.

Kelley, Tom, 1955-, Do What You Love 2008-11-12 2105

Do What You Love

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You won't just be happier when you follow your passionate career path; you'll be better at it. IDEO's General Manager Kelley, Tom quotes author Collins, Jim who identifies a Venn diagram in every career path - the overlapping intersection of what you're good at, what you're born to do, what people will pay you to do, and finding a happy group of co-workers with whom to work. In the pursuit of self-discovery, Kelley suggests keeping a laboratory notebook tracking the happiest moments in life to discover our own true passions.

Martin, Hugh, Don't Prolong Your Exit 2009-01-14 2146

Don't Prolong Your Exit

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If you've decided to leave a large company in pursuit of other ventures, make it a clean break, advises Martin, Hugh, Chairman and CEO of Pacific Biosciences. He cites a personal anecdote of one company who tried to reverse his decision through a laborious series of meetings with the executive team, and the disastrous results that ensued. If you plan to leave an organization, do so quickly and painlessly.

Martin, Hugh, Believe in the Value of Investors 2009-01-14 2147

Believe in the Value of Investors

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Martin, Hugh, Chairman and CEO of Pacific Biosciences, advises entrepreneurs to avoid a common pitfall when it comes to the entrepreneur/VC relationship: Instead of viewing your board as an obstacle to be managed, think of them as a valuable resource and catalyst for opportunity. If you pick the right venture capitalists, they can easily be the greatest asset that your growing business can have.

Martin, Hugh, The Impact of a CEO 2009-01-14 2148

The Impact of a CEO

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John Sculley, historic CEO of Apple, and Bill Gates, CEO of Microsoft, both demonstrate the impact that effective leadership can have on business and technology. Both of these large companies missed the ground-floor opportunities of the Internet, says Martin, Hugh, Chairman and CEO of Pacific Biosciences. But there is a lesson to be learned in how each CEO responded. Apple mostly ignored the Internet boom, says Martin, and faced years of weak financial footing as a result. But Microsoft turned the company around to establish a deeply-rooted Internet presence - particularly its web browser Internet Explorer - in just three days. Martin uses this anecdote to demonstrate how essential leadership can be in corporate success.

Martin, Hugh, Hiring the Best in Human Resources 2009-01-14 2149

Hiring the Best in Human Resources

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Chairman and CEO of Pacific Biosciences Martin, Hugh was quick to hire a top-notch VP of Human Resources - despite the strong objection of his board and his investors. Martin stands behind his unusual decision, and largely credits it with the company's success. PacBio's need to hire and integrate a highly-skilled workforce in a short period of time mandated the resources, says Martin, who hired over 1200 people in three years - many of whom were lured from the field's largest competitors.

Martin, Hugh, The Benefits of Stockpiling Cash 2009-01-14 2150

The Benefits of Stockpiling Cash

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Martin, Hugh, Chairman and CEO of Pacific Biosciences, is proud to point out that his previous enterprise, ONI Systems, was the first to be taken IPO after the dot-com crash of 2000 - and that they raised over a billion dollars in just a few short months. Maximizing the cash value of the company was a huge benefit to its longevity, says Martin, and being conservative with their holdings was an inexhaustible asset.

Martin, Hugh, Bravely Take On the Big Players 2009-01-14 2151

Bravely Take On the Big Players

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The more dominant a single brand is in the marketplace, the easier it is for an innovator to compete with them. So says Martin, Hugh, Chairman and CEO of Pacific Biosciences, who headed the start-up that once competed with dominant telecoms like Nortel, Lucent, and Alcatel. His reasoning? Monolithic entities in a sector get lazy, lose touch with their customers, and become overly confident with their price point, creating tremendous opportunities for competition. Upstart entrepreneurs should never be afraid to slay a giant.

Martin, Hugh, Building Resistance to Acquisition 2009-01-14 2152

Building Resistance to Acquisition

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To build an enterprise that can surely go the distance, Pacific Biosciences' Chairman and CEO Martin, Hugh suggests a short list of strategies. Among them, the board must have confidence in a strong management team uniquely qualified to make the decision to sell. In addition, don't staff your board with young VC's, as they are self-centeredly building a reputation and seeking quick and profitable hits. Also, the enterprise should strive to take money from funds that are stable and flush, else the firm backing them will be more likely to sell. This combination, advises Martin, will make a board less likely to cave.

Martin, Hugh, People are Everything in the Start-Up 2009-01-14 2153

People are Everything in the Start-Up

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More important than market, technology, or timing, Martin, Hugh, Chairman and CEO of Pacific Biosciences, insists that any groundbreaking company is only as good as its team. Interview aggressively and make your staff want to stay there by offering respect, a hospitable culture, and great rewards.

Martin, Hugh, Overcommunicate Frequently 2009-01-14 2154

Overcommunicate Frequently

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Chairman and CEO of Pacific Biosciences Martin, Hugh says that his employees deeply enjoy the company-wide weekly meeting where he personally addresses all employees and shares information about transparency, strategies, and other big-picture thinking. This open, frank, and consistent communication, says Martin, is essential to give employees context and to make them feel like critical stakeholders at every turn.

Bhumkar, Soujanya, Soliciting Feedback, Not Funding 2009-02-21 2155

Soliciting Feedback, Not Funding

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After seeking interest in their product from industry players such as Technorati, KPCB, and Yahoo!, Josh Schwarzapel, Product Manager for Cooliris, and Soujanya Bhumkar, CEO for the company, recall how the founding team investigated how their technology could enhance the Internet landscape at large. Pitching Cooliris was not a one-time event, but a slow and steady process that picked up traction and slowly roused interest over time. Their case study proves the old adage that if you ask for advice, you get money, and if you ask for money, you get advice. Feedback, rather than funding, was the founders' initial pursuit. Ultimately, the start-up was able to garner both.

Bhumkar, Soujanya, Bringing Metrics into the Daily Routine 2009-02-21 2156

Bringing Metrics into the Daily Routine

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Active users, engagement time, and revenue per user. Every Cooliris employee is issued a toothbrush with reminders of these metrics printed on the back, designed to motivate them to think about how to achieve the company goals as part of the daily routine. All of these metrics are critical yard sticks for gauging success for the start-up, and the kind of development that Cooliris CEO Soujanya Bhumkar wants his workforce to think about every day, morning and night. In this clip, he explains the company's powerful efforts to prevent decay in these signposts for success.

Bhumkar, Soujanya, Learning from Demonstrated Product Engagement 2009-02-21 2157

Learning from Demonstrated Product Engagement

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There is no substitute for actually watching your users use the products, proclaims Cooliris Product Manager Josh Schwarzapel. Viewing your web tools across multiple platforms with a multitude of configurations is an indispensable component of product research. And, adds Schwarzapel, developers and staffers who live and breathe product development in-house often become blind to its intricacies, and only a fresh set of eyes can provide the kind of clarity necessary for forward vision.

Bhumkar, Soujanya, New Views on Recruitment 2009-02-21 2158

New Views on Recruitment

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With 34 full-time employees and 25 interns, Cooliris has brought innovation into attracting the best talent. Here, Product Manager Josh Schwarzapel and CEO Soujanya Bhumkar discuss their company's unique recruiting process for both engineers and interns. For the former, Schwarzapel sells the company to potential engineers during the interview as he would a VC - striving to get them excited, and giving away a small piece of proprietary information in the process. To find the best interns, the team identified and recruited well-respected and hypersocial "connector" students from top universities to evangelize the company and hand-pick the best available members of the "party team". In short, Cooliris gives weight to finding the top talent across the board, whether they are board members, full-time staff, or unpaid innovators.

Bhumkar, Soujanya, Add Plumbing Now for Cash Flow Later 2009-02-21 2159

Add Plumbing Now for Cash Flow Later

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What are the benefits of a Chief Revenue Officer? They force the start-up to think about revenue stream now, and in the future. Cooliris CEO Soujanya Bhumkar discusses how profit may not yet be flowing, but that his company has been certain to craft their product model with the faucet built into the room. And, most importantly, Cooliris is evaluating all paths toward monetization that will keep their customer base engaged.

Bhumkar, Soujanya, The Real Meaning of Competition 2009-02-21 2160

The Real Meaning of Competition

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While not having any direct competition at the moment, 3D rich media browser Cooliris' CTO Austin Shoemaker defines the meaning of the word. Though no one (yet) exists in the marketplace with a similar product, he reminds entrepreneurs that a competitor is anyone using any tool to meet your customer's need. Soujanya Bhumkar, CEO for the company, also makes mention that they're not only competing for customers, dollars, and marketshare, but also the best available human resources.

Briggs, Teresa, Being Small Inside of Big 2009-01-28 2161

Being Small Inside of Big

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An on-hand help desk, administrative assistance, and a valuable tap into global resources are just a few examples of the benefits of working for a global enterprise. But Briggs, Teresa, Partner at Deloitte Silicon Valley, has found that the corporate structure of managing small, regional teams within a large organization, with its own growth metrics and goals, allows for more nimble innovation and a greater overall return.

Briggs, Teresa, Creating the Center for Edge Innovation 2009-01-28 2162

Creating the Center for Edge Innovation

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Briggs, Teresa, partner at Deloitte Silicon Valley, talks about the Center for Edge Innovation, an in-house think tank that seeks to shape, rather than follow, broad market thinking with some of the brightest minds in technology. Here, Briggs outlines some of the goals and accomplishments of this cutting edge organization of study, and talks about how it allows VC's to vet potential business and technology opportunities with experienced industry leaders.

Briggs, Teresa, Deloitte Services in a Down Economy 2009-01-28 2163

Deloitte Services in a Down Economy

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Consulting clients are down, but tax work is on the rise, and auditing services are just tailing off. Briggs, Teresa, partner at Deloitte Silicon Valley, discusses how one of the largest names in finance is responding to the economic crisis of 2008/2009. Briggs also reports that reorganization services and mergers, bankruptcy filings, and fraud investigations are escalating.

Briggs, Teresa, Exploring Career Customization 2009-01-28 2164

Exploring Career Customization

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In pursuit of retaining the best industry talent longer, Deloitte Silicon Valley has adopted a flexible career customization program that allows its workers to match their career plans to their life stage. For example, team members may be willing to travel and work long hours at the dawn of their career, but prefer to maintain a more standard 40-hour week while pursuing a family or personal projects. Briggs, Teresa, partner at the firm, outlines this new program's benefits and capabilities.

Briggs, Teresa, Sourcing Clientele 2009-01-28 2165

Sourcing Clientele

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Briggs, Teresa, Partner at Deloitte in Silicon Valley, discusses why and when an entrepreneur would first seek the financial services of a company like Deloitte. She walks us through the global organization's client-hunting process. The region's most prominent venture capitalists, bankers, and law firms are tapped for referrals, and they lead the way to about 200 companies from their portfolios. Deloitte loses money on audits on pre-public companies with the hopes of getting a return on their investment when the company goes public. The financial firm also self-refers clients through interior channels as well.

Briggs, Teresa, Who is Deloitte Hiring? 2009-01-28 2166

Who is Deloitte Hiring?

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When seeking new recruits, Deloitte Silicon Valley's HR team seeks leaders with an open aperture. With the help of her colleague in the audience, Briggs, Teresa, Partner at Deloitte, describes the candidates that are most successful. This includes those who have interpersonal and client management skills, shrewd intellect and judgement, multiple and divergent academic pursuits, and, more often than not, the ability to speak multiple languages.

Christensen, Stan, Engage in Informational Interviews 2008-11-12 2167

Engage in Informational Interviews

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Do as much informational interviewing as you can, advises Arbor Advisors partner Christensen, Stan, who, through the practice, learned that law school was not a good fit for his interests. Learning the specifics of a prospective career from a distance is an enriching road map to a career path that might not suit you. And, potentially, it can save time, money, and emotional distress.

Christensen, Stan, Off the Trodden Career Path 2008-11-12 2168

Off the Trodden Career Path

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Christensen, Stan, partner at Arbor Advisors and Stanford instructor, advises those planning a career not to be overly concerned with a linear path. While certainly there are some jobs that require specific training and expertise, the majority of positions in the business world are available to the savvy and the willful who are willing to work their way in.

Christensen, Stan, Avoid the Wrong Job 2008-11-12 2169

Avoid the Wrong Job

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Christensen, Stan, Stanford instructor and a partner at Arbor Advisors , outlines a few of the erroneous career assumptions that land workers in an ill-fitting career. Don't take a job simply to build your resume; follow your passions, rather than guessing what an employer will want. The fun should outweigh the drudgery - even in entry-level positions. Don't feel that by taking one job, you're committing to a career; people switch teams often. And remain a generalist, rather than specializing in a single pursuit, as this will retain your flexibility and keep your skills from becoming irrelevant.

Christensen, Stan, Career/Life Balance 2008-11-12 2170

Career/Life Balance

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An overbearing career is unhealthy, says Christensen, Stan, Arbor Advisors Partner. Rather than working long hours, Christensen relays a successful negotiation with his manager explaining his interests outside of work. He asked to be judged by the tasks he completed, and not by the amount of hours he was in the workplace. He recalls that the results were fewer long evenings and weekends at his desk, earning him respect and the time needed for his own pursuits.

Christensen, Stan, The Potency of Effective Negotiations 2008-11-12 2171

The Potency of Effective Negotiations

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All organizations of employment have a political structure and revolve around the subtle arts of negotiation and relationship management. How we treat our peers - particularly our subordinates - speaks a lot about a person's character, say Arbor Advisors partner Christensen, Stan. Particularly when it comes to difficult conversations - discussing problems, giving negative feedback, etc. - those who can do so with tact to all members of the organization are certain to elegantly progress.

Christensen, Stan, Salary and Job Negotiations 2008-11-12 2172

Salary and Job Negotiations

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Stanford instructor and Arbor Advisors partner Christensen, Stan strongly advises career carvers to save salary negotiations for last, and not to overlook the myriad other topics of new employment to be discussed, including time off, assignment specifics, start dates, etc. When it is time to discuss dollars, do your due diligence and have competitive salaries at hand. This will make asking for more money a mere matter of fact, rather than an emotional escapade. Other tips include getting promises in writing, and dealing directly with your future boss whenever possible.

Christensen, Stan, Gender Differentiation in Salary Negotiations 2008-11-12 2173

Gender Differentiation in Salary Negotiations

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Men and women do indeed negotiate for compensation differently, says Christensen, Stan, Arbor Advisors partner and Stanford instructor. He cites one study where 60 percent of men asked for more money, whereas women with comparable backgrounds asked for more money only ten percent of the time.

Christensen, Stan, Case Studies: The Right and Wrong Ways to Exit a Job 2008-11-12 2174

Case Studies: The Right and Wrong Ways to Exit a Job

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Leaving a job is as critical a negotiation as starting one, says Arbor Advisors partner Christensen, Stan, and the last impression you make is even more critical than the first. Christensen offers two examples of employees who have left his firm: One who shared his desire to move on and arranged for a six-month transition plan, and the other who slammed down a same-day letter of resignation. He extols the first case as an example of what to do to facilitate a long-term positive relationship. He also points to the awkwardness of the second scenario, and comments on its dishonesty and the difficulties left in its wake.

Ante, Spencer E., George Doriot and the History of Venture Capital 2009-02-04 2175

George Doriot and the History of Venture Capital

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The emergence of modern venture capital dates to the post-WWII era, and, despite Silicon Valley's dominance in the field today, it was born on the East Coast. BusinessWeek editor Spencer Ante offers a history of corporate investment structures. The notion of investing in a business with money obtained beyond one's personal family - the very crux of this high-stakes business segment today - was a demoncratization of the business world hitherto unseen.

Ante, Spencer E., Venture Capital's Historic Home Run 2009-02-04 2176

Venture Capital's Historic Home Run

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From a $70,000 investment, the Digital Equipment Corporation evolved into a multi-million dollar entity, entitling its investors to the fruits of a 70,000 percent ROI. This, says author and BusinessWeek editor Spencer Ante, was the first home run in the field of venture capital, and the first inkling that this sector could earn its own secure financial standing.

Ante, Spencer E., Silicon Valley: The Capital of Venture Capital 2009-02-04 2177

Silicon Valley: The Capital of Venture Capital

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How did Silicon Valley come to own the tech industry? BusinessWeek's Spencer Ante offers a historical perspective on the Valley's success positioning and usurping of the East Coast's market dominance. Ante credits a number of factors for the shift westward, including Frederick Terman, a greater acceptance of ethnic diversity, and abundant higher education. Venture firms that arose in the 1960's and 1970's, including Kleiner Perkins and Sequoia Capital, are still among the nation's most successful today.

Siebel, Tom, Recalling the Golden Growth of Information Technology 2009-02-11 2178

Recalling the Golden Growth of Information Technology

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Siebel, Tom, Chairman of First Virtual Group, paints a picture of the dramatic explosion of the dot-com boom; an era, he recalls, where "risk was a business problem, and not an anathema." With a 17 percent growth rate - an increase unprecedented before or since, says Siebel - the business opportunities of the 1980's era appeared to be unlimited. Changes in technology were total replacements, rather than incremental, meaning that every client had to buy and keep buying or find themselves lagging into obsolescence. He credits this free market flow with conjuring a revolution in computing and communications.

Siebel, Tom, No More Broad Growth for Technology 2009-02-11 2179

No More Broad Growth for Technology

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Most of the promise of post-industrial society has been realized, says Siebel, Tom, Chairman of First Virtual Group, and all of the great technological advances and development of great companies are behind us. The tech sector is hovering around a mere three percent annual growth rate, says Siebel; keeping it just on par with the rate of current economic growth.

Siebel, Tom, Opportunity in Population Growth 2009-02-11 2180

Opportunity in Population Growth

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The globe's human population is currently around six-and-a-half billion, and it is slated to reach nine billion people in the next twenty years. Siebel, Tom, Chairman of First Virtual Group, points out that this sharp increase will propel a worldwide demand for food, water, energy, and healthcare. And, he adds, the business opportunities in providing these essentials are unparalleled.

Siebel, Tom, Meeting the Carbon Tracking Market 2009-02-11 2181

Meeting the Carbon Tracking Market

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Facing the likelihood of carbon reporting and carbon tracking that will be necessary with upcoming cap and trade legislation, Siebel, Tom, First Virtual Group Chairman, announces a new initiative to help reduce the cost of reporting on an enterprise's carbon footprint - a tool that he foresees will serve a $3 trillion market in 2020.

Siebel, Tom, Snapshot of Culture and Commerce: 2010-2030 2009-02-11 2182

Snapshot of Culture and Commerce: 2010-2030

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Forward-thinking entrepreneurs should consider government restrictions in their long-term business planning, says First Virtual Group's Chairman Siebel, Tom. They should also be aware of the opportunities that exist through population growth and a growing demographic of the aged. And they should be thinking about solving the energy problem, and the provision of clean food and water for the planet.

Seelig, Tina Lynn, Entrepreneurship Week 2009 2009-03-03 2183

Entrepreneurship Week 2009

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This video montage is narrated by the Stanford Technology Ventures Program's Executive Director, Seelig, Tina. It documents the diverse events that made up Entrepreneurship Week 2009 at Stanford University. Faculty, staff, and student groups from the Stanford Entrepreneurship Network put together this entire week of panels, workshops, mixers, and fairs.

Hennessy, John L., Take a Chance at the Edge of Innovation 2009-02-18 2186

Take a Chance at the Edge of Innovation

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Universities and research labs force people to live on the edge of technology, says Hennessy, John, President of Stanford University. And this exploration, he points out, helps them to uncover that which is not obvious. Hennessy recalls a case study to prove his point. Thinking back to his first interaction with the Yahoo! prototype, he notes that the company's founders were motivated by a need for real navigation. He also talks about how the meaning of search evolved as the web's user base and content grew, and that Google's approach better met that market need. Both companies identified real opportunity and acted accordingly.

Hennessy, John L., The Successful Leap from Research Lab to Enterprise 2009-02-18 2187

The Successful Leap from Research Lab to Enterprise

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Why are companies that plant roots in academia or a research environment more successful than other start-ups? Hennessy, John, President of Stanford University, says that these research-heavy innovators are not only well-versed in their subject matter, but they are also optimists for their project's eventual triumph.

Hennessy, John L., University Collaboration and Research 2009-02-18 2188

University Collaboration and Research

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How can the academic environment begin to solve some of the largest problems on the planet? Environmental sustainability, energy use, and disease biology are just a few of the world's looming issues that require not just a single innovation for progress, but collaborative, interdisciplinarian solutions. It is the university's responsibility, says Stanford President Hennessy, John, to assemble diverse teams that can address these issues and offer them the resources to explore them. It is unlikely, he says, that these large global issues will be successfully addressed by a pure entrepreneurship model.

Hennessy, John L., Encouraging Cross-Disciplinary Interaction 2009-02-18 2189

Encouraging Cross-Disciplinary Interaction

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How is Stanford University facilitating long-lasting relationships between departments? President of the University Hennessy, John encourages students to make connections, but he also highlights other more concrete efforts to align research in adjacent disciplines. Stanford also provides some seed capital for aspiring ventures with promise.

Hennessy, John L., Launching a New University 2009-02-18 2190

Launching a New University

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Though the ambitions of those who wish to start a great learning institution are admirable, chances are, says Stanford President Hennessy, John, that they lack the financial resources to make it so. Ten billion dollars is mere seed funding, says Hennessy. If one still decides to pursue the business of academia, he suggests that the rollout is slow. Start small and excellent, with a single great program, and scale gradually. Your organization will go farther than if you begin both broad and thin. If your institution is quality, it will attract top talent from across the globe, promoting its own future success.

Hennessy, John L., Tying Pay to Performance 2009-02-18 2191

Tying Pay to Performance

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During the 2008/2009 era of the government bailout of the banks, Stanford President Hennessy, John strongly suggests that executive compensation should be directly tied to measurable performance in any enterprise. He points to current research that found that the best performing companies on Wall Street - even during this stifling climate - have CEO's whose earning are tied to measurable profitability.

Draper, Tim, Seizing the Economic Bull 2009-02-25 2192

Seizing the Economic Bull

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The economic depression of early 2009 is a great boon for venture capitalists, and an even better time for aspiring entrepreneurs. So says Draper, Tim, Founder and a Managing Director of Draper Fisher Jurvetson, who points out that some of the globe's most dominant brands were initiated during depressions and recessions, benefiting from thinner competition and a world afraid to move. If future business leaders have an idea on how to flip the status quo, this, says Draper, is the time to pursue it.

Draper, Tim, The Greater the Problem, The Greater the Satisfaction 2009-02-25 2193

The Greater the Problem, The Greater the Satisfaction

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If pursuing problem-solving entrepreneurship or disruptive technologies, says Founder and a Managing Director of Draper Fisher Jurvetson Draper, Tim and ThinkEquity Founding Partner Mchael Moe, make it a grand solution to an enormous problem. Flipping an existing infrastructure on its heels, employing a large number of people, and bringing true innovation to the marketplace will be its own reward. Aiming for a smaller target is just a waste of your time.

Moe, Michael, Trends on the Horizon 2009-02-25 2194

Trends on the Horizon

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Michael Moe, a founding partner at ThinkEquity, urges those thinking of venturing into a start-up to consider not just the hot and trendy technologies of today, but those ideas that will permeate culture five or more years into the future. He also suggests considering demographics and how they are evolving. As example, he offers a snapshot of the US from the 1800's, when the average life expectancy and family size were quite different from modern day. These cultural transformations provide the framework that the business-minded need to consider for long term survival.

Draper, Tim, High Velocity Media: What's Next in Online Advertising Revenue 2009-02-25 2195

High Velocity Media: What's Next in Online Advertising Revenue

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If 30-40 percent of our time engaging in media is spent online, then why are only 6-7 percent of all ad dollars going toward online media? Perkins, Tony, CEO of AlwaysOn, Michael Moe, Founding Partner at ThinkEquity, and Draper, Tim, Founder and a Managing Director of Draper Fisher Jurvetson, all comment on how Madison Avenue must learn to bridge the gap between advertising dollars and new media. Furthermore, Draper quotes a case study of DFJ's investment in website Glam; that despite no initial business plan, new revenue-sharing models with bloggers made it the world's 10th largest media site. The panel also points out that for the next generation, YouTube is a more important brand than NBC.

Draper, Tim, Free is Alive and Well 2009-02-25 2196

Free is Alive and Well

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Are VC's fearful of open access and giving away great technologies? Perkins, Tony, CEO of AlwaysOn, asks ThinkEquity Founding Partner Michael Moe and Founder and Managing Director of Draper Fisher Jurvetson Draper, Tim if they are fearful of free and open and its possible loss of profits. He cites iPhone applications as an example of great ideas with no clear vision on monetization. Draper explains that free tools are a necessity of viral marketing. In addition, the panel reviews the sales of mammoth online clients - Hotmail, YouTube, Skype, and possibly, Twitter - worth billions of dollars without a penny of revenue, thought to pay for themselves with their dynamic marketing impact.

Draper, Tim, Let's Make a Deal 2009-02-25 2197

Let's Make a Deal

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Both parties are better off at the end of a deal, says Founder and a Managing Director of DFJ, Draper, Tim. By constantly creating a string of deals, market players create a network of people who will benefit along the supply chain. Do deals to help build the economy, says Draper, and you can build richness and variety in your portfolio. Even when deals fail, if you persevere the final sum, it will have a positive ripple effect.

Holmes, Elizabeth, The Essentials of Team Building 2009-03-04 2198

The Essentials of Team Building

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Chemists, investors, software engineers, biomathematicians, etc., - and how they interact and build on one another's discoveries - are the crux of a young company's success, says Theranos President and CEO Holmes, Elizabeth. If you want to define an industry, particularly one that is breaking new ground, the staff you choose to craft these innovations is essential. Choose wisely and carefully, suggests Holmes, as this decision is the largest indicator of potential prosperity.

Holmes, Elizabeth, Leveraging the Talent Network 2009-03-04 2199

Leveraging the Talent Network

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Candidate evaluation and recruitment is a very difficult process, says Theranos President and CEO Holmes, Elizabeth. But it's not just technical excellence that makes the right employee. It's also a hunger for project ownership that is a necessity for the organization to reach its goals. Determination is a critical trait, and Holmes admits that recognizing this in a trustworthy candidate is a difficult skill to hone.

Holmes, Elizabeth, The Extreme Relevance of Cash Flow 2009-03-04 2200

The Extreme Relevance of Cash Flow

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It's one thing to have a great idea and an awaiting market, but it's quite another to realize that cash flow is the oxygen in the bloodline of a fledgeling business. Holmes, Elizabeth, President and CEO of Theranos, thinks back on what she wishes she had known when first launching her company, and in retrospect, she wishes she'd had a better understanding of how to build a business driven around income. She calls this the strong foundation for growing a business, and cites that it's even more important than title, passion, or intention.

Holmes, Elizabeth, Progressing as a Teenage Entrepreneur 2009-03-04 2201

Progressing as a Teenage Entrepreneur

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Holmes, Elizabeth, President and CEO of Theranos, recalls that she did not intend to drop out of Stanford at the age of 19. She was simply taking so much time to talk to VCs that she ended up skipping a plethora of classes. Her success has nothing to do with her age, she reports; it's about technology, networking, and conviction. She recalls that she was ready to talk to over 200 people to fund her idea, and that it was this conviction that garnered her the necessary resources to move forward.

Cerf, Vinton G., 1943-, The Future of the Internet 2009-03-30 2220

The Future of the Internet

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Cerf, Vinton G., vice president and Chief Evangelist for Google, discusses the past, present, and future of the Internet. Cerf predicts that Asia's cultural influence will grow as the continent's Internet penetration rates reach European levels. He says that, while IPv6 will provide enough Internet addresses to last through his lifetime, the implementation of IPv6 creates difficulties for the Internet in terms of compatibility, security, and broadcasting. Cerf describes the trends and opportunities of the Internet in the 21st century: the transformation of information consumers into information producers; the rise of social networking; the emergence of new economic systems in online games; the development of user-generated advertising content via streaming IPTV; and the transformation of mobile phones into multi-purpose devices that provide geographically indexed information. In Cerf's view, the increasingly lower cost of storing and transporting bits fosters a new economics of digital information and the emergence of new Darwinian business models that challenge existing entities to "adapt or die." As a result, Cerf says the Internet is an unprecedented and unpredictable innovation engine because its infrastructure enables people to invent new applications simply by writing new software on the edge of the network without having to ask for permission.

Huang, Jensen, Vision Versus Perspective 2009-04-08 2221

Vision Versus Perspective

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Everyone has a perspective, says Huang, Jensen, but to call it a "vision" implies elitism and exclusion. This NVIDIA Co-founder insists that those with a new idea for business approach the world with gravitas, and he cites his own organization as a case study. In 1993, his company's perspective was the first of its kind, and the results have proved a new sense of common sense and disruptive to the status quo. This perspective - not vision - allowed them to create new technology, new markets, new customers, and widespread success.

Huang, Jensen, Favoring Moore's Law Over Customer Feedback 2009-04-08 2222

Favoring Moore's Law Over Customer Feedback

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NVIDIA started as the first consumer 3D graphics company in 1993 and met over 200 competitors in a few years, reports its co-founder Huang, Jensen. Yet today the company is the only remaining player in that sector, despite the deep pockets and global spread of others who possessed quality talent and technology. Huang attributes a pursuit of insatiable technology, despite the price, that delivered even more than the customer requested or needed, for their decades-long market endurance.

Huang, Jensen, Building a Company Culture 2009-04-08 2223

Building a Company Culture

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Pioneering a company is more than just building products. It's also about establishing a company culture, says NVIDIA Co-founder and CEO Huang, Jensen. How do you organize hierarchies and structures? There's lots of trial and error, but it's also an organic process. Huang asks students of entrepreneurship to realize that skills, intellect, and training all matter for successful evolution - but they're not enough. Builders need passion and purpose above all.

Huang, Jensen, Trump Yourself - Or The Competition Will 2009-04-08 2224

Trump Yourself - Or The Competition Will

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When you're in the technology industry,... if you're not reinventing yourself, you're just slowly dying, says NVIDIA Co-Founder Huang, Jensen. In this clip, Huang talks about market leaders' need to constantly cannibalize their own products, and how new ideas will force companies to abandon their own technology and processes on the path of progress. If you don't do it for yourself, Huang says, your competitors will surely do it for you.

Huang, Jensen, Setting Prices, Evaluating Opportunities 2009-04-08 2225

Setting Prices, Evaluating Opportunities

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The market doesn't set the price, says Huang, Jensen, Co-founder of NVIDIA. The competition does. And the function of an effective manager is to decide how to allocate resources for the best return, and if its pursuit is worthwhile for the enterprise. Be mindful of your best resources - engineering talent, the limited hours in a day - and evaluate accordingly.

Huang, Jensen, Comfort in Ambiguity 2009-04-08 2226

Comfort in Ambiguity

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The CEO's main talent is to see around the corners and fuzzy edges, says NVIDIA's Co-founder and CEO Huang, Jensen. An effective company leader needn't necessarily be outgoing, but they must be exceedingly comfortable with ambiguity - taking risks and not always plotting the exact outcome. If this is your comfort zone, says Huang, then enterprise leadership is the right path to pursue.

Huang, Jensen, The First Six Months of NVIDIA 2009-04-08 2227

The First Six Months of NVIDIA

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Huang, Jensen, Co-founder of NVIDIA, recalls in vivid detail how the three founding members of the company gave the company legs - from learning the basics of incorporation, to hiring their first lawyer, to keeping a supply of breakfast donuts on hand. They acquired books on how to start a business, but never finished reading them - or writing the business plan. Their lawyer introduced the trio to VC's, who were impressed by their work history and market opportunity. This, recalls Huang, was the push to move the company to action.

Huang, Jensen, The Challenge of Constant Rebuilding 2009-04-08 2228

The Challenge of Constant Rebuilding

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Every successful thing about a technology company has to eventually be torn down and rebuilt, says Huang, Jensen, CEO of NVIDIA, and this is one of the most gut-wrenching challenges behind effective leadership. This task is both gratifying and destructive, but an axiomatic demand of the marketplace in this sector.

Huang, Jensen, Cultivating Next-Generation Leaders 2009-04-08 2229

Cultivating Next-Generation Leaders

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NVIDIA Co-founder and CEO Huang, Jensen reports that most of his time on the job is spent brainstorming with managers and leaders and helping them brainstorm through tasks and opportunities. He believes it is essential to train talent to effectively control a different product line, a new geography, or even to take his place. Succession planning of a closed set of hand-picked individuals is a toxic process, says Huang. It's best to treat all employees as a next generation of leaders to build a better environment and long term stability.

Baker, Mari, Choosing the Path Least Worn 2009-04-15 2230

Choosing the Path Least Worn

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Baker, Mari, CEO of PlayFirst, tells a story from early in her career of eschewing a well-paid job at an established company for a lesser position with a smaller firm. She listened to her gut instinct, which leaned in favor of the upstart opportunity and the chance to work with a more stimulating, more knowledgeable team. Though it was a daunting short-term financial decision, the upstart job was with Intuit, which went on to become a very successful enterprise and the right path overall for her career.

Baker, Mari, Keep it Fast and Simple 2009-04-15 2231

Keep it Fast and Simple

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A core fundamental proposition for building any new business must be a relentless desire to wow the customer, says PlayFirst CEO Baker, Mari. Think of every customer as a salesperson, and bring them solutions that are faster and easier ways to solve their problems. Maintain focus amidst a sea of customer feedback, and don't try to implement every possible functionality, else you'll spread your resources too thin.

Baker, Mari, Setting a Company Culture 2009-04-15 2232

Setting a Company Culture

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What does your company stand for? How will you make decisions? What are your overall philosophies? These questions are easy enough to answer when the company is three friends sitting in a living room, but how are they defined for a burgeoning business? Baker, Mari, CEO of PlayFirst, urges companies at a turning point to put forth concentrated effort to define and pinpoint these policies and ideals, and to otherwise define a culture that can grow along with your product line. She cites as an example a two-day offsite meeting at Intuit when they'd bulked up their staff to 30 people, and the positive results that ensued.

