ECorner Multimedia Materials

Leadership and Capability - Carly Fiorina (Former CEO, HP)

Stanford Technology Ventures Program — Wed, 2 May 2007 00:00:00 -0700

Fiorina explains that leadership is about three things: capability, collaboration and character. She stresses the importance of capability, which is about asking questions and listening to answers. It is also about celebrating new ideas and taking initiative to try new things. She insists that a continuous learning process is important to strengthen an entrepreneur's capability.

Find Your Vector of Impact [Entire Talk] - Sukhinder Singh Cassidy (JOYUS)

Stanford Technology Ventures Program — Wed, 15 Feb 2012 00:00:00 -0800

JOYUS Founder and Chairman Sukhinder Singh Cassidy 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.

The Biggest Successes are Often Bred from Failures - Randy Komisar (Virtual CEO)

Stanford Technology Ventures Program — Wed, 28 Apr 2004 00:00:00 -0700

According to Komisar, what distinguishes the Silicon Valley is not its successes, but the way in which it deals with failures. The Valley is about experimentation, innovation, and taking new risks. Only a small business that can deal with failure and still make money can exist in this environment. It is a model based on many, many failures and a few extraordinary successes.

The Dynamics of Change and Fear - Carly Fiorina (Former CEO, HP)

Stanford Technology Ventures Program — Wed, 2 May 2007 00:00:00 -0700

Fiorina talks about the dynamics of change and fear. She notes that entrepreneurship is about risk-taking, and this is always associated with trying something new. Fiorina concludes by asserting that change involves gathering enough energy and force to overcome the power of status quo.

Opportunity Recognition and Leveraging One's Experience - William A. Sahlman (HBS)

Stanford Technology Ventures Program — Tue, 1 May 2007 00:00:00 -0700

William Sahlman, professor at Harvard Business School, provides an example of opportunity recognition by relating the story of how John Osher, the creator of the Spin Pop, leveraged his experience into a new market--spin toothbrushes. Sahlman highlights how Osher and his team took their experience and applied it in a new setting by proactively searching to identify a gap in the current market that had potential for high profit.

Energies that Power a Career [Entire Talk] - Kristina Johnson, Tina Seelig (Enduring Energy)

Stanford Technology Ventures Program — Wed, 29 Feb 2012 00:00:00 -0800

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 Tina Seelig, 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.

Changing the Game - William A. Sahlman (HBS)

Stanford Technology Ventures Program — Tue, 1 May 2007 00:00:00 -0700

After discussing the four key elements of any entrepreneurial venture (people, opportunity, context and deal), William Sahlman, professor at Harvard Business School, argues that the greatest value can be achieved by "changing the game," that is changing the relationship of the core elements to one another. Sahlman illustrates this strategy with the example of John Osher and the spin toothbrush. To change the game, Osher brought in the most relevant people for the job, experimented to find a great opportunity, and reshaped the context in which he, his team and his partner operated to quickly capture the new market.

Three Factors to Improve Entrepreneurial Success - William A. Sahlman (HBS)

Stanford Technology Ventures Program — Tue, 1 May 2007 00:00:00 -0700

William Sahlman, professor at Harvard Business School, reflects on three things that helped John Osher, the developer of the low-cost spin toothbrush, succeed. Sahlman identifies three factors: 1) Reflecting on your experience to improve your understanding, 2) Looking at the situation differently to successfully innovate, and 3) Scanning your environment to find new opportunities.

PalmOne and Palm Source - Ken Wirt (palmOne)

Stanford Technology Ventures Program — Tue, 3 Feb 2004 00:00:00 -0800

According to Wirt, PalmOne and Palm Source are now completely separate companies; PalmOne does hardware and PalmSource focuses on developing and licensing the operating system.

Don't Kill Projects; Morph Them - Marissa Mayer (Google)

Stanford Technology Ventures Program — Wed, 17 May 2006 00:00:00 -0700

Repackage, rejuvenate, re-market, and re-examine those products or practices you thought would fly, and craft them a new set of wings. Vice President of Search Products & User Experience, Marissa Mayer lives by the old adage that if at first you don't succeed, try again. She pushes aspiring business thinkers to breathe new life into failed ventures, as opposed to cutting the cord.

Flexibility is the Key - Vic Verma (Savi)

Stanford Technology Ventures Program — Wed, 10 Nov 2004 00:00:00 -0800

Verma says that no business plan will stand the test of time without flexibility. Be on the lookout for unintended customers, he says.

Hummer Winblad's and Softbank's Recent Investments - Ann Winblad (Hummer Winblad)

Stanford Technology Ventures Program — Wed, 25 Feb 2004 00:00:00 -0800

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

The Art of Teaching Entrepreneurship and Innovation (Entire Talk) - Tina Seelig (STVP)

Stanford Technology Ventures Program — Wed, 27 May 2009 00:00:00 -0700

Stanford Technology Ventures Program's Executive Director Tina Seelig 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.

What Is Creativity? - Bob Sutton (Stanford)

Stanford Technology Ventures Program — Wed, 27 Oct 2004 00:00:00 -0700

Using Play-Doh and the Apple iPod as examples, Robert Sutton, Co-Director of the Center for Work, Technology, and Organization at Stanford University, explains that often creativity is simply making new things out of old ones.