Baker, Mari, Knowing When to Step Down 2009-04-15 2233

Knowing When to Step Down

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It sometimes happens that a leader deems it necessary to take the company in a new market direction. And it takes a leader with courage to admit that they do not have the skills, connections, or background to be at the helm. In this clip, PlayFirst CEO Baker, Mari explains the circumstances behind her leaving early disease information service Navigenics, and uses it as an example of how the needs of the organization can sometimes trump over all.

Baker, Mari, Give Thoughtful Recognition and Praise 2009-04-15 2234

Give Thoughtful Recognition and Praise

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Be conscious of the in-house messages that you send. Baker, Mari, CEO of PlayFirst, encourages business leaders to think about the values of a company that are reflected in its communications; for example, celebrating employees who work deep into overtime or who find the least expensive resources. The way you praise your workers is a declaration of your company values, and if not handled carefully, they can send the message that long days and bottom-rung pricing are the only way to succeed. Be certain that praise is allocated carefully and that its an accurate representation of what's expected and desired on the job.

Baker, Mari, An Executive's Perspective Inside Venture Capital 2009-04-15 2235

An Executive's Perspective Inside Venture Capital

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Kick in the door when it opens, says Baker, Mari, CEO of PlayFirst, on her former affiliation with VC firm Kleiner Perkins. She transitioned from her executive roll at BabyCetner and soon sat in on pitch meetings, reviewing the portfolios of numerous start-up companies. Along the way, she took on an appreciation for the difficult choices made by venture capitalists. The experience taught her to be more thoughtful of approaching firms for future capital. It also solidified her understanding that being funded is more than just asking for cash; it's establishing a long-term relationship between the company and its funders.

Sandberg, Sheryl, Scaling Vision, Products, and Yourself 2009-04-22 2236

Scaling Vision, Products, and Yourself

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What wisdom does Sandberg, Sheryl, Facebook COO, pass to the next generation of entrepreneurs and business leaders? The importance of impact, and the necessity for that impact to be scalable. Plan for your operations to entice change with a decreasing marginal cost, and for new ventures to grow legs and utility beyond the one-to-one user experience. Company vision, products, and the individual all have their own metric of scale. In this clip, Sandberg introduces these ideas and their application.

Sandberg, Sheryl, The Scaling of Vision 2009-04-22 2237

The Scaling of Vision

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People running organizations often make a distinction between management and leadership - the former being mathematical and scientific, the latter being more artful and magical. While management can conjure up compliance in a workforce, it takes real leadership to drum up passion and enthusiasm. Sandberg, Sheryl, COO of Facebook, does not claim to have all of the answers to effective leadership, but she believes trust and respect are necessities.

Sandberg, Sheryl, Make It personal and Make It Work 2009-04-22 2238

Make It personal and Make It Work

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Connecting community and making information accessible are the two overarching threads that run through some of the most successful companies of the last century, points out Facebook COO Sandberg, Sheryl. Here, she cites her own personal career path that began in the non-profit sector and evolved into technology, and numerous examples of companies with purpose, drive, and scalable vision, including Google, Apple, Nike, and Starbucks. She speaks of these as case studies to drive home her point on effective leadership containing a vision that will scale over time, place, and product line.

Sandberg, Sheryl, Moving Product at Unprecedented Scale 2009-04-22 2239

Moving Product at Unprecedented Scale

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When you think about a product that scales, future entrepreneurs must consider web and mobile technologies, as they've allowed for unprecedented, accelerated, broader markets than ever before conceivable. Truly understand the economics of distribution; Sandberg, Sheryl, Facebook's COO talks about old print media and music and how they've been trumped by the free distribution of the Web. She strongly encourages those venturing into business to take this business angle into account.

Sandberg, Sheryl, Leveraging Relationships and Scaling Yourself 2009-04-22 2240

Leveraging Relationships and Scaling Yourself

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Your career is based on relationships with other people, says Facebook COO Sandberg, Sheryl. How do you leverage them? She encourages students to separate people into two exclusive teams: Those who can hire you, and those who can help you plot your career path.

Sandberg, Sheryl, The Importance of Authentic Communication 2009-04-22 2241

The Importance of Authentic Communication

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Sandberg, Sheryl, COO of Facebook, talks about the importance of communication in scaling one's own career and business relationships. She recommends that rather than stating opinions as facts, managers state beliefs and the facts that support it, and encourage others to do the same, as a tool to encourage better information sharing. She also encourages everyone to take full responsibility for the actions, and to make them personal, stating that this ownership is a crucial building block at all stages of one's career.

Ballmer, Steven Anthony, The Future of Microsoft, The Future of Technology (Entire Talk) 2009-05-06 2242

The Future of Microsoft, The Future of Technology (Entire Talk)

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Ballmer, Steve, Microsoft CEO, shares his optimism for emerging innovation in the midst of economic turmoil, and the story of his own entrepreneurial path. He also speaks of his company's continued investment in Internet-ready hardware and software that seeks progress in healthcare, education, and science.

Perricone, Steve, Case Study: Innovation in Waste Refuse and Green Energy Production 2009-04-29 2243

Case Study: Innovation in Waste Refuse and Green Energy Production

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Steve Perricone, Co-founder of BioFuelBox, explains how his alternative fuel company solves multiple problems in waste refuse, energy production and distribution, across multiple platforms. By converting industrial food waste into biodiesel in remote areas, the company is reducing refuse by repurposing free raw materials into fuel, and reducing the resources necessary to ship fuel to remote and isolated areas. In this clip, Perricone's investor, Jennifer Scott Fonstad, Managing Director of Draper Fisher Jurvetson, also explains interest in the idea from a VC perspective and their belief in its global potential. Perricone also explains the BioFuelBox business model, which simply sells the recovered fuel back to the production plant, and gives them financial incentive as part of the revenue-share.

Perricone, Steve, An Argument in Favor of Venture Capital 2009-04-29 2244

An Argument in Favor of Venture Capital

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How does a young company decide to go out for venture capital rather than bootstrap themselves? For Steve Perricone, Co-founder of BioFuelBox, it all comes down to speed to market. And, he says, in Silicon Valley, speed is a key motivator to seeking outside funding. He also points out the other values of VC beyond cash, including wisdom and relationships within the industry, assistance in building a strong board, and, most importantly, the credibility that the right partner can lend.

Perricone, Steve, The Bumpy Path of a Start-Up 2009-04-29 2245

The Bumpy Path of a Start-Up

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Don't even attempt to launch a company unless you passionately believe in its mission and objective, says BioFuelBox Co-founder Steve Perricone. DFJ Managing Director Jennifer Scott Fonstad also tells graduates to take risk and not to be afraid to make mistakes. Both strongly suggest that those entering entrepreneurship enjoy the ride.

Perricone, Steve, Government Stimulus for the Clean Energy Sector 2009-04-29 2246

Government Stimulus for the Clean Energy Sector

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At the time of this lecture, state and federal stimulus dollars for clean energy had been promised, but specific terms for who would receive those dollars had yet to be defined. Steve Perricone, Co-founder of BioFuelBox, talks about his fruitless trip to Washington, DC and the decisions being made surrounding the funding of clean energy. And, Jennifer Scott Fonstad, Managing Director of venture capital firm DFJ, discusses the necessity of companies like BioFuelBox to establish a consortium of both industrial food waste producers and those on the energy side. Her hope is that a collective effort will prove that a network of new technologies in energy could provide numerous jobs and other revenue opportunities.

Hawkins, Jeff, The Twenty-Year Plan 2009-05-13 2247

The Twenty-Year Plan

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After becoming a PhD student in biophysics and facing numerous institutional hurdles barring his desire to study the neural cortex, Hawkins, Jeff, Founder of Numenta, decided to think long-term. He put a career plan in place that has lasted over twenty years. Rather than pursuing his passions through academia, he decided instead to focus on making institutional change, adding credibility to his name, earning substantial financial revenues to fund his own pet projects, and helping the neuroscience community mature from the inside. Two decades later, arguably, he's accomplished all of these tasks, and he's still expanding their boundaries.

Hawkins, Jeff, The History of Palm and the Part-time Entrepreneur 2009-05-13 2248

The History of Palm and the Part-time Entrepreneur

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Hawkins, Jeff, Founder of Numenta, was an early observer of the idea that people wanted their primary personal computer to be in their pocket, thus he launched Palm in 1992. The self-described "reluctant entrepreneur" says that he never intended to launch a mobile computer industry (or any company, for that matter) and he describes how he negotiated a limited, part-time relationship with the company, despite the hopes of his investors. He describes in detail the organization's first big failure and its first huge success with the Palm Pilot, and a timeline of the company at large.

Hawkins, Jeff, An Entrepreneur's Take on the Non-Profit 2009-05-13 2249

An Entrepreneur's Take on the Non-Profit

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Launching a non-profit organization is just as much work as starting a for-profit business, says Numenta Founder Hawkins, Jeff. Many of the issues and struggles of leadership are the same, including concerns about funding, building, mission statements, staffing, etc. Hawkins recalls that the Redwood Neuroscience Institute, focused on neocortical theory in the field of neuroscience, was so successful that they were forced to think of their next steps after just three years in operation. A friend showed him how to plot the institute's theories into mathematical planning software, and Numenta, a for-profit entity, was born.

Hawkins, Jeff, Effective Choices, Not Longer Days 2009-05-13 2250

Effective Choices, Not Longer Days

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Throughout his thirty-year career launching four start-up organizations (including founding Numenta), Hawkins, Jeff has always sworn that the would be home for breakfast and dinner with his family every day. In this clip, Hawkins dispels the myth that launching an organization requires long office hours and frequent travel. Entrepreneurs, he says, can be effective without having to work hard. They do, however, have to make the right choices. Any organization that focuses on making better daily decisions will have the opportunity for broad and deep success.

Hawkins, Jeff, Forgo the NDA: Find Support Where You Can 2009-05-13 2251

Forgo the NDA: Find Support Where You Can

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Hawkins, Jeff, Founder of Numenta, encourages entrepreneurs to involve people in their problems and to solicit as many qualified opinions as they can. Don't get tangled in product secrecy and idea ownership at the expense of gaining quality feedback. Instead, he says, be happy that anyone is willing to listen to your ideas and offer the benefit of their expertise. And when it comes to investors, have them involved as much as possible so that they, too, can share the weight of the worry.

Hawkins, Jeff, Case Studies of Failure 2009-05-13 2252

Case Studies of Failure

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After designing about a dozen computer products, Numenta's Hawkins, Jeff recalls that two - among them the Palm Pilot - were very successful, half were good, and the remaining were market failures. Here, Hawkins discusses his thinking behind some of his product flops. He also tells the story of a fulfillment disaster that occurred with the launch of the Handspring Visor. After the online ordering system failed, every one of the product's tens of thousands of customers had to be called individually and asked if they'd received their order.

Hawkins, Jeff, Palm's Approach to Elegant Design 2009-05-13 2253

Palm's Approach to Elegant Design

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Despite Microsoft's desire to crush the fledgeling Palm Pilot in the 1990's, Hawkins, Jeff, Palm's former Co-founder and now the Founder of Numenta, decided to battle on a ground where the behemoth from Seattle could not compete: In the field of elegant design. Hawkins' focus was to make the product as beautiful as possible, and they hired acclaimed design firm IDEO to design the Palm IV. Not only was it easy on the eyes and easy to use, but it was the first consumer product with a lithium battery, and the first to use glue, rather than screws, for seamless closure.

Ballmer, Steven Anthony, The Start-Up During Economic Crisis 2009-05-06 2254

The Start-Up During Economic Crisis

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Critical screening, careful thought processes, and cash-conscience customers don't signal the end of the start-up, says Microsoft CEO Ballmer, Steve. But they do indicate that only the best and most solid ideas will receive the funding and other resources to bring them to fruition. As we reflect upon the economic crisis of 2008/2009, Ballmer describes entrepreneurial opportunities as "less frothy", but indicates his optimism for great solutions coming to market.

Ballmer, Steven Anthony, The Slow Incubation of Disruptive Technologies 2009-05-06 2255

The Slow Incubation of Disruptive Technologies

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Important ideas aren't born overnight, stresses Microsoft CEO Ballmer, Steve. They can take up to a decade or more to truly come to light. Examples of projects worth the wait include Windows, SQL databases, and the Google search engine. Hard work, he promises, will lead a revolution in the end.

Ballmer, Steven Anthony, Emerging Trends in the Future of Technology 2009-05-06 2256

Emerging Trends in the Future of Technology

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Have all of the great technology companies already been created? Not even close, insists Ballmer, Steve, Microsoft's CEO. The only thing for certain in the future of technology is its dynamism, and that the names and the players are always changing. Ballmer points to smart displays and better human-computer interaction as future areas of exploration. He credits software with having impact on the future of energy, environmental science, and other fields.

Ballmer, Steven Anthony, Microsoft's Research and Development 2009-05-06 2257

Microsoft's Research and Development

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Touch, voice, natural language input, smart hardware, and new platforms: Ballmer, Steve, Microsoft CEO, outlines the company's $9 million path of product research for 2009. Overall, he states that the company is optimistic for what can be created in the future. In this clip, he talks about the company's strong need to create and innovate just like a start-up - despite the fact that they're one of the largest names in the industry.

Ballmer, Steven Anthony, The Interplay of Venture Capital and Innovation 2009-05-06 2258

The Interplay of Venture Capital and Innovation

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More venture capital means more companies, but it does not necessarily mean more innovation, says Ballmer, Steve, CEO of Microsoft. And on that same token, the restrictions in financing that resulted from the financial crisis of 2008/2009 will not necessarily quash the future of innovation, either. Ballmer believes that the best ideas in technology - true next steps - will come to light despite even amidst the most inhospitable market conditions.

Ballmer, Steven Anthony, Balance and Tension in Company Culture 2009-05-06 2259

Balance and Tension in Company Culture

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Ballmer, Steve, Microsoft's CEO, considers the importance of balance and the tension between symbiotic and opposing forces in the enterprise. In this clip, he takes a philosophical perspective on company culture, including the interplay of far-reaching patience and meeting short-term goals, and teetering between a passion for technology and a passion for the customer.

Ballmer, Steven Anthony, The Launch of Ballmer's Microsoft Career 2009-05-06 2260

The Launch of Ballmer's Microsoft Career

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Ballmer, Steve had always envisioned himself to be a big company guy - but he never dreamed that he would have to grow the company from the ground up. In this amusing anecdote on the roots of Microsoft's salad days, the company CEO recalls how he he took on the business responsibilities at the fledgeling start-up. At Bill Gates' invitation, Ballmer took on a low-risk summer job, never dreaming that it would result in one of the largest industry players enduring for over three decades.

Ballmer, Steven Anthony, Choosing the Right Projects 2009-05-06 2261

Choosing the Right Projects

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Despite Microsoft's size and market dominance, CEO Ballmer, Steve considers himself to be a "mini venture capitalist" in a sea of bright ideas and new market possibilities. Working with the best and the brightest, his is the final word on tough decisions regarding which ideas and projects receive funding and other in-house resources from the company's limited pool. New products come and go with varying success, but by staying focused on core-competancies and core-strategies, says Ballmer, the right decisions will always come to light.

Ballmer, Steven Anthony, Applying Education to On-the-Job Experience 2009-05-06 2262

Applying Education to On-the-Job Experience

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After just one year at Stanford's business school before joining Microsoft, Ballmer, Steve reflects upon the knowledge and courses that were most valuable to him in the real world. He recalls that it came in handy to read a balance sheet and understand the basics of cost accounting. Courses of study that were particularly helpful include business policy and management of arts organizations, which, he says, is more akin to managing engineers and scientists than one would think. STVP's Seelig, Tina also asks Ballmer to reflect upon what he wishes he'd learned. In retrospect, if he could retrace his steps in academia, his desire would be to take more computer science classes.

Westly, Steve, Historical and Global Change Through Clean Technology 2009-05-20 2263

Historical and Global Change Through Clean Technology

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With the long-term health of the planet at risk and the history of alternative energies in the making, Westly, Steve, former CFO for the state of California and founder of VC firm The Westly Group, challenges students and entrepreneurs to leave their hand print on the changing shape of the world. He cites the example of great explorers like Magellan and Columbus who broadly reached beyond boundaries never thought capable of being broken. Dependance on oil has these same challenges. He asks the audience, "What new things are you going to discover?"

Westly, Steve, Energy Reform and Cap and Trade 2009-05-20 2264

Energy Reform and Cap and Trade

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Business leaders put pressure on elected officials, and they should be vying for a worldwide mandate on energy reduction, cleaner building materials, and the adoption of Japanese and European energy standards that are some of the most stringent in the world. Westly, Steve, Founder of The Westly Group and former CFO of California, calls for global reform and the adoption of carbon cap and trade, stating that these real solutions to help propel the planet aren't any more difficult to implement or use than EBay.

Westly, Steve, Clean Tech's Impact on Recessionary Times 2009-05-20 2265

Clean Tech's Impact on Recessionary Times

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When orders for Tesla cars outshine orders for the GM Saturn, Westly, Steve takes this as a sign that clean technologies are going to help lift America from the recession of 2008/2009. He points to other indicators, such as that abundance of clean tech company IPO's, that will also help add new stems and leaves to the economy. As an aside, he also parallels the difference between US start-ups, enabled by the safety net of a VC-backed ecosystem, and their Chinese counterparts, who are forced to be profitable immediately or shutter.

Seelig, Tina Lynn, The Art of Teaching Entrepreneurship and Innovation (Entire Talk) 2009-05-27 2266

The Art of Teaching Entrepreneurship and Innovation (Entire Talk)

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Stanford Technology Ventures Program's Executive Director Seelig, Tina shares rich insights in creative thinking and the entrepreneurial mindset. Her talk, based on her 2009 book, What I Wish I Knew When I Was 20, cites numerous classroom successes of applied problem-solving and the lessons of failure.

Seelig, Tina Lynn, Teaching Creativity and Entrepreneurship 2009-05-27 2267

Teaching Creativity and Entrepreneurship

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Seelig, Tina, Executive Director of Stanford Technology Ventures Program, speaks about the lesson that is the crux of entrepreneurship: All problems are opportunities, and the larger the problem, the grander the opportunity. Furthermore, she talks about the challenges that arise in the methods for teaching these concepts, and the necessity to get people out of their comfort zone in order to encourage creative problem-solving. This clip also includes a video quote from Khosla, Vinod.

Seelig, Tina Lynn, Classroom Experiments in Entrepreneurship 2009-05-27 2268

Classroom Experiments in Entrepreneurship

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If you had five dollars and two hours, what would you do to make as much money as possible? In this clip, STVP Executive Director Seelig, Tina recalls a classroom exercise in creative thinking and entrepreneurship that posed this quandry to student teams. The results were manifold and varied, often taking advantage of ly needed services, niche markets, and valuable time. These in-class experiments contain many valuable lessons on creative thinking in the start-up realm, including skills, ideas, and innovation as assets that always lend value.

Seelig, Tina Lynn, Turning Lemonade Into Helicopters 2009-05-27 2269

Turning Lemonade Into Helicopters

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Solving problems is an important aspect of entrepreneurship, but it's not the entire solution. Aspiring students also need to learn how to make their own good luck, says STVP Executive Director Seelig, Tina. Hard work is imperative, but it doesn't always mean a fortunate outcome. It takes optimism, an open mind, shrewd networking skills, and the ability to find the veiled "million dollars in the room." Seelig cites a personal anecdote where, through perseverance and curiosity, she turned an encounter with a stranger over frozen lemonade in a grocery store into a long-lasting relationship and a helicopter ride to a private ski resort overseas.

Seelig, Tina Lynn, Fail Fast and Frequently 2009-05-27 2270

Fail Fast and Frequently

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What's the secret sauce of Silicon Valley? Failure, reports Seelig, Tina, Executive Director of the Stanford Technology Ventures Program. To develop more successes, she urges, entrepreneurs have got to take a risk, and this is the notion behind every deal in the entire ecosystem. Venture capitalists fund risk and, by association, failure, in order to find the "hits" in the haystack. Failure is a perfectly acceptable part of the entrepreneurial process, provided that the smart entrepreneur learns from their errors along the way.

Seelig, Tina Lynn, Don't Wait to be Anointed 2009-05-27 2271

Don't Wait to be Anointed

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Don't think of a job as just getting a desk and a job description. Seelig, Tina, Executive Director of Stanford Technology Ventures Program, points out that landing a job means getting a key to the building. And what that key unlocks is entirely up to you. The endless possibilities of creating work, new projects, and developing ideas that cater to your passions are available to any employee in any office. Seelig urges entrepreneurial thinking in the workplace, and tells students that they should build the ladder below themselves, rather than waiting for someone else to put it before them.

Li, Yanhong, 1968-, Opportunities in China at the Age of Innovation 2009-09-23 2280

Opportunities in China at the Age of Innovation

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With no business model and a company that was barely solvent, Baidu CEO Li, Robin quickly realized that his customer base didn't want to buy the best technology; only the cheapest. The entire strategy of his company needed to change, and he revamped his enterprise from a back-end search utility to a front-end, consumer-focused provider. Since making this change in 2001, Baidu has gone on to become one of the most successful online search tools on the planet.

Li, Yanhong, 1968-, Sharpening Focus in the Face of Market Turmoil 2009-09-23 2281

Sharpening Focus in the Face of Market Turmoil

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Focusing on technology, operations, and the user experience, Li, Robin, CEO of Chinese search engine Baidu, took a pragmatic approach and recalls how he took on the role of project manager for the company for nearly a year. Focusing on nothing but search services, the company avvoided the market crash of 2000/2001 and resisted the trends in online development, and instead continued to play to the company's best strengths.

Li, Yanhong, 1968-, Shedding Light on the "Dark" Web 2009-09-23 2282

Shedding Light on the "Dark" Web

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In an effort to index the 99 percent of the "dark" web - that is, the vast majority of web pages unreachable by most search tools - Li, Robin, CEO of China's Baidu, launched a product called Aladdin. The goal of the open interface is to allow for and encourage user content submission, and to provide the site's users with a deeper, unbridled search capability.

Li, Yanhong, 1968-, The Future of Box Computing 2009-09-23 2283

The Future of Box Computing

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Described as not just a function of search, but a "vision for our future", the CEO of Baidu, Li, Robin, talks about the continuing emergence of the "magic" search box as the primary tool for browserless, consolidated information gathering. He also discusses at length how search terms have evolved - no longer just subject queries, but users hunting for everything from weather and movie time information, arithmetic solutions, and even dating help. From his stance, the empty box awaiting information is the simplest, easiest-to-learn computing platform, operating independently of location, operating system, or application.

Li, Yanhong, 1968-, China's Labor Demands in Computer Science 2009-09-23 2284

China's Labor Demands in Computer Science

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More than 700,000 computer science-related engineering students graduate each year in China, but few from this labor pool have the experience necessary to help an innovative company grow, says Li, Robin, CEO of search engine Baidu. And, he points out, the management opportunities on a global scale are tremendous. That said, he and his company also outline the qualities that they seek in incoming talent - including a readiness to learn, a political and hassle-free outlook, and supreme reliability.

Li, Yanhong, 1968-, Critical Early Decisions with Long Lasting Results 2009-09-23 2285

Critical Early Decisions with Long Lasting Results

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The pivotal points that changed the direction of Baidu's emergence, says its CEO Li, Robin, include fewer extravagant expenditures (and planning for six months of capital to last for over a year), a switch from a back-end to a consumer-oriented interface, and a conscious decision to outshine the competition. In addition, Li recalls the ten months he spent micromanaging the engineering team to quickly turnaround the best quality technology the team could muster. He credits all of these early-term risks with the long-term sustainability of the enterprise.

Li, Yanhong, 1968-, How North American Search Companies Faltered in China 2009-09-23 2286

How North American Search Companies Faltered in China

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What is it that American search companies have failed to understand in China? Baidu's CEO Li, Robin asserts numerous reasons that foreign-based search tools underestimated the growth of China's online content in the 1990's and early 2000's. He first points out that the capabilities of Google and Yahoo! overseas did not match China's tremendous scale of content growth. In addition, North American companies underestimated the fierce competition and entrepreneurial spirit of the Chinese. And many Internet companies coming to China did not plan for the long-term investment necessary to fully mesh with the market.

Li, Yanhong, 1968-, The Development of China's Silicon Valley 2009-09-23 2287

The Development of China's Silicon Valley

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It's not a million dollar question. It's a trillion dollar question, says Li, Robin, CEO of Baidu, on the emergence of a Silicon Valley entrepreneurial ecosystem in China. Though the country's economy is enormous, much of it is based on cheap labor and inexpensive manufacturing. Many in China, particularly those in government, says Li, are very interested in developing the country's potential, but the task of replicating that kind of innovation has many roadblocks in its path.

Jurvetson, Steve, Innovation in a Disruptive Environment (Entire Talk) 2009-10-07 2288

Innovation in a Disruptive Environment (Entire Talk)

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Jurvetson, Steve, partner at Draper Fisher Jurvetson, offers perspective on the market opportunities in innovation and technology. Topics discussed include the necessity for utter market disruption, interdisciplinary solutions, and advice for those interested in working in the venture capital arena.

Ries, Eric, The Lean Startup: Debunking Myths of Entrepreneurship 2009-09-30 2289

The Lean Startup: Debunking Myths of Entrepreneurship

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A startup is not a "doll house" version of a larger enterprise. It's a human institution trying to start something new under extreme conditions of uncertainty, says author Ries, Eric. It's not that some founders have better ideas than others, and this is what dictates success. What differentiates a successfully launched enterprise is one who can unearth the best ideas under duress - those who can find "the pivot"- the point of reinvention when they realize that their original ideas need retooling. And, more critically, that they can find their market before they run out of money.

Ries, Eric, Achieving Grandiose Failure 2009-09-30 2290

Achieving Grandiose Failure

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After five years of product build-out and $40 million of capital, author Ries, Eric shares his personal story of monumental startup failure. The important distinction that he draws is not that his company failed to execute. To the contrary, all went strictly to plan, hiring the best talent, releasing a well-tested application, and garnering ample media and user attention. But the fledgling enterprise was a monumental disaster because of "shadow beliefs" - a uniformly-held series of ideas the company never discussed or articulated. Among them, they believed that they knew what customers wanted, they erroneously believed they could predict the future, and they took solace in the idea that plan advancement equals measurable progress.

Ries, Eric, Harnessing the Power of Early Adopters 2009-09-30 2291

Harnessing the Power of Early Adopters

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After a very hi-profile startup failure, author Ries, Eric and other co-founders launched a second startup product in just six months - with technically hazardous results. Rather than investing the resources necessary to craft quality software, they decided to switch tactics and release a buggy version quickly to determine if the product could find a market. Ries found that early adopters - often more visionary than the company founders - were a huge asset in streamlining product development. Working with them from the very early stages allowed for a better-engineered product and broader mainstream market success. Ries offers suggestion on how to find these initial users; often through search engine marketing and Google AdWords, StumbleUpon campaigns, and creative Facebook ads.

Ries, Eric, Agile Vs. Waterfall Product Engineering 2009-09-30 2292

Agile Vs. Waterfall Product Engineering

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Author and entrepreneur Ries, Eric unpacks the difference between waterfall and agile product development theories, and outlines when each are best employed. Waterfall - the linear path of product build-out - is best used when the problem and its solutions are well-understood. However, its hazard is that it can also lead to tremendous investment without guarantee of its success. Agile development, on the other hand, is a less-risky model of what can happen when the product changes with frequent user feedback and minimal waste. Without an authoritative solution clearly in sight, which is often the case of the startup, agile programming allows the growing enterprise to build-out quickly and correct itself often.

Ries, Eric, Building a Product Nobody Wants 2009-09-30 2293

Building a Product Nobody Wants

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The largest source of waste in the startup, says author and entrepreneur Ries, Eric, is building a product that no one will find useful. This is not a technical error, but rather a tactical one. Find out early if your product has merit by developing two teams in-house: One that works on problems uncovering who the customer is and what problems they are trying to solve, and one that focuses solely on the solutions for the current product hypothesis.

Ries, Eric, An Argument for Continuous Deployment 2009-09-30 2294

An Argument for Continuous Deployment

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Author and entrepreneur Ries, Eric stresses continuous deployment - that is, the updating of code and website changes as frequently as every twenty minutes - as a necessary asset to the functioning of a lean startup. He states that all online product development and engineering changes should be implemented slowly and with immediate testing for each small change. Working in small batches allows for the immediate catching of errors, quick team response, reduced implementation of resources, and more control and flexibility over the finished product. And along the way, human intervention also builds up the intelligence and capabilities of the in-house testing and deployment systems. Ries also offers specific applications and engineering functions to make continuous deployment possible.

Ries, Eric, Building the Minimum Viable Product 2009-09-30 2295

Building the Minimum Viable Product

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In the successful build-out of a lean startup, entrepreneur and author Ries, Eric suggests adapting the rules of creating the minimum viable product. Rather than getting the product "right"; or employing the "release early, release often" philosophy of soliciting customer feedback for product development, the road to minimum viable product fuses the two ideas. The challenge for the startup is to figure out the smallest amount of product features and capabilities necessary for release, and then to slowly add more functionality as needed. For most entrepreneurs, says Ries, that means that any product will be about one-eigth as robust as they would like it to be. Ship it skinny, and add more features later - if your early adopter customers even notice what they're doing without.

Ries, Eric, The Five Whys 2009-09-30 2296

The Five Whys

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Understand and question deeply the root causes - i.e. the "human problems" - behind every technical mishap, else your startup will be hindered in its progress. So advises entrepreneur and author Ries, Eric, who suggests a layered analysis of decisions and procedures behind every technical undertaking. Follow up these questions with a proportional investment in human resources to alleviate further technical problems.

Jurvetson, Steve, VC's Seeking Disruptive Markets 2009-10-07 2297

VC's Seeking Disruptive Markets

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In addition to the usual factors that attract a venture capitalist to a startup - passionate entrepreneurs, unique ideas, and a desire to change the world - Draper, Fisher, Jurvetson's Jurvetson, Steve points out that many VC's are also seeking truly disruptive technologies. Startups exist and win, says Jurvetson, with true innovation, else, "the big guys just get bigger." Numerous elements affect disruption - competition, distribution channels, etc. - but the best "disruptive dynamos" often come from interdisciplinary and non-linear efforts.

Jurvetson, Steve, Ray Kurzweil's Optimistic Prognosis for Technology 2009-10-07 2298

Ray Kurzweil's Optimistic Prognosis for Technology

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Jurvetson, Steve, the partner and moniker behind VC firm DFJ, discusses in detail Ray Kurzweil's take on Moore's Law, which retroactively looks at the evolution of technology and the economy in terms of the numbers of possible calculations possible for a thousand dollars for the past hundred years. Of interest to the entrepreneur, Jurvetson points out that of global, social, and economic factors over time, there seems to be no coupling with the evolution of technology. Despite a poor economy, recessionary concerns, wars and political unrest, cites Jurvetson, technology continues to evolve at a steady and unstoppable pace.

Jurvetson, Steve, The Entrepreneur's Recognition of Technology Acceleration 2009-10-07 2299

The Entrepreneur's Recognition of Technology Acceleration

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If we look forward 20 years, we'll see as much change in technology as we've seen in the last 100 years, says DFJ's Jurvetson, Steve, quoting Ray Kurzweil. And at any point in the future, this axiom will maintain, indicating that the speed of technological innovation will forever continue to accelerate. What does this mean for the entrepreneur? We live with perpetual future shock and with a constant need to stay on top of the learning curve. The only ideas worth following in this sort of climate are those that seem unpredictable, crazy, and passionate. The more people who think your idea is terrible, the higher the likelihood for its success.

Jurvetson, Steve, Career Traits for the Aspiring Venture Capitalist 2009-10-07 2300

Career Traits for the Aspiring Venture Capitalist

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In addition to seeking staff diversity and team members with a vast list of personal contacts, Draper Fisher Jurvetson's partner Jurvetson, Steve discusses at length the background necessary to break into a VC firm from the ground up. While most positions fill from personal contacts, many come from business schools and other backgrounds, as well as legal, engineering, and marketing.

Papadopoulos, Greg, Upcycling, Not Recycling 2009-10-14 2301

Upcycling, Not Recycling

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As McDonough, William wrote in his book Cradle to Cradle, we should stop thinking of post-consumer goods as "waste", and instead start thinking of them as "food" in the product chain - upcycling raw materials and turning them into useful raw materials, rather than just alleviating the burden offset by recycling. Sun Microsystems' CTO Papadopoulos, Greg looks at this challenge from the perspective of engineering, and encourages the technical and scientific sectors to think not in terms of product degradation, but to look at manufacturing and design in terms of disassembly and endless reuse.

Papadopoulos, Greg, The Benefits of Open Source 2009-10-14 2302

The Benefits of Open Source

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All of the smart people don't work for you. So how can an organization harness a broader intellect and get them to work on their projects? Keep your ideas free and accessible, and share them with anyone willing to participate. This kind of product innovation and reinvention creates community beyond the company walls, says Papadopoulos, Greg, CTO of Sun Microsystems, whether it's a devoted team of engineers or users. In the end, if a business is willing to allow others to have a hand in its technology and development, they will benefit from a finer finished product overall.

Papadopoulos, Greg, Applying the Law to Open Source Business Models 2009-10-14 2303

Applying the Law to Open Source Business Models

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Using and understanding intellectual legal rights can be an asset to engineers, says former Sun Microsystems CTO Papadopoulos, Greg. In this clip, Papadopoulos explains the difference between patents, copyrights, and trademarks, and what each will allow for the inventor under the law. How they govern the laws of sharing intellectual property via open source can apply to any business model - from software code, to hi-end chocolate, to mechanically-engineered prosthetic limbs.

Papadopoulos, Greg, Fail Cheaply and Disrupt Thyself 2009-10-14 2304

Fail Cheaply and Disrupt Thyself

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Failure is a very important part of the learning process in Silicon Valley, says Papadopoulos, Greg, CTO of Sun Microsystems. And people should disrupt themselves frequently and as inexpensively as possible. An organization not on its game will allow an upstart to dislodge their market foothold more easily or for less cost, thereby putting you out of business. Instead, the successful, stable enterprise will constantly question their own efforts and their own technologies and learn how to cannibalize their own actions. Papadopoulis cites as an example a recent Intel processor powering a fleet of netbooks. While they are taking market share away from their own flagship processors, it's better for Intel to usurp themselves, rather than to be crushed under a competitor's innovation.

Barrett, Craig R., 1939-, Betting on the Future of Moore's Law 2009-10-21 2305

Betting on the Future of Moore's Law

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Material science is the basis of all semiconductor technology, says former Intel Chairman of the Board Barrett, Craig. And during his 35-year stint with one of technology's most established firms, Barrett has learned that Moore's Law (Intel founder Gordon Moore's prediction that the number of transisters in an integrated circuit will double every 18 months) is still applicable now, 40 years after it was written. And though it will eventually have to change, it will likely remain relevant for another 15 years or more.

Barrett, Craig R., 1939-, Copy Exactly: Establishing Competitive Manufacturing Capabilities 2009-10-21 2306

Copy Exactly: Establishing Competitive Manufacturing Capabilities

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Intel was a marvel at technology and invention from its 1980's-era inception, recalls former Chairman of the Board and veteran company insider Barrett, Craig. But the company's strong suit was not manufacturing; in fact, they were often undersold on their own products by Japanese competitors. To improve their skills in this arena, Intel executives performed significant benchmarking of their overseas product producers, and a decade later they'd learned to standardize production across multiple factories.

Barrett, Craig R., 1939-, The Growing Demand for Engineering Talent 2009-10-21 2307

The Growing Demand for Engineering Talent

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To keep up with the engineering demands of Moore's Law, Barrett, Craig, former Intel Chairman of the Board, discusses how the education and labor requirements of talent have evolved with the industry. While developing the first semiconductors took a team of only three people, today's market requires several hundred engineers for each new product, most of whom are trained with graduate degrees.

Barrett, Craig R., 1939-, The Value of Corporate Venture Capital 2009-10-21 2308

The Value of Corporate Venture Capital

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You and your company don't own all of the smart engineers in the world. But how can one capitalize on that talent, asks Barrett, Craig, former Intel COB? Fund research and start-ups that compliment your own work, including university research, to unearth emerging talent and move the industry forward. Barrett discusses why Intel spends over six billion dollars on hundreds of companies every year outside of their own walls and the tremendous benefits that the practice reaps. Remember that a single bright idea from a small research team can bring a large corporation to its knees overnight. Says Barrett, "We don't want you eating our lunch."

Gordon, Bing, Building Hi-Tech Skyscrapers 2009-10-28 2309

Building Hi-Tech Skyscrapers

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Mark Pincus, CEO of Zynga, equates building a sustainable online empire with building the skyscrapers that shaped the look of modern cities at the turn of the last century. Pincus reflects upon his 15-20 year career in hi-tech - riddled with many companies who asked him to leave - where he was set ineffective entrepreneurial goals. He discusses the change in his perspective; from garnering ROI, to offering sustainability, to building immortal "Internet treasures" - that is, the type of online utility that forever changes the world. He discusses the importance of thinking from the mountain top, and that the rest of the "distractions" - i.e. IPO's, acquisition, becoming a market leader, etc. - are just fool's gold.

Gordon, Bing, The Fight for Corporate Control 2009-10-28 2310

The Fight for Corporate Control

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We learn from the index and not the table of contents, says Bing Gordon, partner at KPCB. In this clip, Gordon and Zynga CEO Mark Pincus talk about how an effective CEO can make strategy and mission happen when they are not physicially present in the room. Pincus also discusses the importance of putting processes in place to communicate a larger vision, and why it's beneficial to write the story of your own goals and accomplishments. Keep control of your company and learn to negotiate only for the right things. Otherwise, you're just another employee.

Gordon, Bing, Product Management as CEO Training 2009-10-28 2311

Product Management as CEO Training

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If you can be a product manager, you can acquire the experience of acting as a CEO. The skills gained in product roadmapping, prioritizing tasks, interoffice communications, customer understanding, and product marketing are absolute necessities for being an effective enterprise lead. So says Mark Pincus, CEO and Founder of Zynga, who suggests this necessary on-the-job training for aspiring entrepreneurs. Be strategic. Take your times. Build yourself at world class companies before stretching your own ideas to task.

Gordon, Bing, Testing and Metrics are Imperative 2009-10-28 2312

Testing and Metrics are Imperative

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Pilots that fly by vision alone have a very short life expectancy when passing through clouds. But pilots that fly utilizing their instruments are able to soar. Mark Pincus, CEO of game company Zynga, and Bing Gordon, partner at VC firm Kleiner Perkins Caufield & Byers, touch upon the importance of metrics and analysis in social networking. In fact, Pincus states that one of his biggest career regrets from Tribe.net was not testing and measuring enough new tools and strategy. Gordan sums up the lesson for entrepreneurs by stating that we should, "believe in Darwinism, not Intelligent Design."

Gordon, Bing, Quick and Frequent Product Testing and Assessment 2009-10-28 2313

Quick and Frequent Product Testing and Assessment

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Mark Pincus, CEO and Founder of gaming company Zynga, encourages fast and frequent new ideas for video game development. But rather than putting forth tremendous resources to build out each idea, they company first tests its viability with a round of "ghetto testing" - five words that will be used to market the game, posted to the website live for five minutes. If sufficient audience interest is measured, then a one-week rollout of the first version of the game is revealed to just one percent of the Zynga audience for play and feedback, almost always with some modicum of "golden mechanics" - or viral, retentive quality - built in. If these early efforts prove successful, the game grows more robust with each successive build. Pincus reports that the company is always testing several hundred products simultaneously, and that measuring this success has never been easier or more affordable.

Shultz, George Pratt, 1920-, Christensen, Stan Interviews Secretary George P. Shultz on Negotiation 2009-11-18 2314

Christensen, Stan Interviews Secretary George P. Shultz on Negotiation

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Secretary Shultz discusses what he learned about negotiation while serving in both the Nixon and Reagan administrations. Topics covered include how to know when to go to the negotiation table, the role of trust in negotiation, confronting the dilemma of when to use force in a dispute, as well as the Secretary's opinions on negotiating in the current political landscape. Current events covered include the Arab Israeli conflict, the war in Afganistan, the fall of the Soviet Union, and how the media has changed the modern negotiation landscape.

Chamillionaire, 1979-, Creative Ideas to Make Saving Money Fun 2009-11-04 2315

Creative Ideas to Make Saving Money Fun

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Viral web chats, audience direct conversation, product giveaways, poignant brand ownership, and streaming relevant content. All of these tactics are creative, low-cost or no-cost marketing techniques employed by entrepreneurs and rap artists Quincy Jones III and Chamillionaire (inspired by the theme of the 2009 Global Innovation Tournament Challenge). In this clip, both artists discuss some of their best frugal strategies in casting a net for the widest audience online, and the great rewards their efforts have unearthed, including album and ticket sales, and the sale of over five million ring tones.

Chamillionaire, 1979-, Anyone Can Be an Entrepreneur 2009-11-04 2316

Anyone Can Be an Entrepreneur

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Artists Quincy Jones III and Chamilionaire discuss the myriad ways that online media and technology have leveled the playing field for "e-hustling", or the pursuit of entrepreneurship. Jones equates the Internet to the turntable when it comes to its thumbprint on hip-hop culture, whereas Chamillionaire extols Twitter as a frighteningly efficient - and more cost-effective - PR machine than a professional publicist.

Chamillionaire, 1979-, Soliciting Fan-Base Feedback 2009-11-04 2317

Soliciting Fan-Base Feedback

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Waiting for the right deal, rather than the merchandizing deal at-hand, is a trade-off that artist/entrepreneur Chamillionaire is willing to wait for, with a keen eye toward authenticity at every turn. Quincy Jones III adds that a successful musical artist product roll-out requires thinking across multiple platforms and multiple media. Business models have changed in the digital age, and it's no longer the job of the artist to dictate. Instead, exploring the fan-base who appreciates your work for creative ideas like iPhone apps and logo design, using them as a sounding board for new music and visuals, and bringing them into the creative fold, have become a pivotal part of the modern music artist's marketing plan.

Hennessy, John L., Changing the World through Innovation 2009-11-04 2318

Changing the World through Innovation

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Stanford President Hennessy, John kicks off the 2009 Global Innovation Tournament by challenging students to solve the world's major problems through innovation.

Chamillionaire, 1979-, Successful Independent Promotion: From Artist to Entrepreneur (Entire Talk) 2009-11-04 2319

Successful Independent Promotion: From Artist to Entrepreneur (Entire Talk)

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Hip-hop artists Quincy Jones III and Chamillionaire discuss mastering the business side of the music industry. Keeping up with cutting-edge technologies, production logistics, and finding creative ways to gain direct audience contact are essential tactics for the self-produced artist in the digital age.

Blank, Steven G., An Entrepreneur's Checklist 2009-11-11 2322

An Entrepreneur's Checklist

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No matter what business vertical you're entering, serial entrepreneur Blank, Steve outlines a few points of necessary focus for the emerging business start-up, including market opportunity, market regulations and distribution, competitors and complimentors, and technology breakthroughs. He notes that the customer is not always the same thing as the payer, and that this bifurcation is creating interesting new business models.

Blank, Steven G., Is First-to-Market Best? 2009-11-11 2323

Is First-to-Market Best?

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Why is it a bad idea to be the first and only player in a market? Serial entrepreneur Blank, Steve outlines a host of reasons, including limited market opportunity, the expense of defining new markets, and the positioning risk involved in setting the market standard. Blank cautions that it may not be wise to be break new ground, and that safer terrain can be found in the footholds of the "first fast follower."

Blank, Steven G., Vertical vs. Horizontal Markets 2009-11-11 2324

Vertical vs. Horizontal Markets

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In this clip, the difference between vertical markets - niche players serving a specific need or customer set; and horizontal markets - goods or services that enable a platitude of businesses - are defined for the student of entrepreneurship. The needs of start-ups differ dramatically by vertical, says serial entrepreneur Blank, Steve. And taking advice from new enterprises in a different market niche can end in disaster. Take heed when receiving advice from friends in a neighboring business vertical.

Blank, Steven G., Market Risk and Technology Risk 2009-11-11 2325

Market Risk and Technology Risk

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Market risk is the concern that you'll find your customers before you run out of funding. A technical risk asks if the innovation is in place to bring your start-up idea to market successfully. Both of these concerns are paramount for an entrepreneurial venture, says serial entrepreneur Blank, Steve, and both have the potential to cause a young business to shutter.

Blank, Steven G., The Entrepreneur and the Family 2009-11-11 2326

The Entrepreneur and the Family

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Female Stanford students of entrepreneurship ask serial entrepreneur Blank, Steve: "How can one balance family life with the demands of the start-up?" Blank advises single people to stay single, and suggests that those with family ties set strict schedules to insure time together. Start-ups can easily take over one's life, he says, and one must be equally diligent in taking time off as working.

Blank, Steven G., Fall 2009 Quarter Roundup: What Did We Learn? (Entire Talk) 2009-11-11 2327

Fall 2009 Quarter Roundup: What Did We Learn? (Entire Talk)

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Stanford instructor and seasoned serial entrepreneur Blank, Steve looks back at the commonalities and quirks of the quarter's previous speakers. Blank outlines a thorough checklist of questions and analysis helpful to any new enterprise leader, and offers insight and case studies from industry giants and new technology plays alike.

Li, Yanhong, 1968-, Lessons From China: The Evolution of The Globe's Largest Search Engine (Entire Talk) 2009-09-23 2328

Lessons From China: The Evolution of The Globe's Largest Search Engine (Entire Talk)

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Li, Robin, CEO of Baidu, speaks in detail about the launch and growth of the company and the search engine. He discusses how its intimate understanding of Chinese language and culture - and a unique social approach to search - have allowed it to succeed where many North American search giants have faltered.

Ries, Eric, Evangelizing for the Lean Startup (Entire Talk) 2009-09-30 2329

Evangelizing for the Lean Startup (Entire Talk)

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Speaker, author, and entrepreneur Ries, Eric shares rapid fire wisdom on building nimble, responsive, and efficient online software-based businesses. He also offers his wisdom on streamlining processes and progressing engineering systems, and puts forth front line insight into why some new ideas succeed where others have failed.

Papadopoulos, Greg, Responsible Engineering in the Modern Age (Entire Talk) 2009-10-14 2330

Responsible Engineering in the Modern Age (Entire Talk)

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Whereas the 20th century belonged to the scientist, the 21st century, says Sun Micosystems' CTO Papadopoulos, Greg, is the domain of the engineer. Rather than secretly toiling away on new discoveries, modern engineers are concerned about social responsibility, renewable materials and product lifecycles, collaborative and open source discovery, and furthering industry-wide innovation.

Barrett, Craig R., 1939-, A Historical Perspective on Semiconductors and Moore's Law (Entire Talk) 2009-10-21 2331

A Historical Perspective on Semiconductors and Moore's Law (Entire Talk)

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Intel Corporation legend, former CEO, and Chairman of the Board Barrett, Craig discusses his personal career path from a Stanford Associate Professor, to Silicon Valley consultant, to a 35-year career inside one of the globe's most prominent players in technology. His talk concentrates on Moore's Law and the myriad factors in place to ensure its continued progeny.

Adler, J. R. (John R.), PhD, Evolution of a CEO (Entire talk) 2010-01-13 2341

Evolution of a CEO (Entire talk)

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John Adler and Trip Adler discuss their entrepreneurial experience and evolution as business leaders: John Adler describes his bumpy course in developing his biotechnology company, Accuray Incorporated; while his son Trip emphasizes the need for persistence and confidence in developing Scribd, a social publishing site. Despite building companies in different fields, the two offer the same central advice toward building a successful business: trust yourself, focus on developing a great product, and remember that there are no rules.

Adler, J. R. (John R.), PhD, Entrepreneurs Have No Rules 2010-01-13 2342

Entrepreneurs Have No Rules

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Acuray founder John Adler laughs and says his free-spirited son, Trip Adler, couldn't have done anything aside from becoming an entrepreneur. "Entrepreneurs have no rules," he points out. One piece of advice he does give his son: Never give up the title of CEO. It's one of the hardest things to learn, he confesses. Trip Adler, CEO of Scribd, concurs. He explains that in many cases, it is the founder who is able to provide the vision to effectively direct product development.

Adler, J. R. (John R.), PhD, Luck is Hard Work and Persistence 2010-01-13 2343

Luck is Hard Work and Persistence

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It wasn't luck, we were just doing things right, asserts Scribd founder Trip Adler. In this clip, Adler explains that luck can come to any entrepreneur who works hard and remains persistent in trying to reach his or her goal.

Adler, J. R. (John R.), PhD, Entrepreneurship is a Learned Skill 2010-01-13 2344

Entrepreneurship is a Learned Skill

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Do successful entrepreneurs know they're using the right methods as they build their companies, or do they only realize it in hindsight? Trip Adler, founder/CEO of Scribd, explains that he did know he was taking the best approach at the time. He adds that entrepreneurship is a learned skill like any other, and that persistence pays off.

Adler, J. R. (John R.), PhD, Culture Stems from Your Belief in the Product 2010-01-13 2345

Culture Stems from Your Belief in the Product

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Accuray founder John Adler asserts "you can tweak culture at the margins, but ultimately the culture stems from your belief in the product." He echoes the sentiments of his son Trip Adler, CEO of Scribd, who says that product development should remain the top focus at all times.

Adler, J. R. (John R.), PhD, Just Go for It 2010-01-13 2346

Just Go for It

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Just go for it, advises Scribd founder Trip Adler. If you want to start a company, he continues, you just have to do it; you'll learn as you go. John Adler, founder of Accuray, agrees wholeheartedly, encouraging new entrepreneurs to resist feeling intimidated. Founding a company "calls for decision and bold action." While the lack of constraints and benchmarks can be daunting to the new entrepreneur, it also opens up great opportunities.

Adler, J. R. (John R.), PhD, The Difference Between a Surgeon and a CEO 2010-01-13 2347

The Difference Between a Surgeon and a CEO

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A surgeon and a CEO are nothing alike, observes Accuray founder John Adler. A surgeon, he explains, gives orders in the operating room; a CEO must persuade those in the boardroom to follow him. This difference in culture was a big surprise, recalls Adler, and took time to adjust to. Learning to persuade others is, in his view, a big part of the leadership process.

Adler, J. R. (John R.), PhD, What's the Best Degree for an Entrepreneur? 2010-01-13 2348

What's the Best Degree for an Entrepreneur?

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Given a choice between an MBA and a degree in a technical domain, which affords the best preparation for a entrepreneurial leadership role? Both Accuray's John Adler and Trip Adler of Scribd agree that for an entrepreneur planning to start a technology company, a degree in science or engineering provides the necessary edge for success.

Adler, J. R. (John R.), PhD, Trust Your Vision 2010-01-13 2349

Trust Your Vision

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Trust your vison, exclaims Accuray founder John Adler. In a lively discussion with his son and fellow entrepreneur Trip Adler of Scribd, the two expand on the idea that ultimately no one knows your company better than you.. Though there's no shortage of advice from those older and more experienced, both agree that trusting your instincts and making your own mistakes are vital parts of the learning process for a new entrepreneur.

Adler, J. R. (John R.), PhD, The Risks of Listening Too Much to Your Users 2010-01-13 2350

The Risks of Listening Too Much to Your Users

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Listen to users too much, you build a bad product, believes Scribd's Trip Adler. While analytics data can provide helpful information, he cautions that if you listen only to feedback from the most vocal users, you risk building a product that will appeal to a small niche market. Accuray founder John Adler agrees -- listen to your users, but base your decisions on your own vision for your product.

Hansson, David Heinemeier, Unlearn Your MBA (Entire Talk) 2010-01-20 2351

Unlearn Your MBA (Entire Talk)

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David Heineimeier Hansson, the creator of Ruby on Rails and partner at 37signals in Chicago, says that planning is guessing, and for a start-up, the focus must be on today and not on tomorrow. He argues that constraints--fiscal, temporal, or otherwise--drive innovation and effective problem-solving. The most important thing, Hansson believes, is to make a dent in the universe with your company.

Hansson, David Heinemeier, Veer Away from Heavy Management Theory 2010-01-20 2352

Veer Away from Heavy Management Theory

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Unlearn Your MBA. It's the most important piece of advice new entrepreneurs can take, argues David Heinemeier Hansson. Hansson estimates that 96.7% of what he learned at the Copenhagen Business School has no impact on what he does today as a partner at 37signals. MBA students need to readjust and recalibrate their thinking away from heavy management theories towards building a product and pleasing a customer.

Hansson, David Heinemeier, Planning Is Guessing 2010-01-20 2353

Planning Is Guessing

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Long-term planning, strategic planning, tactical planning -- all of these types of planning are really funny for a start-up, chuckles David Heinemeier Hansson, partner at 37signals. The punch line, he delivers, is that a start-up doesn't even know if it will be doing business in five years, let alone five months. These types of planning suit a stable business, like McDonald's in Northern Illinois. But a new business in a new industry has no clue what it will need long-term. In fact, he adds, most decisions for a start-up are incredibly temporary. What does matter more than planning? Simply starting.

Hansson, David Heinemeier, Venture Capital Is a Time Bomb 2010-01-20 2354

Venture Capital Is a Time Bomb

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David Heinemeier Hansson has a provocative point of view: he believes that Venture Capital is a time bomb and one of the most harmful things for a new business. He explains that a sudden windfall of money provides start-ups with a false sense of security. VC-injected companies often lose the urgency to create a sustainable, profitable product. These companies often become addicted to venture capital funding, requiring round after round of financing.

Hansson, David Heinemeier, Don't Play with Other People's Money 2010-01-20 2355

Don't Play with Other People's Money

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The key problem with venture capital remains simple: You're playing with other people's money. David Heinemeier Hansson, partner at 37signals, believes that using venture capital removes the accountability that's inherent when an entrepreneurs use their own money. When it's your own money, he continues, you want to make more of it faster, so you don't just put out a product without a price. The urgency you get from spending and making your own money is the most powerful driving force for an entrepreneur.

Hansson, David Heinemeier, Playing It Small Doesn't Mean Not Making Money 2010-01-20 2356

Playing It Small Doesn't Mean Not Making Money

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Skewed expectations present a major risk when accepting venture capital. Most venture capitalists expect to make a lot of money, and they expect the company they help to become billion-dollar ventures. David Heinemeier Hansson, partner at 37signals, compares this type of risk to putting all of your money on red five in a game of roulette. When you build a business that earns a million dollars per year, you're taking a more calculated risk, analogous to that of a skilled poker player who steadily builds up his winnings. "The fact of the matter is that a million dollars is a lot of money when it goes straight into your bank account," asserts Heinemeier Hansson, partner at 37signals.

Hansson, David Heinemeier, Great Ideas Derive from Well-Rested Minds 2010-01-20 2357

Great Ideas Derive from Well-Rested Minds

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Being a workaholic is no guarantee of success. David Heinemeier Hansson points out that 37signals' main product, Basecamp, was created on 10 hours a week of development for a total of six months. When you're overworked, you can't think creatively. A great idea comes from a well-rested mind.

Hansson, David Heinemeier, Constraints Are Your Friends 2010-01-20 2358

Constraints Are Your Friends

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David Heinemeier Hansson reminds the audience of a simple fact: you'll never outdo Microsoft or Google; they will always have more resources than start-ups. But an entrepreneur must realize that constraints are your friend. Having some limitations will force you to think differently than your competition.

Hansson, David Heinemeier, Overnight Success Does Not Exist 2010-01-20 2359

Overnight Success Does Not Exist

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Nobody is an overnight success, claims David Heinemeier Hansson, partner at 37signals and developer of the Web platform Ruby on Rails. When some product or company suddenly appears out of nowhere, it usually arrives out of 10 years worth of work. He points out that 37signals and Basecamp took just this length of time to become a success. Accelerated growth is a charade, Heinemeier Hansson stresses. It takes time to develop a sustainable, profitable company.

Hansson, David Heinemeier, A Small Business Can Be a Highly Profitable Company 2010-01-20 2360

A Small Business Can Be a Highly Profitable Company

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Asked to clarify the difference between a small business and a scalable business that hopes to earn a billion dollars, David Heinemeier Hansson, partner at 37signals, says they are the same thing. Scalable for Heinemeier Hansson means there isn't a direct correlation between profit and employee count: I can earn 5 million dollars and not hire five people. Many large companies give the impressions that that there is a connection -- i.e., for every $500,000 earned, a company must hire two people -- so smaller companies wrongly focus on organizational charts and meetings. He points out that 37signals is both a small business (15 employees) and a highly profitable company.

Hansson, David Heinemeier, Out-Teach Your Competition 2010-01-20 2361

Out-Teach Your Competition

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A startup, David Heinemeier Hansson argues, will never have the resources to outspend a Google or a Microsoft in promoting itself. Instead, his own company 37signals tries to out-teach. "We're trying to build an audience; we're not just trying to have customers." Through blogs, lectures, seminars and other teachable moments, he explains that 37signals has created a following of the company that may not use the product today. But at some point, these people will either buy our product or recommend it to someone who will. In the end, all sustainable businesses are built by word of mouth.

Hansson, David Heinemeier, What I Did Learn at Business School 2010-01-20 2362

What I Did Learn at Business School

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What was one of the main things David Heinemeier Hansson took away from business school? Buy for $1, sell for $2. While it may seem like a simple idea, some of the most basic lessons are the most difficult to understand. For him, these lessons have helped him better understand capitalism. Through this clarification, he has realized that you have to both appeal to people's own self-interest and assign some value to a job or product.

Case, Stephen McConnell, People, Passion, Perseverance: You've Got Entrepreneurship (Entire Talk) 2010-02-24 2363

People, Passion, Perseverance: You've Got Entrepreneurship (Entire Talk)

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People, passion, perseverance. Former AOL CEO and Chairman Case, Steve describes these words as the bedrock of successful entrepreneurship. Heading into what may be a "golden era of entrepreneurship," he says that he relies on the "three p's" as assessment tools to help guide his direction and goals. When all of the three parts are in balance, an entrepreneur can achieve success like that of AOL; when they aren't, you get the failure of the AOL-Time Warner merger.

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Risky Business: Analysis from an Engineering Perspective (Entire talk) 2010-01-27 2364

Risky Business: Analysis from an Engineering Perspective (Entire talk)

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Don't set sail without thinking first: this sage advice sums up risk analysis for Elisabeth PatÚ-Cornell, department chair of Management Science and Engineering at Stanford University. She explains that risk assessment involves the study of scenarios, probabilities, and consequences. A risk analyst uses logic and statistics to makes sense of uncertainties and provides possible solutions to derail disaster. While some events force quick thinking, most can be avoided with a little forethought. After all, she simplifies: risk analysis isn't just nuclear reactors, it's also real life.

Hagstrom, William, Entrepreneurial Journeys in Healthcare (Entire Talk) 2010-02-03 2365

Entrepreneurial Journeys in Healthcare (Entire Talk)

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It's not just your strengths as a leader, it's your passion, says Hagstrom, William, CEO of Crescendo Bioscence, in South San Francisco, CA. He strongly advises future entrepreneurs to think of your business as a worthy crusade. Giving example with his own career, he urges those starting a company to architect their venture deeply, form a culture of excellence, and think about risk early. The culmination of his experience has redefined the role of CEO for him as way to empower others.

Garrity, Steve, Panel of Young Entrepreneurs (Entire Talk) 2010-02-11 2366

Panel of Young Entrepreneurs (Entire Talk)

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Six young Stanford grads and entrepreneurs -- Steven Garrity, Clara Shih, Kimber Lockhart, Jeff Seibert, Josh Reeves, and Tristan Harris -- share their experiences starting companies and raising capital. While being in their 20s may seem to be an obstacle to outsiders, they said they "flipped" this liability into an asset -- focusing instead on their raw ability to bring innovative ideas to life. They advise all young entrepreneurs to be persistent, opportunistic, and scrappy.

Sinha, Rashmi, Sharing a Measure of Success (Entire Talk) 2010-02-17 2367

Sharing a Measure of Success (Entire Talk)

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Jonathan Boutelle and Rashmi Sinha, founders of the presentation-sharing site SlideShare, describe the entrepreneurial process as a series of pivots. Boutelle explains it's not just a jump, but an evolving growth of stages that leads to an idea that can start a business. From there, Sinha says that focused execution keeps the vision moving forward. By continually measuring the activity, they both believe that entrepreneurs can better recognize the growth stages of their company.

Sumner, Polly, Success and Failure Drive Innovation (Entire Talk) 2010-03-03 2376

Success and Failure Drive Innovation (Entire Talk)

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Accenture's Liz Tinkham interviews salesforce.com's Polly Sumner about entrepreneurship that occurs in both large and small companies. They both agree that innovation and risk-taking occur in any-sized company where the culture emphasizes "no idea is a dumb idea." Sumner advises young entrepreneurs to not fear risk: every failure teaches you a valuable lesson, and once learned, success is that much sweeter.

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Risk Analysis Examines Uncertainties 2010-01-27 2377

Risk Analysis Examines Uncertainties

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In a world of uncertainties, you seldom have statistics, explains Dr. M. Elisabeth PatÚ-Cornell, department chair of Management Science and Engineering at Stanford University. Risk analysis examines a broad distribution of outcomes based on scenarios and their probable consequences. From these results, she says a people must decide if they can live with the hypothesized outcomes. If not, we must decide how to best allocate resources for reinforcement of the systems in place to avoid disaster.

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Real-Life Risk Analysis 2010-01-27 2378

Real-Life Risk Analysis

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Real risks of real life don't always involve airplanes and nuclear power plants. Dr. M. Elisabeth PatÚ-Cornell shares a personal example: She has a two-year-old little boy who likes to tumble down the stairs in her new home. If that doesn't sound dangerous enough, the landing also has a sharp post. Dr. PatÚ-Cornell uses risk analysis to calculate the number of times her son might tumble down the stairs, the accident rate and possible solutions. The result: She builds a bumper of three baskets that can absorb the force of a basketball without breaking.

Paté-Cornell, M. Elisabeth (Marie Elisabeth), The Process of Risk Assessment 2010-01-27 2379

The Process of Risk Assessment

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How does someone think about risk analysis? Management Science and Engineering department chair Dr. Elisabeth PatÚ-Cornell breaks down the process of assessing risk: She first speaks with experts to find out how a given system works and how it might fail; then she examines ways of reinforcing a system. A risk analyst can only provide options based on available resources; they cannot make decisions for someone.

Paté-Cornell, M. Elisabeth (Marie Elisabeth), System Analysis in Risk Assessment 2010-01-27 2380

System Analysis in Risk Assessment

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System analysis stands in the center of most risk analysis. Deconstructing the system, one breaks it down into classes of scenarios that can allow an analyst to better understand how something can fail. The two biggest classes are dependencies on external factors and human error. Dr. Elisabeth PatÚ-Cornell, department chair of Management Science and Engineering at Stanford University, explains that you look at these types of scenarios because there are not enough reliable statistics.

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Classic Example of a Future Accident 2010-01-27 2381

Classic Example of a Future Accident

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The classic example of an accident that hasn't happened yet: the heating tiles of the space shuttle. The first 33 flights consisted of errors in maintenance. Dr. Elisabeth PatÚ-Cornell describes how she discovered that technicians were mixing water with the glue, so the heating would adhere faster to the surface; though, by diluting the contacting bond, it put the heating tiles more at risk during the space shuttle's reentry into Earth. Her team created a map of the space shuttle and the most crucial heating tiles. In the end, she made recommendations based upon the data and research.

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Dynamic Model of Accidents 2010-01-27 2382

Dynamic Model of Accidents

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The patient risk in anesthesia highlights the dynamics of accidents. The problem: How can the management of anesthesia systems be improved to decrease patient risks that could occur in the operating room environment? To compute the probability of an accident of all scenarios, a dynamic model helps to understand how fast things could go wrong once an accident first occurred and how fast someone must react to resolve the problem. Among the contributing factors causing an accident (work schedule, training, and experience), Dr. Elisabeth PatÚ-Cornell, department chair of Management Science and Engineering at Stanford University, says that simulated training helped decrease accidents by an optimistic 16 percent.

Paté-Cornell, M. Elisabeth (Marie Elisabeth), Do Entrepreneurs Take More Risks? 2010-01-27 2383

Do Entrepreneurs Take More Risks?

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Dr. Elisabeth PatÚ-Cornell, department chair of Management Science and Engineering at Stanford University, wonders aloud whether entrepreneurs actually take that much risk. She explains that in the United States, venture capitalists take a lot of calculated risk by backing budding start-ups, while in Europe, bankers, acting in the same role, are not. Entrepreneurs usually start with a technical idea for a company and surround themselves with a great team of managers and technicians. Indeed, the success of risk-taking boils down to a single factor: the ability to build teams and cultivate many skills.

Hagstrom, William, Make Your Business Your Crusade 2010-02-03 2384

Make Your Business Your Crusade

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Ten years into his career, Hagstrom, William, CEO of Crescendo Bioscience, says he had an epiphany. Working at a billion-dollar company, he remembers leaving a lateral meeting when a colleague approached him and told him to "relax, it's only a job, it's not a crusade." And this comment hit him like a ton of bricks: if he was going to invest his life and time into a venture, it better be a crusade.

Hagstrom, William, Lessons Learned from Stage I of His Career 2010-02-03 2385

Lessons Learned from Stage I of His Career

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Crescendo Bioscience CEO Hagstrom, William explains some of the biggest lessons he learned from the early stages of his career. Taking initiative, doing fieldwork, and being objective rank as some of the most useful things he learned while working for large, multinational healthcare firms like Baxter International. What was the most important lesson? Tenacity and relentlessness make all the difference in whether a project succeeds or fails.

Hagstrom, William, Your Needs Versus the Business's Needs 2010-02-03 2386

Your Needs Versus the Business's Needs

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Hagstrom, William, CEO of Crescendo Bioscience, remembers an idea from a column in Inc. magazine: "There comes a time when you realize the business needs something you can't give it; at the same time, you realize you need something the business can't give you," A CEO needs to know there are very distinct life cycles in a company's evolution, and business leaders must constantly assess their role and place in these maturation stages as well as their own needs as entrepreneurs.

Hagstrom, William, Lessons Learned As a Novice Entrepreneur 2010-02-03 2387

Lessons Learned As a Novice Entrepreneur

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From his first experiences as an entrepreneur, Hagstrom, William, CEO of Crescendo Bioscience, relates the importance of strategy and its integration into the business model. Added to this vision, he believes a CEO of a healthcare firm must have a thorough knowledge and understanding of the technical and scientific aspects pertaining to the business. Because there is little margin for error, the company leader must also be a multitasking dynamo with sound judgment who can deliver results. In short, the CEO must do more than talk, he must act.

Hagstrom, William, Lessons Learned As a Serial Entrepreneur 2010-02-03 2388

Lessons Learned As a Serial Entrepreneur

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A few companies into his entrepreneurial life, Hagstrom, William, CEO of Crescendo Bioscience, has some advice for those who are just starting out. An entrepreneur must think about and understand risk better, so he can ultimately minimize it. He boils the many insights into some hard-learned lessons: architect the business more deeply and muscle it with talent, so the programs are stouter and the company makes a bigger impact. And while it may seem obvious, he says that a CEO must build in time to think and reflect about what's going on in the business.

Hagstrom, William, Know Your Strengths 2010-02-03 2389

Know Your Strengths

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How do I think of myself as an entrepreneur?" asks Hagstrom, William, CEO of Crescendo Bioscience. As someone who has studied Myers-Briggs personality types, he describes himself as INTP and as someone who is fairly intense and analytical. He also tests high in vision, deliberation and innovation. "It's important to know yourself," he says, "you can't force a style that doesn't work for you." With all this being said, Hagstrom adds, "it's not just about your strengths but also about your passion."

Garrity, Steve, Reasons to Start a Company, Part 1 2010-02-12 2390

Reasons to Start a Company, Part 1

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Steven Garrity and Clara Shih, founders of Hearsay Labs, talk about how they both knew they wanted to start a company - and with each other. A long-time goal for Shih, she recalls receiving an issue of BusinessWeek when she was 18 that impressed upon her how magical things can happen in Silicon Valley. Josh Reeves, founder of unwrap inc., adds that a start-up is the best place to learn many aspects of running a business.

Garrity, Steve, Reasons to Start a Company, Part 2 2010-02-13 2391

Reasons to Start a Company, Part 2

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Kimber Lockhart, cofounder of Increo Solutions, Inc. with Jeff Seibert, believes that starting her company was part of the general process of solving a business problem. Jeff Seibert says that it was all about building the right product in an environment that allows him to do a vast variety of tasks. Tristan Harris, founder of Apture, admits he didn't necessarily want to start a company nor build a product. What he really was interested in was how to solve the problem of creating a rich news environment on the Web.

Garrity, Steve, To Raise Money or Not, Part 1 2010-02-14 2392

To Raise Money or Not, Part 1

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To bootstrap means to use revenue or personal savings to run your operations, explains Josh Reeves, founder of unwrapped inc. Rather than seeking out venture capital, Reeves explains why bootstrapping his own venture allowed him to tinker with his company's product and vision without worrying about the reactions of outside investors. Hearsay Labs Co-Founders Clara Shih and Steve Garrity agree, saying they only sought venture capital to push their company to the next level in product development and to satisfy their customers' needs.

Garrity, Steve, To Raise Money or Not, Part 2 2010-02-15 2393

To Raise Money or Not, Part 2

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A VC firm would provide a bit more name recognition," says Jeff Seibert, founder of Increo Solutions, Inc. Just out of college, he believes it provided him and his partner Kimber Lockhart with a lot more credibility to the companies they wanted to sell their product. Tristan Harris, founder of Apture, relates how they first earned angel capital, then used the name recognition to gain their first customers, which then led to the company's series A round of funding.

Garrity, Steve, Pros and Cons of Being a Young Entrepreneur 2010-02-16 2394

Pros and Cons of Being a Young Entrepreneur

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What are the biggest obstacles and assets for young entrepreneurs? Unwrapped, inc. founder Josh Reeves answers that the biggest obstacle it not knowing how to manage all the priorities. Clara Shih, founder of Hearsay Labs, believes that being a young entrepreneur has its advantages because you can highlight your ability to solve problems from a fresh perspective. Steve Garrity, of Hearsay Labs, says that youth allows you to ask lots of seemingly naive questions. Plus, Increo Solutions, Inc. founder Kimber Lockhart adds that starting a business is challenging for everyone, not just young entrepreneurs. Don't assume that older, first time entrepreneurs have all the answers.

Garrity, Steve, Technical Degree Versus a Business Degree 2010-02-17 2395

Technical Degree Versus a Business Degree

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Having an engineering degree, says Jeff Seibert, founder of Increo Solutions, Inc., allows you to prototype your own idea. "You don't have to choose" between an engineering degree and an economics one, quips Clara Shih, founder of Hearsay Labs. Having a nontechnical degree allows you to better explain complex technical issues in everyday language, she says. Though, while you do need to meet business needs, her partner Steven Garrity says that engineers are in demand and hard to hire.

Garrity, Steve, How to Find Customers 2010-02-18 2396

How to Find Customers

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Target your customer and their needs, says Tristan Harris, founder of Apture. His company recently hired a community manager to target ideal bloggers to beta test their products. Jeff Seibert, founder of Increo Solutions, Inc., agrees that you need to build a specific customer profile then find out where they hangout online. Summing it up, the underlying philosophy in getting customers, explains Josh Reeves, founder of unwrapped, inc., is to be scrappy, opportunistic and have a strategy in getting that customer. When you're at a coffee shop, bring up your company. "You never know where that conversation will lead."

Sinha, Rashmi, Business Model for a Media Company 2010-02-17 2397

Business Model for a Media Company

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A media company on the Internet requires a lot of traffic to make it worth the time to make large-scale brand advertising happen, explains SlideShare CTO Jonathan Boutelle. His cofounder Rashmi Sinha said it's important for a Web site to make clear to their users how they intend to generate revenue and whether it's going to be through ads. Even when the site first launched, she continued, they have always had advertising. Sinha describes it as making a pact early on with their users that SlideShare will be an ad-driven service that they can use for free.

Sinha, Rashmi, Seeking Inverstors 2010-02-17 2398

Seeking Inverstors

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To reach the point of seeking out venture capital, Rashmi Sinha, cofounder of SlideShare, explains that the company developed in stages: SlideShare got to the point where it could no longer just grow organically and needed outside funding. "Your first investor [is] possibly your lawyer," interjects Jonathan Boutelle, Sinha's cofounder at SlideShare. He describes the process of an outside entrepreneur trying to navigate the world of Silicon Valley like peeling through the layers of an onion: first, there are the lawyers and advisers; then angel investors; and in the center, venture capitalists.

Sinha, Rashmi, What Have I Learned as a CEO 2010-02-17 2399

What Have I Learned as a CEO

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The list of what I don't know is much larger than what I do know, surmises SlideShare CEO Rashmi Sinha. But the only thing she does know, she continues, is how to learn, figure out the situation she is facing and get better at handling it. Pressed deeper by the moderator, she emphasizes how important it is to ask questions and have good advisers. Good advisers "are able to spot the signals and see the patterns," she says, adding that a good adviser sees what stage your company is in just by hearing about the issues you're seeing. "It gets down to the whole Silicon Valley magic again," summarizes Jonathan Boutelle, cofounder of SlideShare - this is a community full of experienced entrepreneurs from whom you can ask for advice.

Sinha, Rashmi, Strategy Versus Execution, Part 1 2010-02-17 2400

Strategy Versus Execution, Part 1

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Is SlideShare about strategy or execution? "It's about both," answers Rashmi Sinha, cofounder of the presentation-sharing Web site. It surprises her how important execution is to the process. In Silicon Valley, she explains, there are a lot of smart people with good ideas who aren't persistent enough to make their vision come alive. CTO Jonathan Boutelle chimes in that one of the biggest engineering challenges to execute was the raw scaling of the site to handle nearly 25 million monthly visitors. Returning to the original question, he adds that good execution should drive strategy.

Sinha, Rashmi, Strategy Versus Execution, Part 2 2010-02-17 2401

Strategy Versus Execution, Part 2

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Execution-wise, SlideShare founder Rashmi Sinha believes that one of the most difficult tasks is getting people to stay focused on the problem. "It's exciting to build new features, but harder to make it work day in and day out." To do this, she explains that we identify the most important aspects of critical products on a daily basis, constantly reassessing the various frequencies and metrics of the site and business. Jonathan Boutelle stresses the importance of making these numbers easily understood and accessible for each employee of the company.

Sinha, Rashmi, Entrepreneurial Advice 2010-02-17 2402

Entrepreneurial Advice

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Getting into entrepreneurship isn't a jump, asserts SlideShare CTO Jonathan Boutelle, it's a pivot, and more often than not, a series of pivots. He adds that if the first thing you do isn't your dream product or service but it gets money from customers, you're already headed in the right direction as an entrepreneur. And what motivates an entrepreneur? His cofounder Rashmi Sinha says that for herself, it's the ability to be independent and to always be facing a new challenge.

Case, Stephen McConnell, The Three P's 2010-02-24 2403

The Three P's

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Innovation, risk-taking and entrepreneurship are critical to getting the economy back on track, pronounces Case, Steve, former CEO and chairman of AOL. While the government is doing what it can, it requires the private sector - and entrepreneurs - to take risks to help keep the American economy robust. For success in entrepreneurship, Case believes it requires the three P's: people, passion and perseverance.

Case, Stephen McConnell, How Did the AOL-Time Warner Merger Go Wrong? 2010-02-24 2404

How Did the AOL-Time Warner Merger Go Wrong?

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How did the AOL-Time Warner merger become the worst merger in history? Case, Steve, former CEO and chairman of America Online, says that while the dot.com bubble bursting may have added to demise of the venture, he believes that the core reason goes back to the three P's: there was a culture clash between the two companies; the passion that pushed AOL forward diminished; and people wanted a quick fix to profit loss and didn't persevere.

Case, Stephen McConnell, Built to Flip Versus Built to Last 2010-02-24 2405

Built to Flip Versus Built to Last

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Looking back on his first 20 years with AOL, Case, Steve reflects that he really thrived on the innovation of his first startup. His next project, Revolution, invests in people and ideas that change the world, which is the same mission of his philanthropic organization, the Case Foundation. Too many entrepreneurs, he believes, have a "built-to-flip mentality, as opposed to a built-to-last, built-to-change-the-world mentality." He says that the Internet has become a lot like the entertainment industry: it's easy to produce a movie but hard to build and sustain an audience.

Case, Stephen McConnell, Golden Era of Entrepreneurship 2010-02-24 2406

Golden Era of Entrepreneurship

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Case, Steve sums up his career as an entrepreneur: the creation of AOL, the failed merger, the resurgence with Revolution. Entrepreneurship fuels the economy with the risk-taking attitudes on business and innovation that can change the world. He adds that the recession may open the door for what may be the "golden era of entrepreneurship": the big companies are being defensive and leaving an opportunity for a bold entrepreneur to swing for the fences. With his own company Revolution, he keeps an eye out for the next great idea fueled by the passion and perseverance of the right people.

Case, Stephen McConnell, The Role of Luck 2010-02-24 2407

The Role of Luck

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Luck plays a factor, asserts Case, Steve, CEO of Revolution, but it goes back to one of the truisms: If you're working really hard and showing up a lot, you tend to be luckier. He believes luck is a result of a planning and being at the right place at the right time. But it's also about being aware and recognizing the patterns.

Case, Stephen McConnell, Make It Happen 2010-02-24 2408

Make It Happen

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Luck is important, but perseverance really does matter. Case, Steve, former CEO and chairman of AOL, explains that in the 1990s, AOL seemed like an overnight sensation, coming out of nowhere. "We were a 10-year-in-the-making overnight sensation," he quips. There were a lot of ups and downs before AOL became one of the hottest companies in the country, he says. His own experience really emphasizes a crucial point: if you really believe in the idea, figure out a way to stay in the game.

Sumner, Polly, Entrepreneurship in Large and Small Companies 2010-03-03 2409

Entrepreneurship in Large and Small Companies

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Salesforce.com's Polly Sumner believes that many people define entrepreneurship as starting your own business. She argues that there is a lot of entrepreneurism that occurs in larger companies. Not only confined to the area of product development, she points out that innovation can occur in any area, such as marketing or finance.

Sumner, Polly, No Idea Is a Dumb Idea 2010-03-03 2410

No Idea Is a Dumb Idea

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Polly Sumner, chief adoption officer at salesforce.com, observes that entrepreneurship thrives in companies where people believe "no idea is a dumb idea." It's something important to her, and she advises anyone interviewing for a job to check out whether the company is interested in new ideas. "I never interview a person... without asking," she says, "?What's an idea you've had that you think could work here?'" If you look at entrepreneurs who receive venture capital money, she believes that you'll see people who are not afraid of taking a risk on an idea.

Sumner, Polly, Learning from Failure 2010-03-03 2411

Learning from Failure

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For Polly Sumner, recovering from failure is a lesson that you first learn as a child. She says that playing sports as an adolescent stresses the important fact that when you lose a game, you need to get back and play harder. "When you fail the first time and win the second time, the win is much sweeter," says Sumner.

Sumner, Polly, Magic in Simplicity 2010-03-03 2412

Magic in Simplicity

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There's magic in simplicity, asserts Poly Sumner, chief adoption officer at salesforce.com. When you make things simple, she says people will use them. "Look at the iPhone," she says, pointing out the relationship between innovation and simplicity in the tech industry. Accenture's Liz Tinkham adds that this simplicity becomes even more important when writing a solid business proposal. The idea needs to be communicated concisely to have any success, she says.

Sumner, Polly, The Mistake Made by Most Start-ups 2010-03-03 2413

The Mistake Made by Most Start-ups

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The problem most startups have when they take their product or service to the big companies? "The big companies can't figure out how to make it mundane enough to interoperate with all of the complexity they have," answers Liz Tinkham, a global manager at Accenture. She says that a start-up may have the best piece of new technology ever, but if it doesn't work easily with other technology, it's just too hard to get larger companies to adopt the service or product.

Sumner, Polly, Biggest Challenge of a CEO of a Start-up 2010-03-03 2414

Biggest Challenge of a CEO of a Start-up

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The size difference between a large company and a startup didn't faze her, says salesforce.com?s Polly Sumner, the biggest challenge as a CEO of a start-up was learning how lead all departments of a company (i.e., marketing, product development) towards a single target. To do so, she believes it first requires a period of self-assessment for the CEO to realize how through what type of lens they use to examine problems. Once they understand their "DNA make-up," they can build a team that complements their skill sets and broadens their vision. "In entrepreneurialism, you need to remember to keep your lens wider," Sumner stresses.

Komisar, Randy, 1954-, Getting to Plan B (Entire Talk) 2010-04-07 2415

Getting to Plan B (Entire Talk)

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While Plan A may begin the backbone on which an entrepreneurial idea is hinged, succinct data gathering and constant market evaluation more often lead to profit with the next idea in line. The tech sector breeds innovation, says KPCB partner and frequent speaker Komisar, Randy, and to do so it is required to accept the numerous fits and starts of the start-up.

Komisar, Randy, 1954-, Are Business Plans a Work of Fiction? 2010-04-07 2416

Are Business Plans a Work of Fiction?

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Can one truly develop a business plan before having a product or a customer in-hand? Not very successfully, contends KPCB partner Komisar, Randy. In this clip, Komisar discusses the premise for his book, "Getting to Plan B", in which he points out how often the theory of a start-up succumbs to its execution. Komisar goes on to point out that thinking of Plan B as part of the process can change the way we think about constructing and managing the start-up.

Komisar, Randy, 1954-, The Benefits of Mapping Plan A 2010-04-07 2417

The Benefits of Mapping Plan A

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Though Komisar, Randy, KPCB partner and seasoned entrepreneur, proposes that most successful ventures do not find success in their initial business idea, he still maintains there is value in constructing a thoughtful initial plan. Any "Plan A" must flesh out your business' assumptions, challenges, and risk mitigation. Those critical first thoughts on paper help the entrepreneur to create a language with which to discuss their strategy and move forward.

Komisar, Randy, 1954-, Analogs and Antilogs: Nothing is "Revolutionary" 2010-04-07 2418

Analogs and Antilogs: Nothing is "Revolutionary"

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Because they can make the dog jump, [entrepreneurs] somehow assume that everyone wants a jumping dog, says KPCB partner Komisar, Randy. His point? Too often, start-ups launch a solution without thinking through the problem that it solves. Without necessitating spending a nickel, an entrepreneur's first step should be plotting how the market has evolved to allow for a next-step product or service. As an example, he cites Apple's launch of the iPod on the backs of the Sony Walkman and Napster. Nothing is unique or truly inventive, says Komisar. The trick is finding the worn path that will allow your venture to dig in its heels.

Komisar, Randy, 1954-, Identifying Leaps of Faith 2010-04-07 2419

Identifying Leaps of Faith

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Don't avoid taking a leap of faith, says partner at KPCB Komisar, Randy, but be certain to correctly define it. What's key in successfully making the jump is that it prioritizes three questions you're forced to answer, providing extreme market and product focus. The result will either flatten your idea or make your business soar.

Komisar, Randy, 1954-, Investment Arenas of 2010 2010-04-07 2420

Investment Arenas of 2010

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Komisar, Randy, a partner with VC firm KPCB, opines on the most recent trends for investment as of Spring of 2010. He points out that the consumer internet is a difficult business to gauge, and gives that sector a yellow light. However, he gives a green light to green and sustainable ventures, noting that they have the potential to build a tremendous asset in legacy businesses. Komisar is also a fan of substantial and "unsexy" tools for consumers, such as patents and home equity protection applications, as they, too, are a large growth area currently attractive to the VC set.

Komisar, Randy, 1954-, A Day in the Life of Komisar, Randy 2010-04-07 2421

A Day in the Life of Komisar, Randy

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A specialist in early-stage ventures, Komisar, Randy of KPCB describes a typical work day for himself, and offers insight into they type of contact he likes to keep with his vested interests. Of the ten CEO's he works with in a cycle, a usual day will start by touching base with three or four of them. He spends some time reviewing new potential projects; checking references, etc. And he notes that he spends a tremendous amount of time reading up on various market sectors and verticals.

Komisar, Randy, 1954-, The Valley Absorbs Failure 2010-04-07 2422

The Valley Absorbs Failure

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Innovation is not a monopoly of Silicon Valley, says venture capitalist Komisar, Randy. But entrepreneurship as a profession, he notes, is practiced best on KPCB's home turf. Here, failure isn't personal, and it is tolerated for approximately 70 percent of the businesses that launch here. The Valley offers a unique understanding that Plan A is often flawed and that failure is a necessity for true innovation, and thus it offers the space for smart and inventive people to reassess and move on to the next venture. This key difference that has evolved over the past 70 years, says Komisar, is what has made Silicon Valley thrive.

Komisar, Randy, 1954-, A Customer's Unknown Delight 2010-04-07 2423

A Customer's Unknown Delight

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In conversation with Stanford's Seelig, Tina, KPCB's Komisar, Randy points out that while customer feedback is a good idea, it should not be the de facto driver for products and solutions. Too often, consumers miss the mark on inventions (such as ATM's and mobile phones) because they can't conceive that they would ever need them. The smart entrepreneur, says Komisar, asks questions to determine if there is a market need, rather than testing a first-to-market product itself.

Komisar, Randy, 1954-, Beyond the Social Web 2010-04-07 2424

Beyond the Social Web

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The early days of the Web were focused around email and one-on-one communication. The Web then evolved into a valuable resource for information. Later, it became a media hub, and today it runs on social networking powered by people. In this thoughtful clip, KPCB's Komisar, Randy ponders not only the evolution of Internet content and the types of businesses that it spurs, but questions the Web's next great phase. In his crystal ball, tools that help users make sense of the myriad content available - and tools that help alleviate our need to pay attention - will be the next almighty miracle of digital life.

Brown, John Seely, Collaborative Innovation and a Pull Economy (Entire Talk) 2010-04-14 2425

Collaborative Innovation and a Pull Economy (Entire Talk)

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What can extreme surfing and World of Warcraft teach the enterprise? Independent Co-Chairman of the Deloitte Center for the Edge and former Xerox PARC Chief Scientist Brown, John Seely holds them as examples of the power of frequent benchmarking and full industry info-share. He also uses them to show how the core ecosystem can be made stronger by sharing knowledge gathered from learning on the edge. In addition, Seely Brown touches upon his theory of a monumental economic shift from a push to a pull economy as outlaid in his 2010 book, The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion.

Brown, John Seely, The Old Institutions are Broken 2010-04-14 2426

The Old Institutions are Broken

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Over the last 65 years, returns on assets have decreased about 75 percent; indicative, says Deloitte Center for the Edge Independent Co-Chairman Brown, John Seely, that the old guard of doing business is no longer viable. Whereas companies used to be guaranteed longevity if they made it into the S&P 500, nowadays many survive there only five or ten years. The 21st century is qualitatively different, says Seely Brown, with new technological institutional mechanisms forcing new business practices.

Brown, John Seely, Material Science Start-ups in the Modern Age 2010-04-14 2427

Material Science Start-ups in the Modern Age

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With just ten people and as little as $50,000, new garage-based enterprises that used to require hefty start-up costs and infrastructure can grow larger and more productive with fewer resources than ever before, says Deloitte Center for the Edge Independent Co-Chairman Brown, John Seely. Entrepreneurs in the 21st century need to think about taking advantage of advanced tools like cloud computing and social media to progress at a pace - and with such lean, muscular resources - previously unimaginable.

Brown, John Seely, The Business School of Extreme Aerial Surfing 2010-04-14 2428

The Business School of Extreme Aerial Surfing

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Entrepreneurship isn't just a sport; it's extreme. Brown, John Seely, Deloitte Center for the Edge's Independent Co-Chairman, paid attention when suddenly five of the globe's top aerial surfers originated from the same place. Why the sudden regional success? Though fierce competitors, they all knew one another and collectively benchmarked from other surfers. They recorded and studied one another's achievements and flaws, and appropriated ideas from adjacent verticals, such as skateboarding, mountain biking, etc. Collectively, they improved their personal performance, and simultaneously built up the ecosystem en masse. Seely Brown points out these passion-fueled tactics and suggests that entrepreneurs use this model to expand their personal performance and build success to benefit their business community.

Brown, John Seely, Shaping Serendipity 2010-04-14 2429

Shaping Serendipity

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Success is based on more than just luck. By choosing the right kind of environment and cultivating the practices that will help find new ideas, one can take inspiration from unlikely sources. Furthermore, deep listening with reciprocity - meaning not only digging for good ideas from others, but offering them back in return - is a valuable skill to nurture. Brown, John Seely, Independent Co-Chairman of Deloitte Center for the Edge, believes that this is the way that powerful and valuable relationships are built.

Brown, John Seely, Exposing More "Surfaces" 2010-04-14 2430

Exposing More "Surfaces"

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By appropriating knowledge and thinkers from a broader scope of learning - i.e. exposing more "surfaces" - Brown, John Seely, Independent Co-Chairman from the Deloitte Center for the Edge, states that knowledge from outside a field of expertise can be banked and extremely valuable to stirring up innovation in one's own sector. He cites an example of one man who travels to a far-flung conference every year simply to strategize and learn to think outside his comfort zone. Taking an interest in energy (a field outside his own), he created programs and legislation that yielded effective results.

Brown, John Seely, Pulling the Core to the Edge 2010-04-14 2431

Pulling the Core to the Edge

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Rather than trickling new innovations from the edge to the core, is it possible, rather, for the edge to dominate? The creative thinking of Brown, John Seely, Deloitte Center for the Edge Independent Co-Chairman and former Chief Scientist of Xerox PARC, seeks to bring this flavor of creative thinking to the corporate world. He cites, as example, conservative business software solutions company SAP, and its internal transformation through a thriving social development network.

Brown, John Seely, The Knowledge Economy of World of Warcraft 2010-04-14 2432

The Knowledge Economy of World of Warcraft

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Within the guilds of this popular computer game, real innovation is taking place. Thousands of new ideas happen daily through crowdsourcing. In addition, all performance is measured and critiqued, both as a group and individually. Guilds also work collaboratively on larger projects, allowing for radical, exponential learning and results. Deloitte Center for the Edge's Brown, John Seely encourages business thinkers to use the practices of the game as a strategic model for building better innovation.

Perea, Carlos, The Ebb and Flow of Clean Tech and Entrepreneurs (Entire Talk) 2010-04-21 2433

The Ebb and Flow of Clean Tech and Entrepreneurs (Entire Talk)

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Twenty percent of the world's population do not have access to clean drinking water, says Miox CEO Perea, Carlos. What's an entrepreneur to do? Ideally, find a way to clean and reuse the global water supply that's, "twice as good at half the cost" of conventional chlorine decontamination. In this lecture, Perea demonstrates his company's abilities and explains the benefits and challenges of being an entrepreneur in clean technology.

Blank, Steven G., Nature vs. Nurture in Entrepreneurship 2010-04-21 2434

Nature vs. Nurture in Entrepreneurship

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Can entrepreneurs be made? This question is incredibly important for aspiring entrepreneurs, investors, and educational organizations like BASES. For some, the answer is straightforward; if you inherently possess a certain set of qualities, then, at the very least, you have the potential to become a successful entrepreneur. Otherwise, you're out of luck. For others, there is a relatively distinct manner in which entrepreneurs can be developed, through both intentional circumstances and otherwise, such as family background and education.

Perea, Carlos, Creating True Value Proposition in Clean Tech 2010-04-21 2435

Creating True Value Proposition in Clean Tech

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Improved safety and water quality aren't the only results of displacing chlorine as a water purifier. Perea, Carlos, Miox CEO, points out that saving money is the main reason that his private and municipal customers utilize his company's water treatment capabilities. He states that Miox's focus is always on driving costs down, because without this edge - no matter how honorable a clean tech innovation - a disruptive technology cannot ever achieve real market dominance. If an innovation in power or natural resources isn't going to be subsidized or regulated, it still must abide by the structure of the free market, and its relative cost is imperative for its success.

Perea, Carlos, The Benefits of Working in Clean Tech 2010-04-21 2436

The Benefits of Working in Clean Tech

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A small impact with a broad reach, or a pressing impact on a select few? Only the former offers the capability to solve big problems and make a lasting impression, says CEO of Miox Perea, Carlos, and the field of clean tech is extremely attractive because of it. Entrepreneurs working to solve problems in power and water have the capability to be truly effectual on a massive scale - and thus the payback on this investment has the potential to be enormous.

Perea, Carlos, Attracting a Motivated Team 2010-04-21 2437

Attracting a Motivated Team

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Miox CEO Perea, Carlos was able to lure top talent to his venture by allowing the product to sell itself. He shares an anecdote about how his employee learned first-hand the power and impact of clean drinking water while on a trip to Honduras, and how this urged him to leave his career in solar power to help further Miox's goals. This desire to push helpful technologies forward can be a potent carrot and stick, Perea points out, and one that can't be ignored when trying to build a clean tech team.

Perea, Carlos, Don't Lose Faith in Your Start-up 2010-04-21 2438

Don't Lose Faith in Your Start-up

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Frazzled feelings and brick walls are frequently part of the trying path to start-up success. In this inspiring clip from Miox CEO Perea, Carlos, he shares in that frustration, and also shares an anecdote that rekindles his company's opportunity to save lives and improve living conditions worldwide. Perea urges other entrepreneurs to find this kind of satisfaction - even at difficult moments.

Perea, Carlos, Venture Capital's Improved Navigation of Clean Tech 2010-04-21 2439

Venture Capital's Improved Navigation of Clean Tech

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Emerging technologies in the field of energy have the potential for tremendous pay out. But the flip side of that equation also means that some ventures require substantial investment to launch. Miox CEO Perea, Carlos offers an interesting industry perspective on the state of venture funding in clean technologies. In this clip, he comments on VC's current savvy in sharing investment risk with other companies and government agencies. He also notes the investment community's improved intelligence navigating through government regulation, as well as other learned strategies.

Conrad, Tom, A Pandora's Box of Start-up Expertise (Entire Talk) 2010-04-28 2440

A Pandora's Box of Start-up Expertise (Entire Talk)

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After nearly two decades in the trenches of Pets.com, Apple Computer, and the You Don't Know Jack game series at Berkeley Systems, Conrad, Tom (Pandora CTO) shares his acquired wisdom on succeeding in the consumer internet space. He discusses agility, crisp decision making, and focus, and peppers his lessons with numerous entertaining anecdotes of dot-com days and corporate progress.

Conrad, Tom, The Second Time's the Charm 2010-04-28 2441

The Second Time's the Charm

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After initially turning down the opportunity to work for Pandora (formerly called Savage Beast), Conrad, Tom, CTO, shares an anecdote about how following his passion led to tremendous personal and professional success. Though he eventually accepted the job with reservations, six weeks later it became the exact position he had dreamed of. To his surprise, the objective for the company had changed, providing the environment he'd hoped for to drive the direction of this popular consumer music product.

Conrad, Tom, Look for Opportunities to "Go Deep" 2010-04-28 2442

Look for Opportunities to "Go Deep"

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Miles wide and a quarter-of-an-inch deep, recalls Conrad, Tom, Pandora CTO, of the work experience that he had while working at Apple. Employees were expected to dabble in all areas, from engineering to product design. Conrad contrasts this with his experience at Berkeley Systems, where he had the opportunity to deepen his expertise in a single field. He found that this latter opportunity to focus and excel has served him better than being a corporate Renaissance man.

Conrad, Tom, Strive to Remain Agile 2010-04-28 2443

Strive to Remain Agile

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Despite the company's growing size, Pandora CTO Conrad, Tom states that his company resists the urge to make any long-term plans. In fact, they never plan an operating schedule more than three months in advance. Though this practice makes some operations more difficult, the flexibility allows the upstart enterprise to remain nimble and responsive; traits, Conrad states, every start-up should try to maintain as long as possible for maximum market advantage.

Conrad, Tom, The Advantage of Not Marketing 2010-04-28 2444

The Advantage of Not Marketing

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Pandora CTO Conrad, Tom invites start-ups to "be genuine". Rather than investing in marketing, Pandora simply asks its users to a coffee. In lieu of a form letter, new users - all 50,000 of them daily - receive an automated email with the founder's true email address, and their feedback is requested. This personal touch, rather than mass PR blitzes and glitzy launch parties, says Conrad, has been instrumental in the company's word-of-mouth growth.

Conrad, Tom, Success is Not About You 2010-04-28 2445

Success is Not About You

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Being humble isn't merely a kind gesture; it's the only way to still respect yourself in the midst of a trying start-up experience. Pandora CTO Conrad, Tom urges entrepreneurs to resist the cult of personality that can permeate a company, and instead revel in the combined success of your team and your customer base.

Conrad, Tom, Dwarfed by Metrics 2010-04-28 2446

Dwarfed by Metrics

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With over 50 million listeners, Pandora is easily one of the most popular online music vehicles. But as compared to the entire mass radio spectrum, Pandora remains a mere blip on the airwaves. CTO Conrad, Tom states that a key strategy in remaining focused comes from the metrics enterprises choose to surround themselves with. He suggests that start-ups find the numbers and the facts that make them feel small as a tactic to keep them steadily growing.

Lambert, Lisa, Investing for Market Strategy and Capital (Entire Talk) 2010-05-05 2447

Investing for Market Strategy and Capital (Entire Talk)

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Lambert, Lisa, Vice President at Intel Capital, speaks at length on the experience of working for a mammoth, corporate-backed strategic venture capital firm. She unpacks the challenges of the post-recession VC world, and speaks at length about the industry at large. In addition, Lambert discusses critical issues of work/life balance and the conundrum of personal choices faced when climbing the corporate ladder.

Lambert, Lisa, The Difference of Strategic Investment 2010-05-05 2448

The Difference of Strategic Investment

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How does strategic corporate investment differ from typical venture capital investment? And how does this affect the types of deals transacted? Lambert, Lisa, Vice President of Intel Capital, offers examples of the structural differences typical of Intel's investing arm, including larger dollars to create a broader impact. In addition, Intel Capital deals are often accompanied by a prefabricated business agreement to seal the deal.

Lambert, Lisa, Returns and Liquidity 2010-05-05 2449

Returns and Liquidity

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Intel Capital VP Lambert, Lisa discusses a sea change in the investment community as of Spring, 2010. While VC's were formerly more attracted to solely investing in start-ups, she states that her firm has grown more stage-agnostic. Quick returns more often hinge on later-stage enterprises than on business concepts fresh out of the gate. In addition, she reports that Intel Capital has very few plans for acquisition of these firms, estimating that the company takes over less than one percent of those they financially back.

Lambert, Lisa, Investment Syndicate Partners 2010-05-05 2450

Investment Syndicate Partners

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Why take on financial risk alone? Intel Capital, says Vice President Lambert, Lisa, most often invests in combination with their network of about two dozen other investment entities. While they have a number of deals that they've embarked upon independently, overall the company prefers to work in syndication with these other top-tier houses - and the partnership reaps rewards for all. Her firm benefits by a deeper purse of dollars to bring to market, and the other venture capital firms share in the access that comes from Intel's broad reach of over one hundred investors in 47 countries.

Lambert, Lisa, Corporate-Backed "Smart" Money 2010-05-05 2451

Corporate-Backed "Smart" Money

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Lambert, Lisa, Intel Capital's Vice President, points out that despite what other independently-run VC firms say, their corporate investing arm can offer the companies in their investment portfolio a lot more than just dollars. Good VC's also open up their circle of contacts and offer useful advice along the path. In this clip, Lambert speaks at length about the matchmaking conferences that Intel organizes for its clientele, its global reach of resources, and the numerous other value-added services and networking opportunities that they offer beyond just a check.

Lambert, Lisa, The Minutia of Negotiations 2010-05-05 2452

The Minutia of Negotiations

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How much control do you want over the company? What are the finer points of sales and acquisition? What kind of power must a portfolio company give up to accept VC dollars? Intel Capital Vice President Lambert, Lisa discusses how some of these negotiations take place between her investment firm and the emerging companies they fund. Lambert also points out some of the differences in negotiating with a first-time entrepreneur versus a seasoned player - often with surprising results.

Lambert, Lisa, Failure in Work-Life Balance 2010-05-05 2453

Failure in Work-Life Balance

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Failure is as much about success as success is, says Lambert, Lisa, vice president at Intel Capital. "In fact, it's probably a more important part." Lambert reflects on aspects of her career she wishes she could revisit, including work-life balance. Get practiced in the act of saying no, she advises, and accept that your time and money, and other resources only occur in limited quantities.

Lambert, Lisa, The Excitement of Working in Venture Capital 2010-05-05 2454

The Excitement of Working in Venture Capital

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If you're thinking of a career in the VC realm, listen to Intel Capital's Vice President Lambert, Lisa speak with passion about the dynamics of the job. She is enthusiastic about the diversity and education that the job requires, and she tremendously enjoys shopping with the company's $16 billion checkbook. She highly recommends this career path for those who like frequent change, broad networking, and breaking new conceptual ground.

Lambert, Lisa, The State of Venture Capital 2010-05-05 2455

The State of Venture Capital

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The VC industry is suffering from a severe lack of liquidity, says Intel Capital's Vice President Lambert, Lisa. Lambert offers her analysis on the current shape of the investment community - and finds much room for improvement. As an asset class, she anticipates a lot of consolidation in the industry as a whole; offering growing pains at the moment, but providing a healthier market overall.

Lambert, Lisa, A Woman's Work/Life Balance 2010-05-05 2456

A Woman's Work/Life Balance

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Reflecting back on her driven career success, Intel Capital VP Lambert, Lisa speaks of her abundant dedication to her work, and how that functions within her current desire to have a family. Her advice to college grads, particularly young women, is not to let their career drive overshadow the other aspects of their life, but instead to acknowledge and prioritize what's most important. Lambert suggests planting the seeds of family preparation early on in one's career, else, "You're vice-president of the company, and there's not a lot of options for you."

Andreessen, Marc, A Panorama of Venture Capital and Beyond (Entire Talk) 2010-05-13 2457

A Panorama of Venture Capital and Beyond (Entire Talk)

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Serial entrepreneur Andreessen, Marc offers the Stanford audience a rare opportunity to pose open questions. Topics addressed include everything from the state of VC and the stock market, to Facebook's market dominance, to the rebirth of consumer electronics. In addition, Andreessen offers ground rules for the start-up, including tips on attracting top talent.

Andreessen, Marc, Who Makes the Best VC? 2010-05-13 2458

Who Makes the Best VC?

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Is an operations background a mandatory prerequisite for running a start-up? Not necessarily, but it helps, says serial entrepreneur Andreessen, Marc. While nearly anyone with any experience can manage a successful enterprise, it helps to have had hands-on experience in the event of layoffs, restructuring, and the like.

Andreessen, Marc, Three Necessities for Start-up Success 2010-05-13 2459

Three Necessities for Start-up Success

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Seasoned serial entrepreneur Andreessen, Marc shares his three criteria for a successful start-up. He states that there must be a substantial market opportunity, a product that's a 10x better solution, and an outstanding team. Andreessen goes on to state that there can be some compromise in the product area, but that the other two legs of a burgeoning business must stand firm.

Andreessen, Marc, The Product/Company Interplay 2010-05-13 2460

The Product/Company Interplay

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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

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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

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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"

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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

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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

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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

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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)

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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)

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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

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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

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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

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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

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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

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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

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Time is money, says the old adage. And here, Senior Advisor for Innovation in the Office of Secretary of State Hillary Clinton Ross, Alec advises would-be entrepreneurs to manage and allocate their schedule as carefully and as thoughtfully as they manage and allocate their dollars. After struggling with this life lesson for eight years, and reflecting on his personal calendar's hefty wasted time, he suggest being exceedingly ruthless about the resources of hours and days.

Ross, Alec, Hire True Believers 2010-05-26 2475

Hire True Believers

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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

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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

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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)

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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

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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

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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

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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

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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

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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

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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

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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)

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Chatterjee, Amit, founder and CEO of Hara, the growing energy management solutions company, shares the wisdom of his entrepreneurial experience. He covers an array of topics vital to launching and running a successful enterprise, including the importance of product innovation, new market development, thriving in a competitive landscape, and the critical importance of building a brilliant team.

Chatterjee, Amit, The Pains of Going Public 2010-09-29 2496

The Pains of Going Public

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Don't assume that building the company and financially engineering the company are the same thing, says Hara CEO and Founder Chatterjee, Amit. Chatterjee reminds aspiring entrepreneurs that simply because you're ready to go public is no guarantee that you'll be successful in the public market.

Chatterjee, Amit, The Value of Putting on a Suit 2010-09-29 2497

The Value of Putting on a Suit

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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

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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

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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

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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

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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?

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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

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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

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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

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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?

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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)

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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

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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

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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

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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

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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

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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

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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

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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

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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)

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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

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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

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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

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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

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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

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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

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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

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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

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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

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Venture capitalist Suster, Mark believes being a lean startup is related to size and funding levels, rather than speed and product iteration. However, once a startup finds a strong product and market fit, they will need to get "fat" quickly, in order to compete with larger companies, particularly in "winner take most" markets.

Suster, Mark, Branding and Commitment 2010-10-14 2526

Branding and Commitment

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Serial entrepreneur Suster, Mark offers quick lessons in smart branding for startups: 1) Your company name should be your URL address, 2) Don't let your company name box you in, and 3) Be careful of using words in your name that mean something else. Suster also explains why you should have the commitment to see your startup through.

Suster, Mark, Relationships with Angels and Venture Capitalists 2010-10-14 2527

Relationships with Angels and Venture Capitalists

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Raising venture capital is worse than marriage, says investor and serial entrepreneur Suster, Mark, noting that you can at least get divorced when it comes to marriage. Suster expresses surprise that a startup team would be willing to accept a funding partnership, without taking the time to truly get to know the angel or VC. This business relationship is long, intimate, and permanent, so both parties should carefully choose their partners.

Suster, Mark, How to Access Investors 2010-10-14 2528

How to Access Investors

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Venture capitalist and entrepreneur Suster, Mark shares insights on how startups can connect with investors. He explains the best method is to access investors through other entrepreneurs. Suster speaks to the need for a startup to find their first anchor investor, whose presence can often cause additional funding sources to come forward.

Suster, Mark, Measuring a Venture Capitalist's Success 2010-10-14 2529

Measuring a Venture Capitalist's Success

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Which metrics indicate whether a venture capitalist is performing well? It's more than simple ROI. Venture capitalist Suster, Mark speaks of the three career phases to examine: 1) Building a pipeline of deals, 2) Nurturing your portfolio companies, and 3) Harvesting investments and obtaining exits. He states that success in venture capital takes about a decade to determine.

Prescott, Thomas, Leadership and Disruptive Technologies (Entire Talk) 2010-10-21 2530

Leadership and Disruptive Technologies (Entire Talk)

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Prescott, Thomas, CEO of medical device manufacturer Align Technology, discusses disruptive product innovation and leadership in the medical device industry. Prescott shares the company's story, including insights on the launch of their signature product, the Invisalign orthodontic system. He also discusses operational trends and the need for sound analysis of financing, product execution, and business development tactics.

Prescott, Thomas, Technology Benefits from Operations 2010-10-21 2531

Technology Benefits from Operations

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Despite being a self-professed failure as an entrepreneur, Prescott, Thomas, CEO of med-tech firm Align Technology, points out the value of having a solid operations person at a growing start-up. According to Prescott, first-to-market entrepreneurs face great challenges to capture market share, and an effective operator can help build healthy growth.

Prescott, Thomas, From Funding to Product Launch 2010-10-21 2532

From Funding to Product Launch

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Align Technology CEO Prescott, Thomas discusses the financing history of the company from its inception to initial product launch. Prescott points out a historical difference indicative of the roaring 1990's - namely, $280 million in financing before the company turned a profit. Today, virtual product models and increased pressure on profitability would make this heavy financial front-loading difficult to achieve.

Prescott, Thomas, Balancing the Founder/Operator Relationship 2010-10-21 2533

Balancing the Founder/Operator Relationship

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Maturity is the basis for a complimentary relationship between a new operations person and founders, says Align Technology CEO Prescott, Thomas. Both parties need to respect one another's strongest skills, assets, and objectives, and keep the health of the company as the overarching goal. Additionally, it's a good idea for both founder and operator to consider when they, too, will need to be replaced by those with better skills to achieve new levels of scale.

Prescott, Thomas, Marketing Medical Technologies 2010-10-21 2534

Marketing Medical Technologies

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When introducing a new medical device such as "invisible" orthodontics, it can be a struggle to bring the medical community on board. Align Technology CEO Prescott, Thomas discusses the necessity of clinical research documentation and sales and marketing materials targeting both patients and practitioners as essential tools for product push. Prescott points out introducing new devices is particularly challenging when the technology does not improve patient mortality.

Prescott, Thomas, Gaps of Opportunity in Technology 2010-10-21 2535

Gaps of Opportunity in Technology

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Where should entrepreneurs in the field of medical technology be casting their nets? Prescott, Thomas, the CEO of Align Technology with years of experience in med-tech operations, points toward cardiac health, cancer, pulmonary disease, and type-2 diabetes as lucrative problems for med-tech to solve. Prescott also discusses opportunities in informatics, genetic profiling, and the convergence between medical device engineering and medical professionals.

Prescott, Thomas, No Patience for Profitability 2010-10-21 2536

No Patience for Profitability

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Before you create a revolution via a business launch, have an idea of how you're going to build an enterprise and capture profit, says Prescott, Thomas, CEO of Align Technology. He quotes Clayton Christensen who advises entrepreneurs to, "Be patient for growth; don't be patient for profitability." Know from the onset how the company can be scaled and how it will be exited. Prescott says this is the difference between a company with longevity and one with simply an interesting product.

Prescott, Thomas, Everything Starts with the Right Team 2010-10-21 2537

Everything Starts with the Right Team

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Prescott, Thomas, CEO of Align Technology, used to believe a company was launched with a good idea and then a team was assembled to bring that idea to fruition. He now feels strongly that an "A" team must first be assembled, and then brilliance will roll out from their collaboration. Everything starts with having the right team around the table, and that team - including yourself - will always be evolving.

Prescott, Thomas, Love the Journey 2010-10-21 2538

Love the Journey

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If the journey on your career path is enjoyable, then you will emerge satisfied and successful, advises CEO Prescott, Thomas. However, if one works simply to secure stock options, wealth, or position - then the course needs severe correction.

Prescott, Thomas, Maintain a Healthy Paranoia 2010-10-21 2539

Maintain a Healthy Paranoia

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Align Technology CEO Prescott, Thomas urges entrepreneurs, particularly those operating as small fish amidst sharks, to keep asking themselves what someone else working in the field would have to do to out-innovate or out-perform your best efforts. Always know the answer to this question: "How can someone else satisfy your customer better?"

Miura-Ko, Ann, Funding Thunder Lizard Entrepreneurs [Entire Talk] 2010-10-27 2540

Funding Thunder Lizard Entrepreneurs [Entire Talk]

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Stanford Engineering lecturer and FLOODGATE partner Miura-Ko, Ann offers insight into the democratization of innovation in the Internet age, and its affect on investment cycles. Additionally, Miura-Ko speaks candidly about the need to test business models, her firm's desire to be an advocate for "thunder lizard" entrepreneurs, and the challenges of achieving true work/life balance.

Hsieh, Tony, Startup Growing Pains 2010-10-11 2541

Startup Growing Pains

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Zappos.com CEO Hsieh, Tony discusses his reasoning behind selling his company, LinkExchange, to Microsoft. Hsieh explains how working at a startup remained fun, based on hiring passionate friends. However, after reaching the 20-employee mark, startup growing pains made selling a good idea.

Hsieh, Tony, Culture is Priority One 2010-10-11 2542

Culture is Priority One

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CEO Hsieh, Tony shares why culture is priority number one at his company, Zappos.com. His secret is that by investing resources in the company's cultural commitment to customer service, the deeply satisfied customers then do the valuable word-of-mouth marketing.

Hsieh, Tony, Core Values of Culture 2010-10-11 2543

Core Values of Culture

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Hsieh, Tony, CEO of Zappos.com, reviews the company's core values of culture. Hsieh explains living by (and hiring for) these core values creates an authentic company culture within Zappos.com. These values took over a year to develop, and are revisited annually through the insights and reflections of all employees.

Hsieh, Tony, Chase the Vision 2010-10-11 2544

Chase the Vision

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Zappos.com CEO Hsieh, Tony frequently speaks at entrepreneurship events, where audience members often ask him what business opportunities will make them rich. Hsieh encourages entrepreneurs to chase their vision, rather than money. Entrepreneurs should choose something they would be happy doing for the next 10 years.

Hsieh, Tony, Frameworks of Happiness 2010-10-11 2545

Frameworks of Happiness

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Zappos.com CEO Hsieh, Tony is passionate about positive emotions and outcomes for employees, vendors, and customers. This interest led him to study the science of happiness. In this clip, Hsieh shares some of his key findings related to finding and delivering happiness.

Miura-Ko, Ann, The Internet is Under-Hyped 2010-10-27 2546

The Internet is Under-Hyped

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We talk about the Internet as a series of tools, says FLOODGATE Fund partner Miura-Ko, Ann, but we are too quick to dismiss its influence on history, and how our history will be written. Miura-Ko cites how the Internet democratizes our ability to innovate, and how these innovations will come to be seen as having impacts on the level of those made by the Ford Model T and the Gutenberg press.

Miura-Ko, Ann, The Collapsing Cost of Product Building 2010-10-27 2547

The Collapsing Cost of Product Building

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Price drops in mass market technology, open-source software, crowd-sourcing, and cloud computing have vastly reduced the costs necessary to build new products in the Internet age. In this clip, FLOODGATE Fund co-founding partner Miura-Ko, Ann points out how these elements have converged to create rapid prototyping flexibility, and a never-before-seen ease and ability to tailor new products to market.

Miura-Ko, Ann, Rapid Business Model Testing 2010-10-27 2548

Rapid Business Model Testing

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A successful startup does not flower solely from a great product or idea, says Miura-Ko, Ann, partner at FLOODGATE Fund. She argues that success stems from the ability to grow a business around that great idea. The venture ecosystem, a flush customer base, accessible distribution channels and manufacturing - all of these factors must converge into a business model that is both viable and scalable. Fortunately, the Internet allows companies to rapidly test business models, for example, through the use of social media leveraged with demand creation and flexible pricing structures.

Miura-Ko, Ann, Running Out of Iterations 2010-10-27 2549

Running Out of Iterations

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The lean startup operates with a business plan that can reshape until a successful business model develops. By quickly pivoting based on market feedback, a company can extend their runway without additional dilution from raising greater amounts of capital, according to FLOODGATE Fund partner Miura-Ko, Ann. She explains entrepreneurs can then make dollars last longer, which allows for an increase in possible product iterations. In today's business climate, Miura-Ko states, an entrepreneur never wants to run our of chances to iterate.

Miura-Ko, Ann, Investing in Thunder Lizards 2010-10-27 2550

Investing in Thunder Lizards

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In this colorful clip, FLOODGATE Fund co-founder Miura-Ko, Ann describes the ideal venture to invest in: one whose team and ambition closely resembles Godzilla. They are huge, hungry, and spawn from "radioactive", best-in-class technology DNA. These companies emerge on the scene with an attitude, and have the passion to devour a market at will.

Miura-Ko, Ann, Lean Does Not Mean "Small" 2010-10-27 2551

Lean Does Not Mean "Small"

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The amount of capital that you take in has nothing to do with the size of a company's ambitions, says Miura-Ko, Ann, co-founding partner at FLOODGATE. Historically, some of today's largest technology brands, such as Ebay, Microsoft, Apple, raised relatively low amounts of capital early on. Smart business models, data, and vision steer a company, regardless of its size, to scale sensibly and remain capital efficient.

Miura-Ko, Ann, Business Models Matter 2010-10-27 2552

Business Models Matter

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FLOODGATE Fund co-founding partner Miura-Ko, Ann believes it's the business model that matters most, rather than the business plan. A well-thought out business model that is data-driven and scenario-focused will be seriously considered. According to Miura-Ko, models do a better job of unearthing assumptions about a company's users, customers, pricing, demand creation, sales channels, supply chain, and overall logistics - all critical components to building a successful venture.

Miura-Ko, Ann, Is Work/Life Balance Possible? 2010-10-27 2553

Is Work/Life Balance Possible?

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The myth of work/life balance, says FLOODGATE Fund partner Miura-Ko, Ann, is that one can actually strike a balance. As a mother of two, she advises anyone with a family, who also seeks to carve a path in entrepreneurship, to recognize that it is a struggle to achieve balance. Knowing how much time and energy a new venture can demand, she states the importance of feeling passion for your business mission. Only a great venture will make taking time away from family feel like a worthy trade-off.

Miura-Ko, Ann, The Importance of a Technical Co-founder 2010-10-27 2554

The Importance of a Technical Co-founder

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In this clip, FLOODGATE Fund partner Miura-Ko, Ann discusses the importance of technical expertise intrinsic to a startup team. Miura-Ko states it is necessary to have this knowledge onboard and in-house, whenever possible. However, she has witnessed incidences of skilled technical managers who have successfully outsourced their engineering needs, though she notes this is an exception to the rule.

Miura-Ko, Ann, The Entrepreneurship of Venture Capital 2010-10-27 2555

The Entrepreneurship of Venture Capital

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Miura-Ko, Ann shares the origin story of FLOODGATE Fund, where she is a co-founding partner with angel investor Mike Maples. In this poignant clip, Miura-Ko shares how she decided to step into investing when she saw that FLOODGATE could make a meaningful and innovative impact on the venture capital industry. Miura-Ko also shares some important value-driven moments from her career, and her ingrained need to be world class at every possible turn.

Piacentini, Diego, Customer Focus Builds Global Growth [Entire Talk] 2010-11-03 2556

Customer Focus Builds Global Growth [Entire Talk]

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Piacentini, Diego, Senior VP of International Retail for Amazon, discusses the company's growth-centered business model, its global presence, and the strides it takes to sustain a successful customer experience. Piacentini also describes Amazon's innovative approaches to operations, mergers and acquisitions, and labor practices.

Piacentini, Diego, Amazon Global Operations 2010-11-03 2557

Amazon Global Operations

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With seven global websites and half of its revenue coming from outside North America, Amazon Senior VP of International Retail Piacentini, Diego discusses the company's global operations and strategy. The challenge, he says, is providing the same customer experience everywhere on the globe. To achieve this, Amazon utilizes a global network of call centers, fulfillment centers, and websites that cater to regional customers.

Piacentini, Diego, Work Backwards from the Customer 2010-11-03 2558

Work Backwards from the Customer

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Stick to a vision and the company shall succeed, advises Amazon Senior VP Piacentini, Diego. For Amazon this means adhering to founder Jeff Bezos' original vision: Build a site where users can find anything they want to buy at the lowest price. To achieve this vision, Piacentini highlights Amazon's dedication to building all code in-house, and safety measures to validate customer purchases.

Piacentini, Diego, Adhere to Core Values 2010-11-03 2559

Adhere to Core Values

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Piacentini, Diego, Amazon Senior VP, talks about the value of a company adhering to its own code, even when it comes to honoring a lower price point. Piacentini shares an anecdote about returning money to Chinese customers after a bestselling book dropped in price. The result, he states, was gaining unprecedented customer loyalty and a tremendous marketing boost.

Piacentini, Diego, The Myth of Best Practices 2010-11-03 2560

The Myth of Best Practices

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For Amazon, all operations are equal until proven - with data - that they need to be changed. For example, in China, it became apparent that Amazon had to invest in delivery systems for the last mile - which often means bicycle delivery. This unique need also mandated software for customers to schedule an exact delivery time, and for delivery staff to process payments. Amazon Senior VP Diego Pacentini uses this as an example of how the company adapts to its environment while still adhering to its core vision.

Piacentini, Diego, Maximize Experimentation 2010-11-03 2561

Maximize Experimentation

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Amazon offers its employees the "Just Do It" award, a fun recognition with an old Nike shoe, that is handed to anyone who implements a smart idea or innovation outside of their normal job tasks. Amazon is built to tolerate mistakes, says Senior VP of International Retail Piacentini, Diego - provided those mistakes don't get repeated.

Piacentini, Diego, Take Risks Outside Your Core Business 2010-11-03 2562

Take Risks Outside Your Core Business

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Amazon Senior VP Piacentini, Diego discusses how Amazon Web Services (AWS) was born. He discusses how the retailer decided to take a risk and move away from its core competency, build APIs, and rent out server space during slower retail months. Piacentini also talks about how other online giants have now followed Amazon's lead.

Piacentini, Diego, Don't Fall in Love with Being Number One 2010-11-03 2563

Don't Fall in Love with Being Number One

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The largest difficulty of running the top online retail brand is the diligent work required not to appear arrogant. Piacentini, Diego, Amazon's Senior VP of International Retail, states that his company's greatest challenge is how to appear humble in the eyes of the customer, and to constantly innovate and improve.

Sutton, Bob, What Great Leaders Do [Entire Talk] 2010-11-10 2564

What Great Leaders Do [Entire Talk]

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In this lecture that parallels his book Good Boss, Bad Boss, Stanford professor Sutton, Bob unpacks the best habits of beloved and effective managers, and details the worst habits of those who fail to lead. The best leaders develop and nurture those who work for them. However, when bosses gain more power, they can easily grow oblivious to the needs of those they lead.

Sutton, Bob, Listen to Those You Lead 2010-11-10 2565

Listen to Those You Lead

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Bestselling author and Stanford professor Sutton, Bob offers insights from his book, Good Boss, Bad Boss. Two important points: 1) Individuals in a position of authority will be under intense scrutiny from those they manage; and 2) Leaders receive disproportionally more blame and more credit for organizational performance. Sutton shares some surprising statistics related to this point, and explains that the best bosses work hard to remain in-tune with those they manage.

Sutton, Bob, The Toxic Tandem 2010-11-10 2566

The Toxic Tandem

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Stanford Professor Sutton, Bob discusses the "toxic tandem," which he defines as when bosses do not pay attention to their employees, while still being closely watched by those same employees. This asymmetry of attention can be devastating, and in this clip, Sutton shares an anecdote of one company team who anticipated layoffs just by reading their boss' unconscious behavior.

Sutton, Bob, Power Poisoning 2010-11-10 2567

Power Poisoning

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According to author Sutton, Bob, when someone is placed in a position of power, three things can happen to cause "power poisoning": 1) The individual focuses on their own needs and concerns; 2) The individual focuses little attention on the needs of others; and 3) The individual often acts like the rules don't apply to them. Evidence is also mounting, says Sutton, that the more successful a manager is, the more likely they are to break the rules.

Sutton, Bob, Hallmarks of Great Bosses 2010-11-10 2568

Hallmarks of Great Bosses

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Stanford professor and author Sutton, Bob covers a number of hallmarks and strategies of smart, in-tune bosses. While traditional management theory dictates constant monitoring of employees and processes, this may not be the best tactic, says Sutton. His research reports this is particularly true for bosses managing creative teams and employees. In these situations, over-management can backfire, often stifling creativity and innovation.

Sutton, Bob, Listening for the Truth 2010-11-10 2569

Listening for the Truth

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Not only can some bosses be difficult to talk to, but there are a number of institutional structures in place that make it difficult for them to hear the truth. Stanford Professor Sutton, Bob bullet points many documented human behaviors that make it difficult for managers to hear the whole story. For example, research shows that people like flattery - even if its false - and people tend not to like those who deliver bad news.

Sutton, Bob, Accept Defeat and Commit 2010-11-10 2570

Accept Defeat and Commit

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Stanford Professor Sutton, Bob suggests two strategies for dealing with team disagreements. Never knock down ideas during the brainstorming stage. And if a team decides to go with a decision you disagree with, be the hardest worker during the idea's implementation. By committing yourself to helping make the idea a success, if it does indeed fail in the end, you will know that it was indeed a poor idea.

Sutton, Bob, Pruning the Rotten Apples 2010-11-10 2571

Pruning the Rotten Apples

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A successful personal relationship must follow the 5:1 rule: for every unpleasant interaction, at least five positive interactions are needed to offset the negative one, says Stanford Professor and author Sutton, Bob. Research in the workplace also shows that just one rotten apple - or someone who repeatedly proves to be selfish - can be contagion that severely reduces overall team performance. These contagions must be removed for the health and longevity of the team.

Sutton, Bob, A Good Boss or a Bad Boss? 2010-11-10 2572

A Good Boss or a Bad Boss?

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According to author Sutton, Bob, interviews are terrible predictors of what is going to happen in a working environment. However, there are some indicators to look for to determine if a prospective supervisor will be pleasant and effective. For example, listen to the number of "I's" versus "we's" the prospective employer uses when describing a project, advises Stanford Professor Sutton, Bob. Are they a team player? Will they offer credit to others? An even better strategy is to find former employees and ask them about their day-to-day experience with the supervisor in question.

Sutton, Bob, Fighting a Bad Boss 2010-11-10 2573

Fighting a Bad Boss

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Does it ever pay to tell your manager what you really think? Strength in numbers is the only way to wage war with an ineffective manager, says Stanford Professor and Good Boss, Bad Boss author Sutton, Bob. Banding together with like-minded co-workers offers better documentation and carries more of a punch than an individual approach.

Aaker, Jennifer Lynn, How Ideas Take Flight [Entire Talk] 2010-11-17 2574

How Ideas Take Flight [Entire Talk]

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Stanford Graduate School of Business professor Aaker, Jennifer shares the power behind creating ideas that can build momentum. Through her research on the perception of happiness and meaning, Aaker describes how these concepts relate to a successful and powerful social media campaign. A well-planned effort catches audience attention and offers them an engaging story. Aaker, co-author of The Dragonfly Effect, also offers several personal and corporate examples of effective viral campaigns that garnered real world, and even life-saving, results.

Aaker, Jennifer Lynn, The Happiness Paradox 2010-11-17 2575

The Happiness Paradox

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Happiness drives many of us, but often down the wrong road. How can our desire to please ourselves so often lead us astray? Stanford Graduate School of Business Professor Aaker, Jennifer states that happiness has many nuanced definitions between excitement and peacefulness. The way you choose to define it is dependent on demographics, including factors like gender, age, mindset, and culture. Moreover, these perceived feelings of happiness evolve over a lifetime, and inform how one makes decisions.

Aaker, Jennifer Lynn, Factors that Enable Happiness 2010-11-17 2576

Factors that Enable Happiness

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Research shows that happiness must be created, not found. Stanford Graduate School of Business Professor Aaker, Jennifer believes that creating an environment that allows for happiness offers longer-lasting joy for oneself and other members of a community. This environment would enable people to find real meaning, make real connections, and feel that they are a part of something bigger. In addition, this is a particularly important concept in the digital age.

Aaker, Jennifer Lynn, Case Study: Increasing the Bone Marrow Registry 2010-11-17 2577

Case Study: Increasing the Bone Marrow Registry

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One lesson taught by Stanford GSB Professor Aaker, Jennifer is to include the opposite of every idea proposed in a brainstorming session. This tool vastly expands the number ideas, both excellent and terrible in equal proportion. This thinking led one former student to launch a social media campaign to register 20,000 South Asian bone marrow donors to find a match for a friend with leukemia. The result not only increased disease awareness and found a donor, but it also provided an excellent example of successful social networking, factoring in the strength of a specific goal, the power of reversing the rules, the necessity of creating a campaign that allows for no-fuss collaboration, and the need to tell a good story.

Aaker, Jennifer Lynn, Driving a Successful Social Media Campaign 2010-11-17 2578

Driving a Successful Social Media Campaign

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Using the case study of Team Sameer - a successful social media campaign to find a bone marrow donor for a man with leukemia - Stanford GSB professor Aaker, Jennifer goes into detail on the effective strategies of an email plea sent to just 450 people, which lead to nearly 25,000 participants nationwide. Communicating a story through focused, humanistic messaging is an imperative element for social media that drives audiences to take action.

Aaker, Jennifer Lynn, Case Study: Coca-Cola's Global Campaign 2010-11-17 2579

Case Study: Coca-Cola's Global Campaign

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In their quest for an authentic viral campaign, the global soft drink giant gave $50,000 to seven teams worldwide, one of whom created the Coke Happiness Machine. Stanford GSB Professor Aaker, Jennifer, shows this popular YouTube video, and talks about how this small investment had big payoff for authenticity, connection, surprise, meaning, and global appeal.

Aaker, Jennifer Lynn, Building Brands Inside-Out 2010-11-17 2580

Building Brands Inside-Out

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Focus on making your employees excited about the brand, rather than just the customers. This is the new face of forward-thinking companies, says Aaker, Jennifer, a professor with Stanford's Graduate School of Business. This strategy is now employed more often, giving employees their own blogs, Twitter feeds, etc., which allows customers to get excited about a brand they can come to trust.

Aaker, Jennifer Lynn, Social Media Experimentation 2010-11-17 2581

Social Media Experimentation

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Stanford GSB Professor Aaker, Jennifer talks about corporate brand experiments, such as Terminal Man, a famed Twitterer for an airline company, and other unprecedented tests in social media communications. Her analysis is that companies that embrace and interact with individual commentary in digital media will be far ahead of those that try to quash those who freely share their opinions.

Nichols, Martin, Practical Legal Advice for Startups [Entire Talk] 2010-11-10 2582

Practical Legal Advice for Startups [Entire Talk]

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Stanford lecturer and Arbor Advisors Managing Director Christensen, Stan discusses legal issues related to startups and entrepreneurs with attorney Martin Nichols, partner at DLA Piper. The conversation covers selecting and working with legal advisors, issues of compensation and negotiation, and the need for entrepreneurs and companies to always seek practical and efficient advice.

Nichols, Martin, Choosing an Attorney 2010-11-10 2583

Choosing an Attorney

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Attorney Martin Nichols shares subjective early filters to use when trying to find a proficient attorney. Beyond these basic measurements, a difference in quality will be found in each attorney's ability to get deals done. Nichols suggests finding an attorney who can also be a solid advisor and a true value-add for your company.

Nichols, Martin, Seek an Efficient Legal Team 2010-11-10 2584

Seek an Efficient Legal Team

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Individuals or startups seeking legal advice need to obtain solid referrals on all prospective attorneys. Martin Nichols, partner at legal firm DLA Piper, believes entrepreneurs often don't need big legal teams, but should always seek efficient legal teams.

Nichols, Martin, Legal Billing Issues 2010-11-10 2585

Legal Billing Issues

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Billing is less of an issue, if you build a relationship with legal advisors you trust, says attorney Martin Nichols. Entrepreneurs should share their acceptable fee ranges with attorneys, but they may also be able to work out fee caps and flat rates for services. Clients can help ensure the best service from attorneys by showing mutual respect through offering referrals and paying bills on time.

Nichols, Martin, Separate Business and Legal Issues 2010-11-10 2586

Separate Business and Legal Issues

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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Forchette, Mark, OptiMedica's CEO, understands how everyone loves to talk about strategy, but he believes that any strategy is only as good as the tactical plan execution behind it. Forchette elaborates on this with a story of his time with Alcon, where he helped to drive improved market share. He credits this success to the company's sustained focus on tactical execution and solid management of customer relationships.

Forchette, Mark, Have a Higher Goal than Money 2011-02-17 2657

Have a Higher Goal than Money

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OptiMedica CEO Forchette, Mark shares why it's important to have a higher goal than just the attainment of money. Through his work at OptiMedica, Forchette appreciates the larger human impact that he has been able to make. He shares why these experiences convinced him that the greatest reward is found in achieving important goals.

Forchette, Mark, Put the Right People in the Right Seats 2011-02-17 2658

Put the Right People in the Right Seats

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According to OptiMedica CEO Forchette, Mark, learning to put the right people in the right seats is perhaps the single most important lesson to learn when embarking on your career. Forchette says this concept is critical to master, and applies to building constructive business teams and rewarding personal relationships.

Gross, Bill, A Devotion to New Ideas [Entire Talk] 2011-02-23 2659

A Devotion to New Ideas [Entire Talk]

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Gross, Bill thrives on turning innovative ideas into pioneering companies. He serves as founder and CEO of Idealab, which started over 75 companies since 1996. In this stimulating lecture, he shares how Idealab continues to bring incredible ideas to market, and his personal insights on starting and running successful organizations. Gross also describes the work of eSolar, a spin-off company of Idealab that works to make solar energy cost-competitive in the global marketplace.

Gross, Bill, Weekend Warriors Discover the Pivot 2011-02-23 2660

Weekend Warriors Discover the Pivot

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Before Gross, Bill founded Idealab, he started Knowledge Adventure, an early educational software company. In this clip, Gross shares how Knowledge Adventure discovered its major pivot through direct interaction with customers. In an effort initially meant to reach sales targets, employees served as a "weekend warriors" demonstrating products in retail outlets. This effort revealed the need to target their software products to specific ages, a key insight to the company's future success.

Gross, Bill, Motivation Through Equity and Risk-Taking 2011-02-23 2661

Motivation Through Equity and Risk-Taking

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Idealab Founder and CEO Gross, Bill articulates two organizational ways his company develops motivation. The first is to ensure employees working on a new spin-off venture each have a true equity stake in the startup company. The second is to encourage risk-taking at Idealab through the company's willingness to shut down unsuccessful projects with no negative impact to employees. According to Gross, "If you really want to have some breakthrough new thing, you can't have someone worrying about their job being on the line, for trying something bold and new."

Gross, Bill, Survive Until the Market is Ready 2011-02-23 2662

Survive Until the Market is Ready

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A number of companies born from Idealab were started way too soon, says Founder and CEO Gross, Bill. However, a number of these firms went on to success, as Idealab fostered their development until the market was ready. In this clip, Gross explains why solid cash management is often the key tool in surviving until customer demand, or acquisition interest, adequately develops.

Gross, Bill, Complementary Skills for Management Teams 2011-02-23 2663

Complementary Skills for Management Teams

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Idealab Founder and CEO Gross, Bill offers an engaging way of examining the mix of personalities present on management teams, featuring the roles of the Entrepreneur (E), Producer (P), Administrator (A), and Integrator (I). According to Gross, each of us has a dominant type, and individuals of different types often will not see eye to eye. However, the best management teams consist of a strong mix of all four types, working together.

Gross, Bill, A Cogent Argument for Solar Energy 2011-02-23 2664

A Cogent Argument for Solar Energy

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Idealab Founder Gross, Bill lays out a clear and thoughtful explanation for solar energy being the best possible source for the planet's growing energy demands. He illuminates the reality of current energy usage, the socio-economic factors that will impact future needs, and the limitations of other non-fossil fuel energy options. Gross is chairman of eSolar, an Idealab spin-off that focuses on making solar energy cost-competitive in the global marketplace.

Gross, Bill, Moore's Law: A New Weapon in the Solar Arsenal 2011-02-23 2665

Moore's Law: A New Weapon in the Solar Arsenal

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Gross, Bill, chairman of eSolar and founder of Idealab, discusses how Moore's Law provides a new weapon in the fight to make solar energy technologies more productive and cost-competitive. After examining current solar energy harnessing techniques, Gross focused his attention on applying Moore's Law to high-efficiency solar conversion systems. eSolar was founded to work on the development of these ideas. In this clip, Gross describes the technology behind eSolar's current solutions.

Gross, Bill, Judge on Impact Over ROI 2011-02-23 2666

Judge on Impact Over ROI

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Idealab Founder and CEO Gross, Bill addresses a question regarding his company's willingness to hear ideas from outside the company and the competitive advantage that this may or may not provide. Gross says Idealab now spends more time hearing ideas from external sources than they did in the past. He also articulates Idealab's principle of trying to judge ideas more on their possible impact on society than on a projected return on investment.

Gross, Bill, Can You Objectively Compare Ideas? 2011-02-23 2667

Can You Objectively Compare Ideas?

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Gross, Bill, Idealab's founder and CEO, shares his thinking on how to objectively compare ideas. While admitting it can be a challenge to do so, in this clip, Gross describes some of the criteria used at Idealab to best consider and test the validity of various products and ideas.

Gross, Bill, 2 Reasons Companies Can Fail 2011-02-23 2668

2 Reasons Companies Can Fail

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Idealab Founder and CEO Gross, Bill offers lessons he has learned from company failures. According to Gross, company failures are often due to two common factors: team issues and running out of funding. He also shares his reasoning on why the most successful entrepreneurs are those with the best execution and the most persistence.

Kawasaki, Guy, 1954-, Creating Enchantment [Entire Talk] 2011-03-02 2669

Creating Enchantment [Entire Talk]

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Entrepreneur and bestselling author Kawasaki, Guy shares the secrets to being enchanting and developing influence through the "pillars of enchantment." In this funny and engaging lecture, Kawasaki examines the deep value in being likable, creating trust, and taking empowering action. He also shares keys to telling a great story, overcoming resistance, and enchanting your boss and colleagues.

Kawasaki, Guy, 1954-, Keys to Increasing Your Likability 2011-03-02 2670

Keys to Increasing Your Likability

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Entrepreneur and author Kawasaki, Guy explains how "likability" is a main component of a person's ability to be enchanting. In this clip, Kawasaki shares three physical keys to increasing your likability: using a great smile, dressing for a 'tie', and offering the perfect handshake (based on an interesting mathematical formula).

Kawasaki, Guy, 1954-, Aspects of Building Trust 2011-03-02 2671

Aspects of Building Trust

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Entrepreneur and author Kawasaki, Guy steps through companies that built their success on trust, and offers insights on the role of trust in relationships and individual attitudes. Kawasaki urges individuals to be "bakers," meaning trustworthy individuals seeking to create larger pies to share in the world. He also describes the value in building trust by "defaulting to yes."

Kawasaki, Guy, 1954-, Are You Ready to Roll the DICEE? 2011-03-02 2672

Are You Ready to Roll the DICEE?

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Entrepreneur and author Kawasaki, Guy articulates the components of "DICEE," an acronym he uses to explain what every great product must possess: Depth, Intelligence, Completeness, the ability to be Empowering, and Elegance. Kawasaki uses stories and personal examples to elaborate on each of these requirements.

Kawasaki, Guy, 1954-, Conduct a Pre-mortem Meeting 2011-03-02 2673

Conduct a Pre-mortem Meeting

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Author Kawasaki, Guy suggests teams conduct a "pre-mortem" before launching a product. This technique allows teams to discover possible problems, or ways the launch could fail, while there is still time to make adjustments. Kawasaki explains this method is far more helpful, and far less contentious, than postmortem meetings that come too late to help.

Kawasaki, Guy, 1954-, Tell a Story and Plant Many Seeds 2011-03-02 2674

Tell a Story and Plant Many Seeds

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Bestselling author Kawasaki, Guy encourages entrepreneurs to tell a great story. In this clip, he uses Silicon Valley examples to explain the importance of the skill. He also urges entrepreneurs and startups to "plant many seeds" when it comes to getting the word out about new products. According to Kawasaki, this advice may eschew traditional marketing philosophy, but with the media world now inverted, entrepreneurs never know which outlets will make the difference in building critical mass for a product.

Kawasaki, Guy, 1954-, Speak with Salient Points 2011-03-02 2675

Speak with Salient Points

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In this clip, author and entrepreneur Kawasaki, Guy shares a concise piece of advice on the use of salient points in communication. Kawasaki uses straightforward examples of how to talk in terms that connect with the needs and interests of your audience.

Kawasaki, Guy, 1954-, You Must Overcome Resistance 2011-03-02 2676

You Must Overcome Resistance

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Author Kawasaki, Guy discusses the critical role of social proof in product adoption, using examples of public signage, and stories from Apple, to amplify the point. He also warns companies against adjusting their products based on naysayer feedback, and to instead focus on finding product bright spots to build on. Kawasaki describes this concept using the example of Apple's mid-1980's focus on desktop publishing.

Kawasaki, Guy, 1954-, Endure Like the Grateful Dead 2011-03-02 2677

Endure Like the Grateful Dead

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Author and entrepreneur Kawasaki, Guy shares how The Grateful Dead has continued to endure as a popular musical act. The legendary band encourages access for fans to record the group's music at concerts and to then share the music with others. This seemingly counter-intuitive idea, according to Kawasaki, is an important key to the group's enduring popularity.

Kawasaki, Guy, 1954-, Connection Through Reciprocation 2011-03-02 2678

Connection Through Reciprocation

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Entrepreneur and bestselling author Kawasaki, Guy believes in the power of reciprocation between parties. "Reciprocation is a very powerful force to make your enchantment endure," says Kawasaki. In a historical context, he explains this power with two profound examples of civic reciprocation stretching over decades.

Kawasaki, Guy, 1954-, Using Technology to Communicate 2011-03-02 2679

Using Technology to Communicate

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In this clip, entrepreneur and author Kawasaki, Guy explains how technology implementation affects a company's ability to enchant customers. First, Kawasaki urges companies to "remove roadblocks" when it comes to helping customers interact with a product. Second, he offers tips on the best types of interactions and information to offer to be successful in social media environments. Third, Kawasaki lays out critical technology benchmarks and ideal goals for maintaining engagement with audiences.

Kawasaki, Guy, 1954-, How to Enchant Your Boss and Employees 2011-03-02 2680

How to Enchant Your Boss and Employees

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Entrepreneur and author Kawasaki, Guy teaches how to enchant bosses and employees. To enchant bosses, Kawasaki believes employees should drop what they are doing to respond, provide prototypes throughout the process of completing a request, and report bad news (and possible solutions) as soon as possible. To enchant employees, Kawasaki explains the need for bosses to provide their employees with the opportunity to master new skills and to work autonomously, preferably in an organization with a higher purpose.

Morris, Jennifer, Effective Models for Sustainable Growth [Entire Talk] 2011-04-06 2689

Effective Models for Sustainable Growth [Entire Talk]

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In this informative lecture, Conservation International Executive Vice President Morris, Jennifer shares her organization's commitment to creating programs to support sustainable development. Morris articulates the importance of developing innovative financing and business models to address ecosystem services and resource management issues. She also describes the entrepreneurial initiatives her organization has built to sustain partnerships between corporate partners and communities around the globe.

Morris, Jennifer, Early Experience Inspires a Career 2011-04-06 2690

Early Experience Inspires a Career

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Conservation International Executive VP Morris, Jennifer discusses how an early teaching experience in Africa altered her career path. She initially considered going into public health, but her experiences living and working with women in the villages of Namibia inspired a new interest in exploring connections between resource management and the drivers of poverty.

Morris, Jennifer, Understanding Ecosystem Services 2011-04-06 2691

Understanding Ecosystem Services

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What does the natural world mean in monetary terms, beyond the idea of raw materials? Conservation International Executive VP Morris, Jennifer believes it is critically important quantify the value of "ecosystem services," those resources and processes nature provides for planet and human survival. She shares two quantifiable examples: the value of insect pollination to agriculture, and the pharmaceutical industry's dependence on natural plant resources.

Morris, Jennifer, Opportunities in Carbon Markets 2011-04-06 2692

Opportunities in Carbon Markets

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Cap-and-trade carbon markets continue to gain traction, but how do you monetize something you can't see and that has never been valued? Conservation International Executive VP Morris, Jennifer sees interesting opportunities in the area of forest carbons, which are emissions released from deforestation. However, according to Morris, serious challenges to carbon markets include the lack of a global market framework, the thorny issue of carbon tenure rights, and the large amount of capital required to engage the issue.

Morris, Jennifer, Developing Water Markets 2011-04-06 2693

Developing Water Markets

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Water markets can be more challenging to monetize than carbon markets, according to Morris, Jennifer, Executive VP of Conservation International. Morris says that to drive watershed service transactions, market mechanisms must provide "financial incentives to people who manage land to protect their watershed." Due to deforestation in China, and the resulting siltation and sedimentation, dam operators in that country are developing new models for water markets, in concert with Conservation International and interested corporate partners.

Morris, Jennifer, A Call for Environmental Entrepreneurs 2011-04-06 2694

A Call for Environmental Entrepreneurs

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Conservation International Executive VP Morris, Jennifer encourages entrepreneurs to bring their talents and energies to bear on solving the numerous issues facing the environment and human development. Entrepreneurs can start new organizations and firms, but according to Morris, "you can [also] be an entrepreneur in a larger organization."

Morris, Jennifer, Sustainable Finance Models 2011-04-06 2695

Sustainable Finance Models

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According to Executive VP Morris, Jennifer, Conservation International focuses on creating long-term, sustainable mechanisms to power growth, because offering only "short-term grants will probably lead to short-term success." In this clip, Morris explains how tapping a nation or corporation's "enlightened self-interest" can be a component to creating successful endowment funds to support communities and conservation.

Morris, Jennifer, Factor Nature into Accounting and Operations 2011-04-06 2696

Factor Nature into Accounting and Operations

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Due to the global development trajectory, an enormous amount of effort is needed to create a sustainable future, according to Morris, Jennifer, Executive VP of Conservation International. However, rather than just raising money to pour into projects, Morris believes the key is to create fundamental change in the business model of development, by convincing business and political leaders to incorporate natural capital "externalities" into their accounting systems and operational plans.

Morris, Jennifer, Ensuring Supply Chain Sustainability 2011-04-06 2697

Ensuring Supply Chain Sustainability

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Conservation International (CI) further advances their mission by helping major corporations ensure the sustainability of supply chains. CI's Executive Vice President Morris, Jennifer shares examples of some of the corporations they have helped prepare for the supply challenges of climate change. Morris also offers background on some of the public/private partnerships involving her organization.

Silbert, Barry, A New Vision for Capital Markets [Entire Talk] 2011-04-13 2698

A New Vision for Capital Markets [Entire Talk]

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SecondMarket Founder and CEO Silbert, Barry thinks his online marketplace for trading alternative assets can play an important role in creating a new model for capital markets. In this lecture, Silbert explains his personal path into entrepreneurship and describes the current growth of his firm, which has drawn attention for trading private stock in companies such as Facebook and Twitter. Silbert also offers reasons for why he thinks current public markets are broken and his vision of a new way forward.

Silbert, Barry, Illiquid Assets are Like Baseball Cards 2011-04-13 2699

Illiquid Assets are Like Baseball Cards

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SecondMarket Founder and CEO Silbert, Barry held a number of jobs in banking before starting his own company. However, trading baseball cards as a child gave him the most profound preparation for understanding illiquid assets and inefficient markets.

Silbert, Barry, Early Years of SecondMarket 2011-04-13 2700

Early Years of SecondMarket

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Just open your doors and start a business, is the best advice ever received by SecondMarket Founder and CEO Silbert, Barry. SecondMarket started with a very simple operation, experienced profitable growth over the next five years, and now stands to play an even larger role in the secondary markets space. In this clip, Silbert discusses his company's growth history and shares milestones achieved along the way.

Silbert, Barry, Trading Private Company Stock 2011-04-13 2701

Trading Private Company Stock

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Private company stock is far and away SecondMarket's most high profile class of available assets. Founder and CEO Silbert, Barry shares SecondMarket's background in serving as an exchange for private stock trades involving companies such as Facebook, Twitter, and Zynga.

Silbert, Barry, The Long, Slow Death of the IPO 2011-04-13 2702

The Long, Slow Death of the IPO

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SecondMarket Founder and CEO Silbert, Barry lays out factors preventing companies from going public, and why these issues are exacerbated by aspects of current public markets. Along with citing specific reasons for, and challenges to, going forward with an IPO, Silbert offers an alternative framework for raising capital.

Silbert, Barry, New Model for Capital Markets 2011-04-13 2703

New Model for Capital Markets

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Rather than going public or seeking out merger/acquisition partners, companies have a new capital raising option in SecondMarket, according to company founder and CEO Silbert, Barry. In this clip, he explains the company's listing profile system and why their company's market model conforms to companies, rather than forcing companies to conform to the market.

Silbert, Barry, No Fear and Launch an MVP 2011-04-13 2704

No Fear and Launch an MVP

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SecondMarket Founder and CEO Silbert, Barry shares entrepreneurial lessons learned through starting a company: 1) Don't be afraid of established competitors, 2) Launch with an MVP - your minimum viable product, and 3) Be fearless and find an opportunity where you can invest your passion.

Brafman, Ori, Collaboration Between Those Who Click 2011-04-20 2711

Collaboration Between Those Who Click

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Author Brafman, Ori describes behaviors of good "clickers," those individuals skilled in making instant connections with others. Brafman relates two studies, one focusing on MBA students, and the other on members of a string quartet, that reveal insights about interaction between "clickers": 1) They show greater support for colleagues, and 2) They create more conflict, but deal with it head-on.

Brafman, Ori, Vulnerability as a Leadership Skill 2011-04-20 2712

Vulnerability as a Leadership Skill

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Leaders who are vulnerable are far more trusted by their employees, says Brafman, Ori, bestselling author of Click: The Magic of Instant Connections. Brafman explains that vulnerability, while often seen as a weakness in business, is a valuable skill that can play a critical role in binding deep, immediate relationships in the workplace. To illustrate this point, Brafman shares the unique story of a hostage negotiator's willingness to reveal vulnerability to help form an intense, but unlikely, relationship.

Brafman, Ori, How Proximity Affects Relationships 2011-04-20 2713

How Proximity Affects Relationships

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Proximity plays a major role in helping individuals to form instant connections with others, says bestselling author Brafman, Ori. In this clip, Brafman reveals how distance affects the building of relationships, citing an interesting study of college dormitory residents at MIT. He also demonstrates the power of proximity on team dynamics with an interactive demonstration of behavior in a meeting environment.

Brafman, Ori, The Skills of High Self-Monitors 2011-04-20 2714

The Skills of High Self-Monitors

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Author Brafman, Ori explains how certain individuals have an increased ability to form connections. According to Brafman, these "high self-monitors" exhibit characteristics that offer advantages for relationship building, the most prominent characteristic being a willingness to modulate behavior and actions "to meet others where they are." Brafman also describes how a high self-monitor's ability to "mirror into a situation" can pay major dividends in terms of network building and career development.

Brafman, Ori, Emotional Connections for Trust-Based Networks 2011-04-20 2715

Emotional Connections for Trust-Based Networks

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Author Brafman, Ori discusses building trust-based networks to generate collaboration. He highlights intriguing information that indicates Americans traded away deeper emotional connections in the rising age of social networking, in favor of having a greater number of lighter, cross-silo connections. While some argue that consequences arise from a focus on creating connections primarily with those similar to yourself, Brafman believes richer, intimate connections are still critical to pursue.

Scheller, Richard, Developing Products that Save Lives [Entire Talk] 2011-04-27 2716

Developing Products that Save Lives [Entire Talk]

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As Genentech's Executive Vice President of Research and Early Development, Scheller, Richard leads scientists discovering medicines that will significantly impact the lives of patients. In this candid interview, he describes the challenges of his industry, and outlines the required steps for developing products in a heavily regulated environment. Scheller also shares some personal learning curves faced when he elected to leave academic life for a new role in a commercial enterprise.

Scheller, Richard, Moving From Academia to Industry 2011-04-27 2717

Moving From Academia to Industry

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Genentech Executive Vice President Scheller, Richard articulates his thought process in deciding to leave a tenured faculty position to join a commercial enterprise. While leaving Stanford was hard to do, says Scheller, joining Genentech provided new intellectual challenges and opportunities to apply his biological insights to tackling diseases.

Scheller, Richard, Choose Your Words Carefully 2011-04-27 2718

Choose Your Words Carefully

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Genentech Executive Vice President Scheller, Richard describes his early days in management. Lacking knowledge of many business practices and operations, Scheller worked to bring himself up to speed, particularly in the area of managing and working with employees. In this amusing video, Scheller says these experiences taught him that managers must choose their words carefully, because employees will ultimately try to do what you ask.

Scheller, Richard, Drug Development Process 2011-04-27 2719

Drug Development Process

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Scheller, Richard lays out the complex steps involved in the early research and subsequent development of drug products. As Genentech's Executive Vice President of Research and Early Development, Scheller directs the early stages of the process before handing off produced molecules for further development by the company. Scheller admits that while research is his clear focus, he respects the incredible logistical challenges of trying to bring a product to market.

Scheller, Richard, Pharmaceutical Market Realities 2011-04-27 2720

Pharmaceutical Market Realities

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Genentech Executive Vice President Scheller, Richard describes the hard financial realities of producing cutting-edge drugs for the developed world. Scheller states that it takes 15 years, on average, for a drug product to move from concept to sale. This fact, along with the company's large-scale financial investments, places tremendous pricing pressure on the finished product.

Scheller, Richard, Encouraging Innovation and Risk Taking 2011-04-27 2721

Encouraging Innovation and Risk Taking

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In this clip, STVP Executive Director Seelig, Tina asks Genentech Executive Vice President Scheller, Richard to explain how he encourages his team to innovate in the face of financial risks. As the head of Genentech's research and early development, Scheller accepts failure as part of the process. He also describes how the company mitigates risk by maintaining a balanced portfolio of products, with each drug in the portfolio measured by commercial value and probable technical success.

Scheller, Richard, Startup Opportunities in Biotechnology 2011-04-27 2722

Startup Opportunities in Biotechnology

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Scheller, Richard, Genentech's Executive Vice President of Research and Early Development, believes it is unlikely, if not impossible, for small companies to push drug products through the final stage of development. However, Scheller also thinks a smart biotechnology startup could do early stage development and then turn to larger firms for product licensing or acquisition. Scheller also discusses the state of research and development at Genentech, in comparison to other firms.

Scheller, Richard, Motivating a Biotechnology Workforce 2011-04-27 2723

Motivating a Biotechnology Workforce

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Genentech Executive Vice President Scheller, Richard believes knowing their work truly impacts peoples' lives motivates his team. "The first thing is meaningful work," says Scheller. He also shares examples of real patient stories that were tremendously memorable, as well as some compensation strategies employed by the company.

Scheller, Richard, Ethical Issues in Drug Development 2011-04-27 2724

Ethical Issues in Drug Development

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Genentech Executive Vice President Scheller, Richard discusses some of the thought-provoking ethical issues that arise in the drug development process. To illuminate the issue, Scheller describes the painful challenges of the clinical trial placebo process, often required by the Food and Drug Administration. He also articulates some of the ethical implications related to drug costs and insurance reimbursements.

Moore, Geoffrey, Reach Your Escape Velocity [Entire Talk] 2011-05-04 2725

Reach Your Escape Velocity [Entire Talk]

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In this high-energy lecture, Moore, Geoffrey discusses how companies can build the escape velocity necessary to move beyond the successes and failures of the past. Moore argues that when companies focus too much on performance, they miss out on building the power to become the industry leaders that other companies envy. He shares a hierarchy model through which companies can examine and build power, and examines how product teams can best work to differentiate their company, neutralize the competition, and optimize products and offers.

Moore, Geoffrey, When Big Companies Get Stuck 2011-05-04 2726

When Big Companies Get Stuck

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Technology moves too fast to justify standing still on innovation, says author and MDV venture partner Moore, Geoffrey. He believes big companies, while always incubating new ideas, have a difficult time shifting resources to support long-term commercial development of new activities. "There's always new stuff," Moore says, "but it never reaches materiality."

Moore, Geoffrey, The Problem of Compensating Solely on Performance 2011-05-04 2727

The Problem of Compensating Solely on Performance

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Author and MDV Venture Partner Moore, Geoffrey describes the trap of compensating employees based solely on performance metrics. Developing new initiatives or ideas creates the "power" for a company's long-term growth, so employees should also be compensated on this measure. According to Moore, "power fuels performance, and performance consumes power," so why will employees help create new power if they are not held accountable for consuming it, nor rewarded for creating it.

Moore, Geoffrey, Overcome End of Quarter Neurosis 2011-05-04 2728

Overcome End of Quarter Neurosis

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Moore, Geoffrey explains the neurotic endgame that occurs when organizations lacking power continue to try and meet growing quarter-end metrics. Moore believes organizations that feel these pressures have already lost the power game. In this clip, Moore also articulates how companies can find ways to allocate resources to innovation, before getting caught in the annual budget process.

Moore, Geoffrey, Hierarchy of Powers Framework 2011-05-04 2729

Hierarchy of Powers Framework

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MDV Venture Partner Moore, Geoffrey lays out a framework for companies to use in analyzing their current power. This "hierarchy of powers" lets organizations examine their position and strength in relation to growth categories, other companies, desirable markets, offers, and the ability to execute. Moore says this process requires companies to be completely honest with their current situation.

Moore, Geoffrey, Can You Over Invest in Power? 2011-05-04 2730

Can You Over Invest in Power?

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In response to a student question, author and MDV Venture Partner Moore, Geoffrey shares how a company could over invest in power creation. Moore also offers a helpful distinction between investors' interests in a company's power and performance. "In general, venture investing is about power, and public exchange investing is about performance," says Moore.

Moore, Geoffrey, Product Managers Can Make Real Impact 2011-05-04 2731

Product Managers Can Make Real Impact

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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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?

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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

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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?

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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]

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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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

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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

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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]

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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]

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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]

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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]

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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]

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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

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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

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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

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Reflecting on his work with great entrepreneurs, investor Feld, Brad believes the notion of "trying" to do something can undermine entrepreneurs from the start. At the Foundry Group, Feld and his partners look for entrepreneurs who are deeply obsessed with a vision and passion for their product and company. Feld also describes how being an angel investor versus a venture investor can shift how one views possible investments.

Feld, Brad, Principles for Building Entrepreneurial Communities 2011-10-19 2816

Principles for Building Entrepreneurial Communities

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Feld, Brad articulates guiding principles for creating robust entrepreneurial communities. Based on his experience developing such a community in Boulder, Colorado, Feld explains why experienced entrepreneurs must be involved in the process of creating activities that engage the next generation.

Feld, Brad, Life With an Entrepreneur 2011-10-19 2817

Life With an Entrepreneur

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Living a "life" while being an entrepreneur can have its challenges, according to entrepreneur and investor Feld, Brad. Through a candid story from his own marriage, Feld explains how he has successfully found a way to balance his love of work with his love of family.

Feld, Brad, Why Are You Doing It? 2011-10-19 2818

Why Are You Doing It?

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Investor Feld, Brad challenges entrepreneurs to question why they are pursuing this path. According to Feld, "The essence of what you're trying to do... is to create amazing things that impact all of us." The tactics around entrepreneurial success probably don't matter very much, says Feld, if you are not working on something you are passionate about.

Feld, Brad, Pressure Points Around Opportunities 2011-10-19 2819

Pressure Points Around Opportunities

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Entrepreneur and investor Feld, Brad suggests entrepreneurs remain flexible when it comes to determining pressure points around an opportunity. Feld shares why entrepreneurs must be open to innovations and new ideas around products, but also around the actual shape of the business being created.

Summit, Scott, Re-thinking Form Follows Function 2011-10-26 2820

Re-thinking Form Follows Function

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Bespoke Innovations Co-Founder Summit, Scott explains how the mantra "form follows function" has been contorted into the idea "form follows mechanical function." According to Summit, this change has allowed product designers to think they have a free reign to create clunky and purely utilitarian designs. Summit relates how Bespoke works to counter this idea when designing prosthetic legs that possess greater form and artistry.

Summit, Scott, A Revolution in Manufacturing 2011-10-26 2821

A Revolution in Manufacturing

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Designer Summit, Scott, co-founder of Bespoke Innovations, discusses the impact of three-dimensional scanning and printing in the world of product design. This revolutionary technology offers important improvements on traditional manufacturing, says Summit, and provides new avenues for creating customized and long-lasting products and artifacts.

Summit, Scott, Matching Your Product to Customers 2011-10-26 2822

Matching Your Product to Customers

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Bespoke Innovations Co-Founder Summit, Scott shares his company's challenge in finding a working business model and matching product to customers in a viable market. Originally inspired to bring prosthetic legs to customers in the developing world, Summit and his team faced issues of cost, time and complexity, which lead them to eventually focus on higher-end offerings for customers in the U.S. market.

Summit, Scott, Connecting Passion to Progress 2011-10-26 2823

Connecting Passion to Progress

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It's not about selling product; it's about creating lasting meaning, says designer and entrepreneur Summit, Scott. As the co-founder of Bespoke Innovations, Summit is excited to be fulfilling a boyhood passion by participating in a space full of developing technologies making real impact on the lives of customers.

Summit, Scott, The Trajectory of 3D-Printing Technology 2011-10-26 2824

The Trajectory of 3D-Printing Technology

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In response to a question about the future of three-dimensional printing in manufacturing, Bespoke Innovations Co-Founder Summit, Scott shares his opinion of the trajectory of this new technology. Summit believes 3D-printing technology has reached a "Columbus" moment of discovery, where designers and technologists in different fields know they're on the cusp of a huge leap forward.

Summit, Scott, When Business Models Don't Work Out 2011-10-26 2825

When Business Models Don't Work Out

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Sometimes you just have to bite your lip, wince a few times and move on, says entrepreneur Summit, Scott, in response to a question on what happens when your original business model does not work out. The co-founder of Bespoke Innovations talks about the painful challenge in accepting this fact, when he was unable to produce cutting-edge prosthetics, at appropriate price points, for the developing world.

Mickos, Marten, Entrepreneurialism is a Belief System 2011-11-02 2826

Entrepreneurialism is a Belief System

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You have to believe in something bigger than the business you are trying to address, says Eucalyptus CEO Mňrten Mickos. In this clip, Mickos explains why the foundation of an entrepreneurial mindset is a belief system that not only requires a belief in big ideas, but includes believing in oneself and working with others that believe in you.

Mickos, Marten, Advice and Adversity 2011-11-02 2827

Advice and Adversity

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You must decide how you receive advice, says Mňrten Mickos, CEO of Eucalyptus Systems. Mickos believes this simple, but important, concept is critical for young entrepreneurs who will be bombarded by input and challenges from all sides. Using a story from his experience at MySQL AB, Mickos illuminates the need to re-evaluate your position based on new information and adversities.

Mickos, Marten, Take Bold Action 2011-11-02 2828

Take Bold Action

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If you're a disruptor, you must play a bold and fun game with the big guys, says Eucalyptus CEO Mňrten Mickos. During his previous tenure as CEO of MySQL AB, the management team encouraged Mickos to take bold action when a large competitor outmaneuvered the company for a critical acquisition. Mickos tells the story of how MySQL AB turned this challenge into a successful marketing opportunity.

Mickos, Marten, Fallouts With Founders 2011-11-02 2829

Fallouts With Founders

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While serving as CEO of MySQL AB, Mňrten Mickos had a falling out with a founder of the company. These types of situations are common in startups, says Mickos, especially between original founders and new management teams. Mickos explains why he made some tough choices out of dedication to the employees he had brought on board.

Mickos, Marten, Company Culture Can Drive Business 2011-11-02 2830

Company Culture Can Drive Business

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Eucalyptus Systems CEO Mňrten Mickos is a devotee of management guru Peter Drucker. Mickos elaborates on Drucker's position that "company culture eats strategy for breakfast," by offering amusing examples of culture building from his time at MySQL AB.

Mickos, Marten, Benefits of a Distributed Organization 2011-11-02 2831

Benefits of a Distributed Organization

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As CEO of MySQL AB, Mňrten Mickos saw advantages of utilizing a distributed organization model where seventy percent of the company's employees worked from home. According to Mickos, this cultural design actually put the focus on results and productivity, while still allowing colleagues to share their lives with one another.

Mickos, Marten, Commercialization of Open Source 2011-11-02 2832

Commercialization of Open Source

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Rather than having to choose between being an open source organization or a commercial software company, you can create a successful open source business, says Eucalyptus Systems CEO Mňrten Mickos. Mickos also offers a telling insight on how to deal with detractors.

Mickos, Marten, The Special Value of Individuals 2011-11-02 2833

The Special Value of Individuals

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When it comes to management, Eucalyptus Systems CEO Mňrten Mickos respects the value of individual human beings. His perspective grew out of earlier career experiences where employees were treated like machines, rather than people. "Can't we treat the human beings like human beings, and treat the machines like machines," says Mickos.

Mickos, Marten, Inexperience as an Asset 2011-11-02 2834

Inexperience as an Asset

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Eucalyptus Systems CEO Mňrten Mickos loves the expression, "He was a great executive. All he lacked was inexperience." Mickos explains how inexperience can be a tremendous asset to an entrepreneur, and he shares his personal story of transformation from open source neophyte to being perceived as a "godfather" of open source business models.

Lowry, Adam, The First Sales 2011-11-09 2835

The First Sales

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Co-Founder Lowry, Adam shares stories from Method's early efforts to revolutionize the cleaning products market. He describes the challenges of cold calling on customers, making the first sales and scrambling to fulfill orders.

Lowry, Adam, Proving the Business Case 2011-11-09 2836

Proving the Business Case

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Method Products had a lot to prove when trying to take on some of the world's largest consumer brands, according to company co-founder Lowry, Adam. Here he tells the story of trying to land a major retail account, and how resourcefulness and an emphasis on design helped to close the deal.

Lowry, Adam, Serial Innovation to Create Change 2011-11-09 2837

Serial Innovation to Create Change

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Co-Founder Lowry, Adam loves it when competitors copy Method's products because it means they are changing the rules of the game. Lowry also explains why this allows his company to innovate in the cleaning products category and pushes their industry to create desired social change.

Lowry, Adam, The Importance of Product Adoption 2011-11-09 2838

The Importance of Product Adoption

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To find success, you need to design innovation for adoption by consumers, says Lowry, Adam of Method Products. According to Lowry, no matter how innovative or sustainable your product may be, if using it is difficult or inconvenient for customers, they will not buy it.

Lowry, Adam, Culture as a Sustainable Advantage 2011-11-09 2839

Culture as a Sustainable Advantage

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Method Products prides itself on maintaining a unique, open and collaborative culture, says Co-Founder Lowry, Adam. Moreover, this commitment offers Method an advantage over larger competitors. Lowry describes how culture affects product prototyping and realization, hiring practices and the values empowering employees to live the mission.

Lowry, Adam, Patenting Technology Over Products 2011-11-09 2840

Patenting Technology Over Products

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In this short video, Method Products Co-Founder Lowry, Adam explains why his company is more likely to patent new technologies related to product development than to patent product formulations.

Mead, Dana, Historical Growth of Venture Capital 2011-11-16 2841

Historical Growth of Venture Capital

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KPCB Partner Mead, Dana offers a historical perspective of venture capital, from its origin as a boutique industry to its current place as an established asset class. Mead also discusses why university endowments, particularly those at Stanford and Yale, drove the explosive growth of venture capital in California and the rest of the United States.

Mead, Dana, Where Does the Capital Come From? 2011-11-16 2842

Where Does the Capital Come From?

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Venture capitalist Mead, Dana explains the sources of his firm's funding, which include university endowments, foundations, funds, individual investors and limited partners. Mead also lays out how a venture capital firm is paid through management fees and a percentage of the "carry," or any returns beyond the initial investments.

Mead, Dana, A Day in the Life of a Venture Capitalist 2011-11-16 2843

A Day in the Life of a Venture Capitalist

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KPCB Partner Mead, Dana offers a glimpse into his day-to-day activities as a venture capitalist, where he focuses on looking at new ventures, working with entrepreneurs at current ventures and networking. "We practice really hard everyday at saying no nicely," says Mead, as it's important to maintain relationships with entrepreneurs and leave the door open for other deals down the road.

Mead, Dana, Finding Your First Money 2011-11-16 2844

Finding Your First Money

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KPCB Partner Mead, Dana tells why entrepreneurs looking for initial funding should probably not start with venture capital firms. When searching for early seed funds, Mead suggests friends, colleagues and angel investors as more likely and effective sources.

Mead, Dana, Understanding Early Valuations 2011-11-16 2845

Understanding Early Valuations

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Venture capitalist Mead, Dana lays out the basic math behind early-stage valuations. Using his experience focusing on life sciences companies, Mead explains the dynamics of equity stakes, dilution, management pools, and he also describes what early series money can do for a company.

Mead, Dana, Talk Openly About Risk and Reward 2011-11-16 2846

Talk Openly About Risk and Reward

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According to venture capitalist Mead, Dana, if you come in for a meeting, "don't be afraid to talk about what the risks are." Mead asserts that venture capitalists deal with risk all the time, so entrepreneurs make a mistake in presenting rosy pictures for growth and revenue, without presenting a balanced picture that includes risks around a new venture.

Mead, Dana, Venture Capitalists Mitigate Risks 2011-11-16 2847

Venture Capitalists Mitigate Risks

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Venture capitalists work diligently to identify, understand and mitigate risks in the ventures they invest in, says Mead, Dana, partner at KPCB. Mead explains the importance of trying to solve for risks as early as possible and his firm's willingness to fail in pursuit of answering grand challenges in the world.

Mead, Dana, Cycles of Success in Venture Capital 2011-11-16 2848

Cycles of Success in Venture Capital

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KPCB Partner Mead, Dana describes how much of the large returns seen in the venture capital industry, over the past 40 years, actually occurred during a handful of three year periods during that time.

Mead, Dana, Deals are Built from Relationships 2011-11-16 2849

Deals are Built from Relationships

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Venture capitalist Mead, Dana admits rarely meeting with entrepreneurs from ventures submitted through a cold call process. Mead says the reality is deals grow out of relationships he personally forms with other venture capitalists and entrepreneurs. He emphasizes the importance of networking and leveraging resources when entrepreneurs plan to try and raise money.

Mah, Jessica, A Startup is a Learning Experience [Entire Talk] 2011-11-30 2850

A Startup is a Learning Experience [Entire Talk]

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InDinero Founder Mah, Jessica discusses the realities of the startup experience, in conversation with STVP faculty member and entrepreneur Blank, Steve. Sharing the early successes and missteps for her company, Mah honestly reveals the lessons she continues to learn while directing inDinero's path to success through its commitment to customers.

Mah, Jessica, You Don't Need to Drop Out of College 2011-11-30 2851

You Don't Need to Drop Out of College

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As undergraduate students at the University of California Berkeley, Mah, Jessica and a friend had an idea for a product that solved their problems managing business finances. Mah describes the value of finishing college, and some of the early customer insights gained while building the first iteration of the product.

Mah, Jessica, The Accelerator Experience 2011-11-30 2852

The Accelerator Experience

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Mah, Jessica, co-founder of inDinero, shares her experiences participating in Y-Combinator, an early stage startup accelerator. Beyond the financial support and connections accelerators can provide, Mah believes startup founders benefit from meeting and working alongside other entrepreneurs.

Mah, Jessica, Are You Building Products Customer Want? 2011-11-30 2853

Are You Building Products Customer Want?

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What customers want isn't necessarily what you or your engineering team wants to build, says Mah, Jessica, co-founder of inDinero. Mah relates her company's early struggles in aligning the desires of the engineering team with customer feedback and requests for features.

Mah, Jessica, Making Your First Hires 2011-11-30 2854

Making Your First Hires

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Hiring employees who can meet deadlines and that are willing to work with customers is more important than hiring for pure intelligence, says Mah, Jessica, co-founder of inDinero. In this conversation with entrepreneur Blank, Steve, Mah discusses the challenges first time entrepreneurs face when hiring and firing employees.

Mah, Jessica, When Startups Get Press Coverage 2011-11-30 2855

When Startups Get Press Coverage

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Mah, Jessica, co-founder of financial software firm inDinero, examines both the temporary benefits and possible downside to receiving early attention from media outlets. In conversation with entrepreneur Blank, Steve, Mah says it's important to ensure that time spent working with the press translates into sales for your startup.

Mah, Jessica, Avoid Vanity Metrics 2011-11-30 2856

Avoid Vanity Metrics

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Mah, Jessica, co-founder of inDinero, warns entrepreneurs against putting faith in "vanity metrics," numbers that do not reflect the true success of a business, but may sound attractive to the media and general public.

Mah, Jessica, Skip the Fancy Office 2011-11-30 2857

Skip the Fancy Office

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In this conversation with entrepreneur and investor Blank, Steve, inDinero Co-Founder Mah, Jessica offers a humorous story about the dangers of young startups moving into fancy office spaces. Mah urges entrepreneurs to skip extravagant touches (such as hot tubs) and select modest accommodations. According to Mah, "It's a lot more exciting to feel poor and to feel like the underdog."

Mah, Jessica, Launching Too Early 2011-11-30 2858

Launching Too Early

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Mah, Jessica, co-founder of inDinero, relates the impetus behind her company's initial launch. While quick to market, Mah now believes inDinero launched too early, succumbing to pressure to launch. Mah examines some of these peer pressure points, in conversation with entrepreneur and investor Blank, Steve.

Mah, Jessica, Co-Founders Provide a Sanity Check 2011-11-30 2859

Co-Founders Provide a Sanity Check

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Entrepreneur Blank, Steve asks inDinero Co-Founder Mah, Jessica about the value of having a co-founder. Mah explains co-founder Andy Su provides a contrarian opinion to her own, which serves as an invaluable "real time sanity check" when it comes to making critical decisions.

Mah, Jessica, Customer Feedback Tied to Product Development 2011-11-30 2860

Customer Feedback Tied to Product Development

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Get out of the building and actually watch [customers] use the product, says Mah, Jessica, on the subject of customer feedback. Mah believes in-person customer meetings provide high-quality feedback that cannot be easily obtained through online testing. The inDinero co-founder also addresses the challenges in not adding features, even when specifically requested by customers.

Hopkins, Deborah, Talking About a Revolution [Entire Talk] 2012-01-18 2869

Talking About a Revolution [Entire Talk]

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Citi Chief Innovation Officer Hopkins, Deborah believes now is an incredible time for new companies due to the pace of cultural and technological change. As the head of Citi Ventures, Hopkins leads the banking firm's efforts to invest in companies delivering disruptive technology products. Hopkins shares rules for revolutionary entrepreneurs and describes how Citi's initiatives are shaped by empathy for customers and a commitment to sharing new ideas.

Hopkins, Deborah, Revolutionary Transformations in Business 2012-01-18 2870

Revolutionary Transformations in Business

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Citi Chief Innovation Officer Hopkins, Deborah discusses the disruptive and revolutionary changes happening in business, including a move from vertical to horizontal organizational structures, customer control of communication and competitive challenges coming from new directions.

Hopkins, Deborah, Transparency, Openness and Sharing Ideas 2012-01-18 2871

Transparency, Openness and Sharing Ideas

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Citi Chief Innovation Officer Hopkins, Deborah shares principles driving the company forward when it comes to addressing customer needs in a new way. As the head of Citi Ventures, Citi's venture investing unit, Hopkins stresses the importance of concepts such as empathy and openness, as well as the necessity for improved transparency and a willingness to share information both inside and outside the corporation.

Hopkins, Deborah, Proving You Can be a Great Partner 2012-01-18 2872

Proving You Can be a Great Partner

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Hopkins, Deborah knows when an existing corporation enters the Silicon Valley ecosystem it must prove it can be counted on as a long-term, trusted partner. As the head of Citi Ventures, Citi's venture investing unit based in Palo Alto, Hopkins relates the story of one of her organization's first deals illustrating the importance of this idea.

Hopkins, Deborah, The Importance of Design Thinking 2012-01-18 2873

The Importance of Design Thinking

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Citi Chief Innovation Officer Hopkins, Deborah describes the impact of design thinking on her organization's approach to developing new solutions and solving problems for customers. Hopkins also shares why this type of thinking can be particularly transformational in established organizations.

Hopkins, Deborah, How to Act in Revolutionary Times 2012-01-18 2874

How to Act in Revolutionary Times

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Citi Chief Innovation Officer Hopkins, Deborah offers ten lessons on how to act in revolutionary times, which include re-learning to trust your intuition, striking when you see an opening, and carrying the banner for creative chaos.

Osterwalder, Alexander, Tools for Business Model Generation [Entire Talk] 2012-01-26 2875

Tools for Business Model Generation [Entire Talk]

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Entrepreneur and business model innovator Osterwalder, Alexander discusses dynamic, yet simple-to-use tools for visualizing, challenging and re-inventing business models. Osterwalder articulates how to use the visual language of his business model canvas framework, and shares stories of how this approach helps organizations of all sizes to better create, deliver and capture value.

Osterwalder, Alexander, Talking About Business Models 2012-01-26 2876

Talking About Business Models

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Author and entrepreneur Osterwalder, Alexander explains the challenge in defining and discussing business models around the world. Osterwalder also describes his journey from academia to application in building a shared, visual language for articulating and testing business models.

Osterwalder, Alexander, The Business Model Canvas 2012-01-26 2877

The Business Model Canvas

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Osterwalder, Alexander shares a short video to explain the structure of his business model canvas framework. Emphasizing the importance of searching for a business model, Osterwalder says, "Great products are becoming a commodity. It's the combination between great products and a great business model that is going to keep you ahead of the competition in the coming decade."

Osterwalder, Alexander, Sketching Out a Business Model 2012-01-26 2878

Sketching Out a Business Model

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Author and business model innovator Osterwalder, Alexander sketches out a commodities business model with the help of Stanford students. The exercise examines the impact of customer segments, branding, logistics and value proposition on Nestle's Nespresso line of espresso machines and coffee capsules.

Osterwalder, Alexander, Using Business Models to Beat the Competition 2012-01-26 2879

Using Business Models to Beat the Competition

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Author Osterwalder, Alexander and serial entrepreneur Blank, Steve discuss the importance blending a strong, clear story with the building blocks of the business model canvas to out perform competitors. Osterwalder also elaborates on the power of pattern recognition in developing new models.

Osterwalder, Alexander, Mapping Customer Pains to Value Proposition 2012-01-26 2880

Mapping Customer Pains to Value Proposition

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Business model innovator Osterwalder, Alexander lays out reasons to map a product or service's value proposition with the actual pains customers face. Using building blocks from his business model canvas framework, Osterwalder maps the relationship and discusses, with interviewer Blank, Steve, how value is created.

Zoller, Ted D., Building an Entrepreneurial Career [Entire Talk] 2012-02-01 2881

Building an Entrepreneurial Career [Entire Talk]

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Kauffman Foundation Senior Fellow Zoller, Ted challenges Stanford students to engage in entrepreneurship as a practice of action. Based on his research into dealmaker density and network development, Zoller details the power of seizing opportunities and the pathways to developing an entrepreneurial career.

Zoller, Ted D., Intersection of Opportunity and Need 2012-02-01 2882

Intersection of Opportunity and Need

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Ideas that are not acted on are valueless, says Kauffman Foundation Senior Fellow Zoller, Ted, who urges entrepreneurs to take action to release game-changing ideas into the world. Zoller also discusses the approach of entrepreneurs who begin the entrepreneurial process by defining a need in the marketplace.

Zoller, Ted D., Execution is Key 2012-02-01 2883

Execution is Key

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When you have something that is so complicated people can't understand it, you're doing the wrong thing, says Zoller, Ted, senior fellow with the Kauffman Foundation. Zoller articulates why teams can leverage a mix of optimistic and pessimistic personalities, and why money should be viewed as a tool. "Money is not evil, it's a tool. You can use it to make your ideas available."

Zoller, Ted D., Take Advantage of Serendipity 2012-02-01 2884

Take Advantage of Serendipity

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Entrepreneurs put themselves in the position to be lucky and fortunate, according to Kauffman Foundation Senior Fellow Zoller, Ted. In this clip, Zoller asks the audience to reflect on whether they have prepared their minds to take advantage of opportunity when it presents itself. He also explains how successful entrepreneurs make moves at the right moment to capitalize on fortune.

Zoller, Ted D., Adapting to Globalization 2012-02-01 2885

Adapting to Globalization

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In these responses to audience questions, Kauffman Foundation Senior Fellow Zoller, Ted discusses the transformative effects of globalization. Zoller says the more individuals are challenged the more entrepreneurial they need to act in response. He also shows how young people are adapting to address the needs and opportunities in developing regions around the world.

Zoller, Ted D., Dealmaker Networks and Social Capital 2012-02-01 2886

Dealmaker Networks and Social Capital

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Kauffman Foundation Senior Fellow Zoller, Ted believes the concentration of individuals engaged in multiple entrepreneurial activities is a key indicator of the strength of an entrepreneurial ecosystem. Based on Zoller's research in this area, the greater density of these "dealmakers" in a community also helps to activate a region's entrepreneurial growth.

Zoller, Ted D., Paths to an Entrepreneurial Career 2012-02-01 2887

Paths to an Entrepreneurial Career

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Kauffman Foundation Senior Fellow Zoller, Ted describes his findings on the pathways young people take that lead to them becoming dealmakers in an ecosystem. Rather than starting a company out of school or working in venture capital, Zoller says the most likely path is gaining a C-suite position in a larger enterprise and then stepping into entrepreneurial ventures later in a career.

Packard, Warren, Embrace Uncertainty [Entire Talk] 2012-02-09 2888

Embrace Uncertainty [Entire Talk]

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Thuuz Co-Founder and CEO Packard, Warren appreciates how uncertainty is a constant force in the lives of entrepreneurs. Sharing stories from his career as an entrepreneur and venture capitalist, Packard captures how life is a series of decisions made without complete information. He also addresses how his current venture approaches issues of funding and strategic partnerships.

Packard, Warren, Success is Not Pre-Determined 2012-02-09 2889

Success is Not Pre-Determined

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Co-Founder Packard, Warren explains why determinism plays very little role in the success of new ventures, including his own, Thuuz.

Packard, Warren, Team Versus Idea 2012-02-09 2890

Team Versus Idea

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Is the idea or the team more important when starting a venture? Thuuz Co-Founder Packard, Warren shares why team composition has always been more valuable throughout his career.

Packard, Warren, Does Your Venture Need to be Perfect? 2012-02-09 2891

Does Your Venture Need to be Perfect?

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Thuuz Co-Founder and CEO Packard, Warren discusses why some ventures require greater adherence to perfection. Comparing ventures from different industries, Packard encourages entrepreneurs to embrace "the god of partial credit" as a tool, whenever possible.

Packard, Warren, Building Internal Culture 2012-02-09 2892

Building Internal Culture

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Thuuz Co-Founder and CEO Packard, Warren articulates his company's effort to build an internal culture. Among numerous factors playing an impact, Packard identifies how generational difference between employees is at the forefront of their cultural development.

Packard, Warren, Act Globally with Partners 2012-02-09 2893

Act Globally with Partners

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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

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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

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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]

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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

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The act of commitment is not about thinking about it in your head, it's about literally leaning forward and taking the first step, says JOYUS Founder Cassidy, Sukhinder Singh. She describes how the simplest way to start working on a new venture or idea, particularly for young entrepreneurs, is to engage in the basic mechanics of discussing and planning with others.

Cassidy, Sukhinder Singh, Are You the Product Prophet? 2012-02-15 2898

Are You the Product Prophet?

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JOYUS Founder Cassidy, Sukhinder Singh explains the importance of identifying who in a venture serves as the "product prophet," the person with the vision of what will come next for the consumer. She explains that venture firms want to invest in companies that have this person on the team and why this is not always the person serving as CEO.

Cassidy, Sukhinder Singh, Develop Operating Range 2012-02-15 2899

Develop Operating Range

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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

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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

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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

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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

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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]

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Serial entrepreneur and investor Hoffman, Reid encourages individuals to become the entrepreneurs of their own lives. Hoffman shares the importance of taking intelligent risks, building thoughtful networks and continually adapting your skills to navigate a fulfilling career path.

Hoffman, Reid, Individuals Must Respond to Globalization 2012-02-22 2906

Individuals Must Respond to Globalization

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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]

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Entrepreneur and successful executive Church, Jeff founded Nika Water to create a thriving social enterprise that supports clean water projects in impoverished countries. In this inspiring lecture, Church lays out his motivations for striking out on his own, the challenges of the global water crisis and the essential lessons aspiring entrepreneurs need to learn.

Church, Jeff, Shaped by Formative Experiences 2012-04-11 2934

Shaped by Formative Experiences

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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

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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

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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?

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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

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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

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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

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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

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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]

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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?

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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?

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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

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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

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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

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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

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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

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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

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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"

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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

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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]

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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]

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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

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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

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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

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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

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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

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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

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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

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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

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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]

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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?

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Do you need to be and act like Steve Jobs to mirror the success the late co-founder created as the head of Apple? While the answer is no, says Fortune magazine Senior Editor Lashinsky, Adam, entrepreneurs should carefully examine how Jobs ran Apple and choose from the many applicable lessons that fly in the face of traditional business practice.

Lashinsky, Adam, When Steve Jobs Returned to Apple 2012-05-23 2975

When Steve Jobs Returned to Apple

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Fortune magazine Senior Editor Lashinsky, Adam explains the challenges faced by Apple when co-founder Steve Jobs returned to the company in 1997. With the company on the verge of insolvency, Lashinsky discusses what actions Jobs took to streamline the product line, fix supply chain operations, and unify the company's branding.

Lashinsky, Adam, Keeping Company Secrets 2012-05-23 2976

Keeping Company Secrets

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Based on his research into the inner workings of Apple, Fortune magazine Senior Editor Lashinsky, Adam describes the premium the company places on keeping secrets, even when it comes to internal communications and processes. According to Lashinsky, Apple's commitment to secrecy often includes employees only seeing finished products they worked on once the products are revealed to the general public.

Lashinsky, Adam, Every Detail Matters 2012-05-23 2977

Every Detail Matters

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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

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Part of Apple's success is due to the company's ability to integrate hardware and software, says Fortune magazine Senior Editor Lashinsky, Adam. Here the author of Inside Apple explains how the company wins by using a classic vertical integration model, saying 'no' to unnecessary features, and also excels at innovation by allowing product design to lead over engineering or financial concerns.

Lashinsky, Adam, Directly Responsible Individuals 2012-05-23 2979

Directly Responsible Individuals

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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

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Creating clear and compelling messaging is key to Apple's marketing approach, says Fortune magazine Senior Editor Lashinsky, Adam. Moreover, the company compounds success in this area by staying on a unified message. Lashinsky also shares an amusing example of how Apple reminds its employees to strive for simplicity.

Lashinsky, Adam, Leadership Questions for Apple 2012-05-23 2981

Leadership Questions for Apple

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Fortune magazine Senior Editor Lashinsky, Adam describes the leadership challenge Apple now faces following the death of co-founder Steve Jobs. This is a major question facing the company, says Lashinsky, as "Today, Apple is not led by entrepreneurs." Lashinsky also outlines the backgrounds and experience of Apple's current upper management team.

Lashinsky, Adam, Doing the Best Work of Your Career 2012-05-23 2982

Doing the Best Work of Your Career

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Apple is a culture of work; it's not a culture of play, says Inside Apple author Lashinsky, Adam. In response to a question comparing the cultures of Apple and Google, Lashinsky agrees the two are diametrically opposed, and that Apple sees little value in trying to "entertain its employees." While Apple is a demanding environment, says Lashinsky, many employees love the experience as they are given the opportunity to do the best work of their careers.

Houston, Drew, Finding Your Way as an Entrepreneur [Entire Talk] 2012-05-30 2983

Finding Your Way as an Entrepreneur [Entire Talk]

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Co-Founder Houston, Drew shares personal moments from starting the cloud-based file storage service Dropbox. Houston touches on the importance of persevering through early challenges at a startup, selecting the right co-founder, and focusing on solving problems to maximize customer happiness.

Houston, Drew, It's Not About Checking Off Boxes 2012-05-30 2984

It's Not About Checking Off Boxes

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There's a bunch of different paths to success, says entrepreneur Houston, Drew. Here the co-founder of Dropbox explains why founding companies is not about "checking off boxes" from a list, and encourages entrepreneurs to embrace the fact that they won't have all the answers.

Houston, Drew, Motivated to Solve a Problem 2012-05-30 2985

Motivated to Solve a Problem

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Co-Founder Houston, Drew tells the origin story of Dropbox, his cloud-based online file storage company. Houston admits going after an idea in what was a crowded space, but explains the personal pain points that drove him to create the first version of his product.

Houston, Drew, How I Met My Co-Founder 2012-05-30 2986

How I Met My Co-Founder

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Dropbox CEO Houston, Drew describes how he met his co-founder, Arash Ferdowsi. After a visit to Silicon Valley, Houston and Ferdowsi were introduced and decided they would work together on the project. While it worked out great, says Houston, "It was kind of like getting married on the first date."

Houston, Drew, Learning Happens One Day at a Time 2012-05-30 2987

Learning Happens One Day at a Time

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Dropbox Co-Founder Houston, Drew believes false mythologies about tech company founders do a disservice to aspiring entrepreneurs. While many people think all tech founders start with world conquering visions, says Houston, the reality is that founders learn one day at a time just like everyone else.

Houston, Drew, Distribution and Growing Your User Base 2012-05-30 2988

Distribution and Growing Your User Base

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According to Dropbox Co-Founder Houston, Drew, the need for product distribution strategies is often overlooked at startups. Here he shares some of the mistakes he made around this issue and some of the guerilla-style successes the company achieved to grow their user base.

Houston, Drew, Should You Worry About Competition? 2012-05-30 2989

Should You Worry About Competition?

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While it is important to consider the competition, says Dropbox Co-Founder Houston, Drew, time and energy are better spent on factors within your control. Houston asserts a strong internal focus is far more important than worrying about competition, because for startups, "suicide is a much more common cause of death than homicide."

Houston, Drew, Customer Requests and Engineering Trade-offs 2012-05-30 2990

Customer Requests and Engineering Trade-offs

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Dropbox Co-Founder Houston, Drew articulates why one of the biggest challenges his company faces is deciding the order in which to build features or fix problems. Houston shares insights from his company's experiences interacting with customer requests for changes, and the considerations that come into play when making decisions on these requests.

Wang, Ge, 1977-, A Startup in Harmony [Entire Talk] 2012-10-03 2999

A Startup in Harmony [Entire Talk]

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Co-Founders Wang, Ge and Smith, Jeff share how their passion for music and technology discovered its full voice in the founding of Smule, whose applications seek to liberate the musician in everyone. Wang emphasizes how technology should enable human connection and reaction, and Smith shares insights on the mobile space and the importance of product focus.

Wang, Ge, 1977-, Opportunity Aligned with Interests 2012-10-03 3000

Opportunity Aligned with Interests

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Smule Co-Founder Wang, Ge tells the origin story of his company, which seeks to connect the world through music and expression. Wang describes himself as an "accidental entrepreneur" who chose to start a company when he and his co-founder saw alignment between their research interests and emerging opportunities in the mobile space.

Wang, Ge, 1977-, When Technology Disappears and Creates Calm 2012-10-03 3001

When Technology Disappears and Creates Calm

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Smule Co-Founder Wang, Ge discusses how the most profound technologies eventually disappear into the background of daily life. Building on ideas of the late Mark Weiser, former chief scientist at Xerox PARC, Wang explains the importance of technology's ability to create calm.

Smith, Jeff, Scrutinize Decisions 2012-10-03 3002

Scrutinize Decisions

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Smith, Jeff, CEO and co-founder of Smule, explains how applying a venture capitalist's perspective to decision making is a discipline that allows you to see where ideas will likely fail.

Smith, Jeff, What is a Product? 2012-10-03 3003

What is a Product?

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Product is everything, says Smule Co-Founder and CEO Smith, Jeff. While his entrepreneurial experiences taught him the impact of sales and marketing, Smith still sees product as king. Smith also describes how marketing succeeds when it features use cases of the product experience that customers can share.

Smith, Jeff, Entering the Mobile Application Space 2012-10-03 3004

Entering the Mobile Application Space

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Smule CEO and Co-Founder Smith, Jeff describes his company's early market analysis and decision to enter the mobile application space. Smith touches on making intelligent bets on emerging platforms and the response from early investors.

Cabane, Olivia Fox, Build Your personal Charisma [Entire Talk] 2012-10-10 3005

Build Your personal Charisma [Entire Talk]

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Debunking charisma as being purely innate or magical, Cabane, Olivia Fox reveals how specific behaviors of presence, power and warmth can help individuals to develop their personal charisma. The author of The Charisma Myth also shares anecdotes and research that illustrate how elements of charisma are learned, interpreted and impact relationships.

Cabane, Olivia Fox, Presence Plays a Role 2012-10-10 3006

Presence Plays a Role

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Author Cabane, Olivia Fox describes how behaviors of presence play a crucial role in developing charisma. Fox Cabane explains how a lack of presence can be detrimental to a person's authenticity and she shares tips for maintaining presence in the moment.

Cabane, Olivia Fox, The Mental Side of Power 2012-10-10 3007

The Mental Side of Power

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Cabane, Olivia Fox, author of The Charisma Myth, illustrates how self-confidence is easily undermined by the pervasive and pernicious "impostor syndrome." She also explains how the human mind's filtering processes prevent each of us from seeing a true representation of reality.

Cabane, Olivia Fox, How to Rewrite Reality 2012-10-10 3008

How to Rewrite Reality

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Author and leadership coach Cabane, Olivia Fox shares the challenges an individual faces when trying to create warmth and empathy as behaviors for building charisma. She also shares a valuable technique for restoring mental balance and focus through the power of cognitive reframing.

Yang, Geoff, Timing Matters [Entire Talk] 2012-10-17 3009

Timing Matters [Entire Talk]

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Venture capitalist Yang, Geoff challenges entrepreneurs to "think huge" and to complete the due diligence necessary to understand markets they plan to enter. Yang dispels myths about relationships between founders and investors and encourages new entrepreneurs to be thoughtful about taking on outside capital and engaging venture capitalists.

Yang, Geoff, Founder Myths 2012-10-17 3010

Founder Myths

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Venture capitalist Yang, Geoff dismantles some prevailing myths around startup founders, including starting a venture before developing an idea and skipping out on doing the "homework" of market and competitive analysis.

Yang, Geoff, No New Business Models Under the Sun 2012-10-17 3011

No New Business Models Under the Sun

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It's my belief that almost every model has been tried, says Yang, Geoff, founding partner at Redpoint Ventures. Yang encourages entrepreneurs and investors to look across industries, and throughout history, to find analogous models to understand how a new venture's approach might succeed or fail.

Yang, Geoff, See Patterns Where Others See Chaos 2012-10-17 3012

See Patterns Where Others See Chaos

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Venture capitalist Yang, Geoff explains how successful entrepreneurs and investors have the ability to recognize patterns among disparate events, technological advances and changes in society.

Yang, Geoff, Defining an Attractive Market 2012-10-17 3013

Defining an Attractive Market

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Yang, Geoff, founding partner at Redpoint Ventures, lays out measures he uses to identify and define attractive markets to enter. These measures include finding opportunities that are standing in "the path of progress," or that will change the economics of a current solution.

Yang, Geoff, To VC or Not to VC 2012-10-17 3014

To VC or Not to VC

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Taking venture capital isn't for everybody, according to Yang, Geoff, a founding partner at Redpoint Ventures. While companies who take on venture capital gain resources, unbiased expertise, and access to valuable networks, says Yang, entrepreneurs must understand that in exchange for these resources they will be giving up some ownership and control.

Yang, Geoff, A Few Misconceptions 2012-10-17 3015

A Few Misconceptions

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Venture capitalist Yang, Geoff examines some misconceptions he frequently sees and hears around starting companies and working with venture capital. These misconceptions relate to customer feedback, hiring experience over talent, and power plays by investors that target original founders.

Yang, Geoff, Skills for Starting 2012-10-17 3016

Skills for Starting

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In response to an audience question, venture capitalist Yang, Geoff explains the skills he values in entrepreneurs, particularly around technology startups. Yang describes the importance of getting the right mix between engineering knowledge and product knowledge that can serve as the voice of the customer within a venture.

Botha, R. F. (Roelof Frederik), 1932-, Impact: Stanford Entrepreneurship and Innovation [Entire Talk] 2012-10-24 3017

Impact: Stanford Entrepreneurship and Innovation [Entire Talk]

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This special presentation features a panel of Stanford alumni reflecting on their personal entrepreneurial experiences at Stanford and in the vibrant Silicon Valley ecosystem. This conversation follows a presentation of remarkable results from the Stanford Innovation Survey, measuring the economic impact of Stanford alumni engaged in entrepreneurial activity.

Eesley, Charles, Stanford Innovation Study Findings 2012-10-24 3018

Stanford Innovation Study Findings

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Stanford Management Science & Engineering Assistant Professor Chuck Eesley shares impressive economic results and quantitative data collected from the Stanford Innovation Survey, which measured the economic impact of Stanford alumni engaged in entrepreneurial activity.

Botha, R. F. (Roelof Frederik), 1932-, Entrepreneurship is Not Synonymous With Founder 2012-10-24 3019

Entrepreneurship is Not Synonymous With Founder

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Entrepreneurship is not synonymous with being a founder, says Roelof Botha, a partner at Sequoia Capital. Using examples from his colleagues at PayPal, Botha urges individuals with an entrepreneurial drive to join other small companies first to learn a lot and live out the entrepreneurial spirit before founding a company.

Botha, R. F. (Roelof Frederik), 1932-, Exporting the Stanford Ecosystem 2012-10-24 3020

Exporting the Stanford Ecosystem

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Responding to a question from Heidi Roizen, Stanford alumni panelists describe the challenge of exporting aspects of Stanford's entrepreneurial ecosystem. Sequoia Capital's Roelof Botha expresses the need for patience in developing interplay between academia, finance and industry, as well as flexible legal and financial conditions. Kit Rodgers of Cryptography Research also articulates why a willingness to fail is a crucial attitude for developing a vibrant ecosystem.

Nag, Divya, Benefits of Multidisciplinary Exposure 2012-10-24 3021

Benefits of Multidisciplinary Exposure

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Former Stanford students Divya Nag and Kit Rodgers shares examples of multidisciplinary approach and environments that benefit members of the Stanford community, which serve as a catalyst for innovation.

Garrity, Steve, What it Means to Learn Entrepreneurship 2012-10-24 3022

What it Means to Learn Entrepreneurship

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Entrepreneurial former Stanford students Kit Rodgers, Steve Garrity and Divya Nag discuss whether entrepreneurship can be taught or learned, and whether entrepreneurial skills come from innate qualities within an individual. Concepts explored include exposure to conducive environments, being entrepreneurially-minded as a member of a team, and the importance of pattern recognition.

Lee, Jess, Path and Purpose of a First-TIme CEO [Entire Talk] 2012-11-07 3023

Path and Purpose of a First-TIme CEO [Entire Talk]

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In this insightful conversation with investor Peter Fenton of Benchmark Capital, Polyvore CEO and co-founder Jess Lee talks about her personal and professional transition from working at a large organization to a becoming an entrepreneurial, first-time CEO. Fenton and Lee also examine the priorities of the CEO role, founder and investor relations, and creating the right team to build the product.

Wasserman, Noam, 1969-, The Founder's Dilemmas [Entire Talk] 2012-10-31 3024

The Founder's Dilemmas [Entire Talk]

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Drawing on a decade of research and interviews with company founders, Harvard Business School Associate Professor Wasserman, Noam explores many of the momentous early decisions and pitfalls faced by entrepreneurs and investors. Wasserman outlines paths and options for founders, with an emphasis on the frequently challenging people issues that can inhibit startup success.

Wasserman, Noam, 1969-, Reasons for Failure in High-Potential Startups 2012-10-31 3025

Reasons for Failure in High-Potential Startups

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Wasserman, Noam, of Harvard Business School, explains how he came to focus on trying to understand why high potential startups commonly fail. According to Wasserman, while a certain percentage of these ventures succumb to issues of product or market fit, the vast majority meet their end due to people problems.

Wasserman, Noam, 1969-, A Co-Founder Dilemma 2012-10-31 3026

A Co-Founder Dilemma

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Harvard Business School Associate Professor Wasserman, Noam shares some of the key paths and subsequent dilemmas faced by startup founders. Highlighting insights and research collected is his book, The Founder's Dilemmas, Wasserman looks closely at the inherent pitfalls of how and where entrepreneurs select co-founding partners.

Wasserman, Noam, 1969-, Real Lessons in Equity Splits 2012-10-31 3027

Real Lessons in Equity Splits

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Wasserman, Noam, associate professor at Harvard Business School, discusses decisions around the timing and structure of co-founder equity splits. To illustrate the dynamics and uncertainties in play in these decisions, Wasserman contrasts real-world examples from Zipcar and Ockham Technologies.

Wasserman, Noam, 1969-, When Founders are Replaced 2012-10-31 3028

When Founders are Replaced

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As a startup founder, "your success will breed your demise," says Harvard Associate Professor and author Wasserman, Noam. Here the author of The Founder's Dilemmas shares data and insights from his extensive research to explain when, and under what conditions, company founders are replaced.

Lee, Jess, Learn by Working in Large Organizations 2012-11-07 3029

Learn by Working in Large Organizations

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In making career decisions, Polyvore CEO Jess Lee cites advice she received from Mayer, Marissa, "Always choose the path that is most challenging." In this conversation with Peter Fenton of Benchmark Capital, Lee discusses the benefits and challenges of working inside a large organization and the value of learning from mentors.

Lee, Jess, Earning the CEO Role 2012-11-07 3030

Earning the CEO Role

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Polyvore CEO & Co-Founder Jess Lee describes how the organic growth of the company made for her natural transition in the CEO role, as it became "less about building the product and more about building the team that builds the product." With Benchmark Capital's Peter Fenton, Lee discusses CEO ambition, control issues, and unexpected aspects of the CEO role.

Lee, Jess, Learning as a Leader 2012-11-07 3031

Learning as a Leader

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Responding to a question from Peter Fenton of Benchmark Capital, Polyvore CEO & Co-Founder Jess Lee shares some of the mistakes that she learned from in leading an organization, including not talking to enough fellow entrepreneurs and waiting too long to rectify hiring mistakes.

Lee, Jess, Community Approach to Social Commerce 2012-11-07 3032

Community Approach to Social Commerce

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Polyvore CEO and Co-Founder Jess Lee lays out her company's approach of using technology to empower communities and track trends to improve the product experience of social commerce.

Lee, Jess, Ways to Resolve Leadership Conflicts 2012-11-07 3033

Ways to Resolve Leadership Conflicts

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Polyvore CEO Jess Lee and Benchmark Capital's Peter Fenton talk about resolving differences and conflicts between founders, executives and directors. Lee explains differences of opinion can be solved through testing competing approaches to problems and Fenton encourages helping executives work toward finding interlocking objectives that allow teams to raise their focus to a higher, shared purpose.

Lee, Jess, The Danger of Inaction 2012-11-07 3034

The Danger of Inaction

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CEOs that freeze in decision making quickly cause politics in their teams, says venture capitalist Peter Fenton. Here Fenton talks with Polyvore CEO Jess Lee about the need for leaders to make timely decisions to provide necessary direction and the dangers of CEO inaction.

Gates, Melinda, 1964-, Pursue Passions with a Vengeance [Entire Talk] 2012-11-14 3035

Pursue Passions with a Vengeance [Entire Talk]

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Through stories of creating meaningful impact around the world, Gates, Melinda explains how the Gates Foundation seeks to solve global challenges through innovation in the areas of health and education. Gates also shares life experiences and insights gained on working with others, pursuing life passions, and being committed to volunteerism.

Gates, Melinda, 1964-, Puzzles and Challenges 2012-11-14 3036

Puzzles and Challenges

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Gates, Melinda shares a personal anecdote of doing puzzles with her husband, Bill, and how this activity serves as a metaphor for tackling hard problems, pushing through frustration, and learning to appreciate differing perspectives.

Gates, Melinda, 1964-, Creating Markets to Solve Problems 2012-11-14 3037

Creating Markets to Solve Problems

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Gates Foundation Co-Chair Gates, Melinda describes how her organization helped in developing an innovative way to create new vaccine markets to combat childhood deaths in the developing world. Gates explains how the road to finding a solution begins by examining and taking apart established problems and systems.

Gates, Melinda, 1964-, A Learning Journey 2012-11-14 3038

A Learning Journey

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Gates, Melinda, co-chair of the Bill & Gates, Melinda Foundation, tells the story of her learning journey to understand why so many women around the world cannot gain access to contraception. Gates discusses understanding the needs of women in the developing world and addressing the cultural and fundraising hurdles to supporting this effort.

Gates, Melinda, 1964-, Making Change Through Cultural Lines 2012-11-14 3039

Making Change Through Cultural Lines

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Using a illustrative example from her experiences in Niger, Gates, Melinda talks about developing approaches to increasing contraception access and use, by tapping into the cultural realities and interactions between groups of men and women.

Gates, Melinda, 1964-, Get Involved Now 2012-11-14 3040

Get Involved Now

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Gates, Melinda urges people to get involved in making change by learning about something you are passionate about and taking full advantage of the numerous places to connect on the web.

Siegel, Sue, A Healthy Respect for Innovation [Entire Talk] 2012-11-28 3041

A Healthy Respect for Innovation [Entire Talk]

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Siegel, Sue, CEO of GE's healthymagination unit, offers sound advice from her experiences commercializing new technologies and innovations in the fields of biomedicine and healthcare. Siegel also explains how innovation is created in organizations of all sizes, how values impact the quality of team performance, and ways for evaluating career decisions.

Siegel, Sue, Evaluating Career Decisions 2012-11-28 3042

Evaluating Career Decisions

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GE healthmagination CEO Siegel, Sue offers advice and tools for comparing and contrasting job opportunities, including a methodology for understanding what aspects of a new job are truly valuable.

Siegel, Sue, The Soft Skills Matter 2012-11-28 3043

The Soft Skills Matter

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The skills that matter most when you move up in an organization are not actually taught in schools, says GE healthmagination CEO Siegel, Sue. Here Siegel describes why the soft skills of working with and sharing credit with others, and being able to express empathy, are critical to personal and professional success.

Siegel, Sue, Ways of Working 2012-11-28 3044

Ways of Working

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Siegel, Sue, CEO of GE healthymagination, offers a thoughtful list of values for properly setting team expectations and interactions. While these ideas may seem obvious at first glance, says Siegel, a commitment to these values imbues teams with the cohesiveness and integrity needed to build a high-quality culture.

Siegel, Sue, Attitude and Approach to Innovation 2012-11-28 3045

Attitude and Approach to Innovation

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GE healthymagination CEO Siegel, Sue explains why attitude and behavior are important to affect change in organizations. Siegel also says you can create room for innovative work in an organization by starting new things that the company is currently not doing.

Siegel, Sue, Uncertainty and Accountability 2012-11-28 3046

Uncertainty and Accountability

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Siegel, Sue, CEO of GE healthymagination, discusses balancing uncertainty with accountability in startups and large organizations. If unable to discover an answer, says Siegel, she will force one or eventually decide to move on from an organization.

Wuh, Hank C.K., Disruptive Innovation Can Happen Anywhere [Entire Talk] 2013-01-16 3055

Disruptive Innovation Can Happen Anywhere [Entire Talk]

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Surgeon, inventor and entrepreneur Dr. Wuh, Hank shares examples of how his firm, Skai Ventures, based in Hawaii, takes a hands-on approach to launching high-growth businesses. Wuh explores the challenges of identifying disruptive innovations that are commercially viable and building profitable companies that aim to do good in the world.

Wuh, Hank C.K., Bitten by the Bug 2013-01-16 3056

Bitten by the Bug

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Surgeon and Skai Ventures Founder Dr. Wuh, Hank describes how he was bitten by the entrepreneurial bug while completing his medical training at Stanford. Wuh explains he became interested in business and commercialization by identifying problems that needed to be solved in the operating room.

Wuh, Hank C.K., Not Everyone is Built to be an Entrepreneur 2013-01-16 3057

Not Everyone is Built to be an Entrepreneur

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Skai Ventures Founder Dr. Wuh, Hank explains why not everyone is built to be an entrepreneur, and compares the challenging mental game of being an entrepreneur to the hard work and dedication of an athlete.

Wuh, Hank C.K., What Interns Learn on the Job 2013-01-16 3058

What Interns Learn on the Job

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Dr. Wuh, Hank discusses how his firm, Skai Ventures, works with interns to plug them into projects of interest, while also helping them build solid presentation skills that will be valuable throughout their careers.

McCormick, Steven, Drive Change Through Entrepreneurship [Entire Talk] 2013-01-23 3059

Drive Change Through Entrepreneurship [Entire Talk]

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McCormick, Steven, president of the Gordon and Betty Moore Foundation, discusses the value and continued need of an entrepreneurial approach in the philanthropic sector. McCormick also shares lessons learned on staying obsessively focused on outcomes, the critical need to measure success, and how to create change by being a 'positive deviant' inside organizations.

McCormick, Steven, Focus on Outcomes, Not Activity 2013-01-23 3060

Focus on Outcomes, Not Activity

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One of greatest organizational challenges in the nonprofit sector is knowing how well you are doing, says Moore Foundation President McCormick, Steven. In a space with fewer precise metrics for measuring effectiveness, says McCormick, organizations must avoid following into the trap of thinking of success in terms of tactics and activities, rather than outcomes.

McCormick, Steven, Challenges in a Culture of Consensus 2013-01-23 3061

Challenges in a Culture of Consensus

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Moore Foundation President McCormick, Steven discusses the prevalence of a "culture of consensus" inside nonprofit organizations. In this type of culture, employees committed to the mission may feel entitled to touch all decisions and, subsequently, if they disagree with a decision, may also feel a false sense of entitlement to not align with the decision.

McCormick, Steven, Philanthropy Needs Entrepreneurial Zeal 2013-01-23 3062

Philanthropy Needs Entrepreneurial Zeal

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Moore Foundation President McCormick, Steven explains how an influx of entrepreneurial thinking could empower the philanthropic sector to become one of the largest drivers of social change. Advancing the entrepreneurially inspired approach to philanthropy espoused by Gordon Moore, McCormick encourages those with entrepreneurial mindsets to come to work in philanthropy.

McCormick, Steven, No Incentive to Change 2013-01-23 3063

No Incentive to Change

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Nonprofits frequently do not have the external drivers necessary to cause required change, says Moore Foundation President McCormick, Steven. Sharing a story from a colleague, McCormick illustrates how organizations differ when driven by internal versus external concerns.

McCormick, Steven, Measuring the Wrong Thing 2013-01-23 3064

Measuring the Wrong Thing

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If a nonprofit puts the emphasis on what is solely measurable, it can inadvertently cause the organization to do things that are not part of their mission, says McCormick, Steven, president of the Moore Foundation. Here McCormick shares a sobering example of when an institution measures by the wrong metric.

McCormick, Steven, Danger of Chasing the Money 2013-01-23 3065

Danger of Chasing the Money

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Moore Foundation President McCormick, Steven explains how the unrelenting pressure to accept funding can cause an organization to lose operational focus on pursuing their mission. Using an example from earlier in his career at The Nature Conservancy, McCormick describes how this slippery slope can also inadvertently exacerbate funding issues.

McCormick, Steven, Be the Positive Deviant 2013-01-23 3066

Be the Positive Deviant

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McCormick, Steven, president of the Moore Foundation, believes an entrepreneur is an entrepreneur no matter what sector they are in. However, having seen so many people leave nonprofit organizations to become social entrepreneurs, McCormick encourages those considering this move to instead try to become a "positive deviant" for change inside their current organization.

Lilly, John, White Space is Everywhere [Entire Talk] 2013-01-30 3067

White Space is Everywhere [Entire Talk]

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Entrepreneur and investor Lilly, John makes a sound pitch for why this moment in time is full of promise for passionate entrepreneurs willing to charge into the current white space of opportunity. Lilly also explains the idiosyncratic nature of investors and the goal of creating large, durable companies with the capacity to change the world.

Lilly, John, Three Rules for Entrepreneurs 2013-01-30 3068

Three Rules for Entrepreneurs

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Venture capitalist Lilly, John expresses three rules for entrepreneurs to consider: make things for as long as you can, find a tribe of people you really want to collaborate with, and do work that makes your soul sing.

Lilly, John, Joining the Software Revolution 2013-01-30 3069

Joining the Software Revolution

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Investor and entrepreneur Lilly, John shares how he became interested in human computer interaction at Stanford, and the moment he was inspired by the thoughts of entrepreneur Kapor, Mitch, who championed software design to make us fundamentally more human in our interactions with technology.

Lilly, John, An Amazing Act of Leadership 2013-01-30 3070

An Amazing Act of Leadership

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Venture capitalist Lilly, John reflects on his time at Apple during trying economic times and shares a story of bold leadership by the late Steve Jobs.

Lilly, John, Best Accident of My Career 2013-01-30 3071

Best Accident of My Career

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Venture capitalist Lilly, John shares how he was drawn to the role of leading Mozilla, the organization behind the Firefox browser. Rather than seeking to dominate the market, Lilly explains why he and the organization were driven to create a more competitive market. He also shares the moment when he knew he had to join the effort.

Lilly, John, Realities of Consumer Internet at Scale 2013-01-30 3072

Realities of Consumer Internet at Scale

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Venture capitalist Lilly, John articulates the realities of having success at scale in the consumer Internet space. He shares illuminating facts on the frequency of success, and the secret sauce of companies that leverage network effects and distribution advantages. Lilly also offers a valuable explanation of the difference between product "virality" and word-of-mouth buzz.

Lilly, John, What Will You Create in White Space? 2013-01-30 3073

What Will You Create in White Space?

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Believing that we are exiting the "dark ages of computing," investor and entrepreneur Lilly, John issues a challenge to technology entrepreneurs in this era of chaos: What will you create in the white space of opportunity that lies ahead?

Lilly, John, Context Switching is Not Easy 2013-01-30 3074

Context Switching is Not Easy

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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

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On finding team members to work with, investor Lilly, John paraphrases Warren Buffet: "You look for three qualities: integrity, intelligence, and energy. And if they don't have the first, the other two will kill you." Lilly also expresses the importance of placing yourself in hard situations that allow you to learn.

Draper, Tim, Calling All Entrepreneurial Heroes [Entire Talk] 2013-02-06 3076

Calling All Entrepreneurial Heroes [Entire Talk]

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In this lively presentation, Draper, Tim, managing director of Draper Fisher Jurvetson, shares his global experiences funding entrepreneurial heroes who "break down walls." Draper shares attributes that support viable entrepreneurial environments, and encourages aspiring entrepreneurs to attack established monopolies and to never fear making mistakes.

Draper, Tim, Gaining Global Perspective 2013-02-06 3077

Gaining Global Perspective

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DFJ Managing Director Draper, Tim talks about how his firm first began to see new opportunities across the globe, based on the interconnectedness of people in an ever shrinking world.

Draper, Tim, Entrepreneurial Commitment 2013-02-06 3078

Entrepreneurial Commitment

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Draper, Tim, managing director of DFJ, shares a story of an entrepreneur's committed mindset to making things happen, even when it means breaking the product to do it.

Draper, Tim, An Open Field in China 2013-02-06 3079

An Open Field in China

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DFJ Managing Director Draper, Tim relates his first forays as an investor in China, including how early opportunity recognition led his firm to a series of successful deals.

Draper, Tim, When Business is Illegal 2013-02-06 3080

When Business is Illegal

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Draper, Tim, managing director of DFJ, recalls the experience of traveling in Russia, and learning about the generational challenges to that country's willingness to embrace entrepreneurship.

Draper, Tim, Break Down Walls 2013-02-06 3081

Break Down Walls

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Draper, Tim, managing director of DFJ, explains his passion for backing heroic entrepreneurs who "break down walls." Draper also encourages entrepreneurs to look for opportunities to take on established monopolies.

Draper, Tim, The World Needs More Mistakes 2013-02-06 3082

The World Needs More Mistakes

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I think the world needs more mistakes, says Draper, Tim, managing director of DFJ. According to Draper, the current education system too generously rewards perfection and not making mistakes, which runs counter to creating a society full of world-changing entrepreneurs.

Padnos, Cindy, An Enterprising Approach to Investment [Entire Talk] 2013-02-13 3083

An Enterprising Approach to Investment [Entire Talk]

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Illuminate Ventures Founder Padnos, Cindy talks candidly with Stanford Consulting Professor Tom Kosnik about the value of leveraging advisor relationships, the sometimes surprising responsibilities of a CEO, and the fundamental differences between the roles of entrepreneur and venture capitalist.

Padnos, Cindy, Creating Something New 2013-02-13 3084

Creating Something New

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Investor Padnos, Cindy explains why she chose to found Illuminate Ventures in 2009, based on trends she saw in how business processes were being altered due to major shifts in technology. "I am still an entrepreneur at heart," says Padnos, "and when you see an opportunity, you take advantage of it and create something new."

Padnos, Cindy, Investing in Yourself 2013-02-13 3085

Investing in Yourself

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Investor Padnos, Cindy describes the ways in which she built the trust of investment partners when she founded Illuminate Ventures. In conversation with Stanford Consulting Professor Tom Kosnik, Padnos explains how she initially utilized her own funding as a proof of concept on her ability to achieve returns and solid exits.

Padnos, Cindy, The Relationship Element 2013-02-13 3086

The Relationship Element

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Illuminate Ventures Managing Partner Padnos, Cindy shares how relationship formation and development plays a critical, and cyclical, role in the work of entrepreneurs and investors. In conversation with Stanford Consulting Professor Tom Kosnik, Padnos also explains why it is more difficult to raise money for a venture firm than it is for a startup.

Padnos, Cindy, Preparing for What's Next 2013-02-13 3087

Preparing for What's Next

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We won't predict where the future is, the entrepreneurs will, says Padnos, Cindy, founder and managing partner of Illuminate Ventures. Here Padnos deconstructs how her firm identifies new opportunities by leveraging advisor relationships and completing due diligence on new spaces.

Padnos, Cindy, Women in Tech Entrepreneurship 2013-02-13 3088

Women in Tech Entrepreneurship

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Entrepreneur and investor Padnos, Cindy reveals the unique advantages and disadvantages of being female in the world of Silicon Valley. Padnos also articulates the need to develop larger groups of women connected through an affinity for technology entrepreneurship.

Padnos, Cindy, Invest in What You Know 2013-02-13 3089

Invest in What You Know

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Enterprise business buyers fundamentally demand choice, says Padnos, Cindy, managing partner of Illuminate Ventures. According to Padnos, this insight, along with thorough data, support her firm's passion for focusing on investments in enterprise software and cloud computing, instead of in the consumer internet space.

Cohen, Stephen, The Path to Palantir [Entire Talk] 2013-02-20 3090

The Path to Palantir [Entire Talk]

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Cohen, Stephen reflects on his journey from Stanford computer science student to co-founding and building Palantir Technologies. Cohen extolls the joys of hacking projects in school, shares thoughts on the future relationship between man and machine, and shares stories from the colorful early history of Palantir.

Cohen, Stephen, The Joy of Hacking Products 2013-02-20 3091

The Joy of Hacking Products

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Palantir Co-Founder Cohen, Stephen shares the experiential learning approach he adopted during his time at Stanford, which included a heavy dose of hacking products. Cohen also describes how market realities can shape the promise of even the best ideas.

Cohen, Stephen, Brilliant People are Not Enough 2013-02-20 3092

Brilliant People are Not Enough

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I don't think a people first strategy in isolation ever really works, contends Cohen, Stephen, co-founder of Palantir Technologies. Cohen explains why just seeking out brilliant people is not enough, and why entrepreneurs need to surround themselves with passionate individuals who know how to get things done.

Cohen, Stephen, The Relationship of Man and Machine 2013-02-20 3093

The Relationship of Man and Machine

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There are lots that computers cannot do, says Cohen, Stephen, co-founder of Palantir Technologies. According to Cohen, when computer scientists appreciate the importance of this idea, it opens up a series of fascinating questions and challenges around the future relationship between man and machine.

Cohen, Stephen, Qualitative in Contrast to Quantitative 2013-02-20 3094

Qualitative in Contrast to Quantitative

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Palantir Co-Founder Cohen, Stephen articulates how to approach a deeper understanding between knowledge and data that is quantitative versus qualitative in nature. Recognizing the depth and subtlety of the qualitative domain, in contrast to what is precisely definable, says Cohen, provides scientists and entrepreneurs with a new and valuable perspective on solving problems.

Berkenstock, Dan, Launching into Uncharted Space [Entire Talk] 2013-02-27 3095

Launching into Uncharted Space [Entire Talk]

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The co-founders of Skybox Imaging, Berkenstock, Dan, Mann, Julian, Fenwick, John and Hu, Ching-Yu, realized early on they had one thing in common: they don't take no for an answer. Here the team of Stanford alumni explain their passion to disrupt the satellite imaging industry and share engaging tales of launching their unique venture.

Berkenstock, Dan, The Excitement of Early Days 2013-02-27 3096

The Excitement of Early Days

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Co-Founder Berkenstock, Dan describes the intoxicating early days of incorporating Skybox Imaging after finishing a technology venture formation course at Stanford. Berkenstock relates the maddening pace of making pitches and working to meet possible investors, before eventually securing initial funding.

Mann, Julian, Hiring Your Friends 2013-02-27 3097

Hiring Your Friends

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Skybox Imaging Co-Founder Mann, Julian explains why hiring friends is sometimes a good idea, especially when you need to hire fast and are looking for people you trust.

Mann, Julian, Don't Kill Your Team 2013-02-27 3098

Don't Kill Your Team

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Using an illuminating anecdote from Skybox Imaging's early days, Co-Founder Mann, Julian urges entrepreneurs to balance the demands of improving the product with the need to care for your employees and team.

Mann, Julian, Maintain Pursuit of the Simple Idea 2013-02-27 3099

Maintain Pursuit of the Simple Idea

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Skybox Imaging Co-Founder Mann, Julian warns entrepreneurs to stay focused on their passion to pursue a simple idea, and to not get overly caught up in the complexities of the business when you explain what the organization is trying to achieve.

Fenwick, John, Real Data Makes Things Happen 2013-02-27 3100

Real Data Makes Things Happen

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Co-Founder Fenwick, John tells the amusing story of how the Skybox Imaging founding team learned real data and prototypes were necessities to win over early investors and to collect feedback from prospective customers - even if it meant drilling a hole in jet.

Hu, Ching-Yu, Challenge of Scaling Culture 2013-02-27 3101

Challenge of Scaling Culture

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Skybox Imaging Co-Founder Hu, Ching-Yu eloquently talks about the challenges of trying to scale culture in a growing organization. Hu also touches on how the company aims to bring a Silicon Valley, agile approach to satellite development that differs from traditional aerospace companies.

Berkenstock, Dan, What Do You Want Your Life to Be? 2013-02-27 3102

What Do You Want Your Life to Be?

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If you want to start a company, really think about what you want your life to be like for the next five years, says Berkenstock, Dan, co-founder of Skybox Imaging. According to Berkenstock, and fellow co-founder Mann, Julian, this means thoughtfully considering how big an opportunity you are willing to pursue and how much control you are willing to share.

O'Reilly, Tim, Create More Value Than You Capture [Entire Talk] 2013-03-06 3103

Create More Value Than You Capture [Entire Talk]

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Sharing inspirations from both innovative companies and works of art, entrepreneur and technology sage O'Reilly, Tim weaves together a series of thoughtful lessons for startups. From rethinking workflows and experiences to the valuable role of idealism in business, O'Reilly makes the case for entrepreneurs to work on the hard problems that matter.

O'Reilly, Tim, Do Less 2013-03-06 3104

Do Less

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Entrepreneur O'Reilly, Tim illustrates how a focus on doing less can be a major strength for entrepreneurs. Using products and software examples from Square, O'Reilly also explains why society is just beginning to come to grips with the possibilities of integrating software and hardware design into improving human interactions.

O'Reilly, Tim, Rethink Experiences 2013-03-06 3105

Rethink Experiences

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O'Reilly, Tim, founder of O'Reilly Media, asks entrepreneurs to spend time re-thinking the kinds of experiences and workflows they create for customers. According to O'Reilly, this frees organizations to use automation to empower, rather than minimize, employees.

O'Reilly, Tim, Humans, Machines and Data 2013-03-06 3106

Humans, Machines and Data

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Entrepreneur and technology sage O'Reilly, Tim uses examples from Google's autonomous car project to highlight the developing changes and interactions in the relationship between humans, machines and data.

O'Reilly, Tim, Close the Loop 2013-03-06 3107

Close the Loop

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Entrepreneur and early-stage investor O'Reilly, Tim articulates the value of building products and services that bring delight to users by "closing the loop." O'Reilly also discusses the question of how online reputation systems may change and disrupt traditional systems of regulation and approval.

O'Reilly, Tim, Obligation to Create Value 2013-03-06 3108

Obligation to Create Value

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Based on the principle of "creating more value than you capture," entrepreneur O'Reilly, Tim shares why he thinks starting businesses should not be about an obsession on a rewarding exit, but about creating real value for users and customers. O'Reilly uses examples from technology, works of art, and the current economic climate to support his perspective.

O'Reilly, Tim, Idealism Makes the Best Marketing 2013-03-06 3109

Idealism Makes the Best Marketing

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People love to be challenged with idealism, says O'Reilly, Tim. Here the founder of O'Reilly Media uses examples from his own business that show how idealism and cause advocacy can actually be some of the most effective marketing efforts.

O'Reilly, Tim, Open-Source Considerations 2013-03-06 3110

Open-Source Considerations

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Entrepreneur O'Reilly, Tim cautions entrepreneurs to carefully think through adopting an open-source-based business model, as new platforms and current services have changed the viability of this option.

O'Reilly, Tim, Transforming Customers and Businesses 2013-03-06 3111

Transforming Customers and Businesses

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Publisher and entrepreneur O'Reilly, Tim offers insights and inspirations that have influenced the successful growth of his business. O'Reilly also challenges companies to think in terms of the kinds of transformations and results they can help customers achieve.

O'Reilly, Tim, Products Start as Maker Movements 2013-03-06 3112

Products Start as Maker Movements

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Every new technology starts with a maker movement, says O'Reilly, Tim, founder and CEO of O'Reilly Media. The "maker movement" is actually a stage of the industry, says O'Reilly, and that people only forget this once innovations and technologies move into the mainstream.

Taleb, Nassim, 1960-, How Things Gain from Disorder [Entire Talk] 2013-04-10 3121

How Things Gain from Disorder [Entire Talk]

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Based on his continuing exploration of the decision making process under opaque circumstances, Taleb, Nassim, author of The Black Swan and Antifragile: Things That Gain from Disorder, shares how the benefits of random conditions can be successfully harvested to help navigate a world we do not fully understand.

Taleb, Nassim, 1960-, The True Nature of Fragile Systems 2013-04-10 3122

The True Nature of Fragile Systems

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Using the example of a teacup in an earthquake, researcher Taleb, Nassim explains the definition and desired state of fragile systems. Taleb articulates why the opposite of fragile is not sturdy or robust, but, in fact, is a concept he refers to as antifragile.

Taleb, Nassim, 1960-, Trial With Small Error 2013-04-10 3123

Trial With Small Error

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Author and researcher Taleb, Nassim describes why capturing luck through diligent trial and small errors is the actual basis of human innovation, rather than the collective knowledge of experts. According to Taleb, convexity matters much more than knowledge, when you are faced with randomness and uncertainty.

Taleb, Nassim, 1960-, Dangers of Protecting the Status Quo 2013-04-10 3124

Dangers of Protecting the Status Quo

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Researcher and author Taleb, Nassim shares his thoughts on how U.S. monetary policy prevents the necessary demise of fragile systems, which endangers future stability and unfairly rewards risky behavior.

Taleb, Nassim, 1960-, Skin in the Game 2013-04-10 3125

Skin in the Game

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Blending his views on modern day investment risks with effective risk management techniques from earlier in history, author Taleb, Nassim explains the value and moral purpose of requiring all investors to have "skin in the game."

Lam, Monica S., Mobile Can Disrupt Social [Entire Talk] 2013-04-17 3126

Mobile Can Disrupt Social [Entire Talk]

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MobiSocial Founder and Stanford Computer Science Professor Lam, Monica offers a compelling case for why mobile can disrupt the social space to create genuine and frictionless experiences. Lam discusses the importance of cross-platform capability and the high potential for open, non-proprietary systems for communication.

Lam, Monica S., The Problem with Social as We Know It 2013-04-17 3127

The Problem with Social as We Know It

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Entrepreneur and Stanford Professor Lam, Monica challenges the current structure and design of "social networks." Lam describes why dependence on popular, but centralized services leaves a lot to be desired in comparison to distributed computing systems which would allow greater control over how personal data is stored and shared.

Lam, Monica S., Balancing Privacy and Experience 2013-04-17 3128

Balancing Privacy and Experience

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MobiSocial Founder Lam, Monica explains the importance of focusing on interoperability and user experience in the development of social networks.

Lam, Monica S., Open Social Mobile Framework 2013-04-17 3129

Open Social Mobile Framework

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Entrepreneur and Stanford Professor details her approach to creating and open social mobile framework to improve user interaction in the creation of "genuine" social networks.

Lam, Monica S., As Frictionless as Possible 2013-04-17 3130

As Frictionless as Possible

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Stanford Computer Science Professor Lam, Monica describes her focus on eliminating friction in social computing interactions. Lam also discusses why collaboration in the social setting is even harder to get right than in the enterprise space.

Lam, Monica S., Commercializing Cutting-Edge Research 2013-04-17 3131

Commercializing Cutting-Edge Research

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Entrepreneur and Stanford Professor Lam, Monica answers a question on the challenges of commercializing research coming out of universities. According to Lam, when focusing on larger trends in computing, the fruits of disruptive research frequently require longer windows for uptake by industry and consumers.

Kothari, Akshay, What You Learn by Doing [Entire Talk] 2013-04-24 3132

What You Learn by Doing [Entire Talk]

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Pulse Co-Founders Kothari, Akshay and Gupta, Ankit were curious Stanford graduate students always interested in taking on side projects to learn something new. In this light-hearted and insightful lecture, Kothari and Gupta discuss their experiences integrating what they learned into developing an elegant product, which eventually led to their startup's acquisition by LinkedIn.

Gupta, Ankit, Solutions Over Ideas 2013-04-24 3133

Solutions Over Ideas

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Pulse Co-Founder Gupta, Ankit explains why startups based on an idea, rather than a solution, will struggle to gain traction with customers.

Gupta, Ankit, Time Versus Money Trade-off 2013-04-24 3134

Time Versus Money Trade-off

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Pulse Co-Founder Gupta, Ankit shares his personal challenge of balancing time versus money during his time as a graduate engineering student at Stanford. The essential thing, says Gupta, is that "time is more valuable than money."

Kothari, Akshay, Insight Through Need-Finding 2013-04-24 3135

Insight Through Need-Finding

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Pulse Co-Founder Kothari, Akshay describes how he came to appreciate the value of need-finding while working on innovative projects at Stanford. According to Kothari, "Understanding how people live is very important for building your products."

Kothari, Akshay, Early Design Feedback and Promotion 2013-04-24 3136

Early Design Feedback and Promotion

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Kothari, Akshay, co-founder of Pulse, shares how he and his co-founder were able to collect design feedback and attract media attention after launching their product.

Kothari, Akshay, Relationship Between Product and Funding 2013-04-24 3137

Relationship Between Product and Funding

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Pulse Co-Founders Kothari, Akshay and Gupta, Ankit discuss how a focus on building a quality product can provide major advantages when it comes to securing funding to run a business. Gupta also identifies the operational benefits inherent in this approach.

Kothari, Akshay, Co-Founder Communication 2013-04-24 3138

Co-Founder Communication

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Pulse Co-Founders Kothari, Akshay and Gupta, Ankit offer their perspectives on effective communication between co-founders. Kothari discusses his views on the optimal number of founders, while Gupta emphasizes how co-founder relationships impact the larger culture within a startup.

Kothari, Akshay, One Wild Monday 2013-04-24 3139

One Wild Monday

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Pulse Co-Founders Kothari, Akshay and Gupta, Ankit share the roller coaster of emotions they experienced on the day Apple's Steve Jobs called out Pulse as one of his favorite apps for the iPad, which led to their application being pulled from Apple's App Store after a complaint by The New York Times.

Mitchell, Kate, Own Your Own Success [Entire Talk] 2013-05-01 3140

Own Your Own Success [Entire Talk]

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Mitchell, Kate, managing director of Scale Venture Partners, demonstrates why an optimistic, but realistic mindset is a central key for successful entrepreneurs. Mitchell also challenges entrepreneurs to play an active role in civic life by actively telling their stories to affect policy at the national and international level.

Mitchell, Kate, Build a Composite of Mentors 2013-05-01 3141

Build a Composite of Mentors

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Venture capitalist Mitchell, Kate encourages entrepreneurs to seek out a wide range of mentors to gain a full picture of individual strengths and weaknesses. Trust is a two-way street when it comes to mentor relationships, says Mitchell, so make it easy for mentors to offer feedback and to tell you "the hard thing."

Mitchell, Kate, The Flip in Technology Startup Funding 2013-05-01 3142

The Flip in Technology Startup Funding

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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]

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Director of Engineering Goldfein, Jocelyn takes us on a trip inside the innovative culture of Facebook. In this illuminating conversation with STVP Executive Director Seelig, Tina, Goldfein explains why code wins arguments, employees must have the right to take risks, and how Facebook strives to remain a hungry, yet humble, company.

Goldfein, Jocelyn, Maintaining a Stay Hungry Culture 2013-05-22 3161

Maintaining a Stay Hungry Culture

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Facebook Director of Engineering Goldfein, Jocelyn describes how the physical space, an attitude of risk-taking, and a sense of humility contribute to Facebook's "stay hungry" internal culture.

Goldfein, Jocelyn, Hiring and Bootcamp at Facebook 2013-05-22 3162

Hiring and Bootcamp at Facebook

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Goldfein, Jocelyn, director of engineering at Facebook, unpacks the immersive experience of new hires at Facebook. New arrivals take part in a six-week "bootcamp," says Goldfein, which helps participants build a immediate connection to their fellow employees. Goldfein also explains what they look for in new engineers, including coding skills, a collegial attitude, and intuition.

Goldfein, Jocelyn, Lessons Learned from Breaking Things 2013-05-22 3163

Lessons Learned from Breaking Things

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Director of Engineering Goldfein, Jocelyn shares the illustrative story of learning the true meaning of Facebook's motto: move fast and break things. In just her fifth week at the company, Goldfein caused a major problem, but quickly learned that Facebook's culture sincerely believes it is every employee's right to take risks.

Goldfein, Jocelyn, Advice for the Young 2013-05-22 3164

Advice for the Young

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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

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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

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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

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Goldfein, Jocelyn, director of engineering at Facebook, responds to an audience question on why her company chooses to centralize its engineering teams in just a few locations, with the majority of the workforce being located in Silicon Valley. Goldfein explains the reasons for this approach, including the idea that "software development is a team sport" that requires working closely in collaborative teams.

Buscema, Ferdinando, Magician Leadership [Entire Talk] 2013-05-29 3168

Magician Leadership [Entire Talk]

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Magic experience designer Buscema, Ferdinando brings an engineer's background and a performer's flair to this call to all entrepreneurs to think like a magician to achieve the impossible. Drawing from a rich variety of sources including psychology, the arts, and magic performance, Buscema illustrates a new leadership archetype for the 21st century.

Buscema, Ferdinando, Exposure to the Arts 2013-05-29 3169

Exposure to the Arts

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Magic experience designer Buscema, Ferdinando discusses how exposure to the arts can serve as an essential tool to nurture skill-building and leadership. As an example, he cites a study that found arts exposure increased the diagnostic capabilities of medical students.

Buscema, Ferdinando, Negative Capability 2013-05-29 3170

Negative Capability

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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

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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

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An overt desire to be associated with successful people has led to an unintentional culture of reverence in Silicon Valley, according to entrepreneur Rabinowitz, Matthew. To counteract the effects of this issue, Rabinowitz encourages entrepreneurs to be a bit irreverent to free yourself from ego and to make better decisions.

Rabinowitz, Matthew, Teams, Money and a Way Forward 2013-10-02 3182

Teams, Money and a Way Forward

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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

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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?

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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

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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

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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

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Entrepreneur Rabinowitz, Matthew says the key to retaining early customers is bringing them into the product design and iteration process to deepen emotional connections. Rabinowitz also touches on why great marketers and sales people are truly worth their weight in gold in the early days of a venture.

Warrior, Padmasree, Realizing Innovation at Enterprise Scale [Entire Talk] 2013-10-09 3188

Realizing Innovation at Enterprise Scale [Entire Talk]

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Warrior, Padmasree, Cisco's chief technology and strategy officer, offers a vision of how value will be created as the magnitude of technology change rapidly increases. Warrior also touches on balancing analytical and empathetic leadership, cultivating a culture of innovation at enterprise scale, and how the Internet of Everything will shape the future of individuals and organizations.

Warrior, Padmasree, Internet of Everything 2013-10-09 3189

Internet of Everything

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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

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Cisco Chief Technology and Strategy Officer Warrior, Padmasree explains how the process of innovation has changed over the past few centuries, from the era of the sole inventor, through the rise of corporate labs, to the modern period of open innovation. Warrior also notes the important challenge of working across domains to maximize innovation potential.

Warrior, Padmasree, Four Pillars of Innovation 2013-10-09 3191

Four Pillars of Innovation

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Warrior, Padmasree, Cisco's chief technology and strategy officer, articulates her company's framework for growing innovation: build, buy, partner and integrate. While elements of the approach may involve occasional challenges of internal alignment, says Warrior, the long-term growth and entrepreneurial spirit inside of Cisco is proof of the framework's viability.

Warrior, Padmasree, Growing Beyond Spreadsheet Leadership 2013-10-09 3192

Growing Beyond Spreadsheet Leadership

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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

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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

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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]

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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?

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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

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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

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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

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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

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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]

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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

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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

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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

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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

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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

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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]

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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

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

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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

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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

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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]

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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

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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?

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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

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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

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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

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

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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

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

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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

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

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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

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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]

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

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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

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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

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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

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

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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

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

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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

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

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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