The Principle of Agility - Jeff Raikes (Microsoft)

Stanford Technology Ventures Program — Wed, 5 May 2004 00:00:00 -0700

In Raikes' early days at Microsoft, the strategy was to focus on agility--to have the products run on a number of different computing platforms. To be a successful entrepreneur, you have to learn and respond to challenges that arise and adapt your strategy accordingly, says Raikes.

Five Biggest Mistakes That Entrepreneurs Make - Jerry Kaplan (Winster)

Stanford Technology Ventures Program — Wed, 1 Oct 2003 00:00:00 -0700

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

From Convergence to Appliance - Ken Wirt (palmOne)

Stanford Technology Ventures Program — Tue, 3 Feb 2004 00:00:00 -0800

According to Wirt, the biggest factor in determining whether a convergence device is successful or not is the rate of the technical change of its components.

Tips for the Entrepreneur - Larry Page, Eric Schmidt (Google)

Stanford Technology Ventures Program — Wed, 1 May 2002 00:00:00 -0700

Google co-founder Larry Page provides several tips for entrepreneurs. Tip 1: Just don't settle. Especially with employees, it is very important to find great people you are compatible with. Tip 2: There is a benefit from being real experts. Experience pays off. Tip 3: Have a healthy disregard for the impossible. Stretch your goals. Tip 4: It is OK to solve a hard problem. Solving hard problems is where you will get the biggest leverage. Tip 5: Don't pay attention to the VC bandwagon. Don't start a company just because you can. Instead, have a really good idea that is good regardless of the funding situation.

What Great Leaders Do [Entire Talk] - Bob Sutton (Stanford)

Stanford Technology Ventures Program — Wed, 10 Nov 2010 00:00:00 -0800

In this lecture that parallels his book Good Boss, Bad Boss, Stanford professor Bob Sutton 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.

Honest Advice on Starting a Company (Entire Talk) - Mark Suster (Serial Entrepreneur)

Stanford Technology Ventures Program — Thu, 14 Oct 2010 00:00:00 -0700

Entrepreneurship is an emotional and economic roller coaster, says venture capitalist and serial entrepreneur Mark Suster. 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.

Embrace Uncertainty [Entire Talk] - Warren Packard (Thuuz)

Stanford Technology Ventures Program — Thu, 9 Feb 2012 00:00:00 -0800

Thuuz Co-Founder and CEO Warren Packard 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.

Make Meaning in Your Company - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Guy Kawasaki, founder and Managing Director of Garage Technology Ventures, believes that those companies who set out to make a positive change in the world are the companies that will ultimately be the most successful. He gives examples of the best way to make meaning: increase quality of life, right a wrong, and prevent the end of something good.

Opportunity Assessment: Lord of the Rings - Arcadia Kim (EA)

Stanford Technology Ventures Program — Wed, 12 Nov 2003 00:00:00 -0800

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

Opportunity Assessment: Return of the King - Nick Earl, Arcadia Kim, Erin Turner (EA)

Stanford Technology Ventures Program — Wed, 12 Nov 2003 00:00:00 -0800

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

Science as Inspiration - Larry Page, Eric Schmidt (Google)

Stanford Technology Ventures Program — Wed, 1 May 2002 00:00:00 -0700

Larry Page, co-founder of Google, reveals that basic research and good ideas are the key components to creating a tremendous opportunity in the tech market. A lot of new knowledge is being created all the time and much of it can be used as the foundation for innovation.

Five Critical Skills That Entrepreneurs Need - Jerry Kaplan (Winster)

Stanford Technology Ventures Program — Wed, 1 Oct 2003 00:00:00 -0700

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

Don't Write a Mission Statement, Write a Mantra - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Kawasaki talks about how a mission statement, while touted as necessary for any company, often is not representative of the true meaning of the company. Instead, a mantra is shorter and captures the essence of the organization.

The Future of Microsoft, The Future of Technology (Entire Talk) - Steve Ballmer (Microsoft)

Stanford Technology Ventures Program — Wed, 6 May 2009 00:00:00 -0700

Steve Ballmer, 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.

Micro credit - A profitable business? - Geoff Davis (Unitus)

Stanford Technology Ventures Program — Wed, 5 Oct 2005 00:00:00 -0700

Davis believes that microfinance institutions can be profitable. This is a business opportunity with incredible social impact, he says.

Opportunity Assessment: Two Towers - Arcadia Kim (EA)

Stanford Technology Ventures Program — Wed, 12 Nov 2003 00:00:00 -0800

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

Taking Risks - Vinod Khosla (KPCB)

Stanford Technology Ventures Program — Wed, 24 Apr 2002 00:00:00 -0700

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

The Past, Present and Future of Google - John Doerr (KPCB)

Stanford Technology Ventures Program — Wed, 2 Feb 2005 00:00:00 -0800

As a well-known champion of Google, Doerr describes some of his favorite services that Google offers.

Role of Unitus - Geoff Davis (Unitus)

Stanford Technology Ventures Program — Wed, 5 Oct 2005 00:00:00 -0700

Davis talks about how he got involved in micro credit and how it led to the formation of Unitus. He explains how Unitus is different form Grameen Bank, a pioneer in the field of microfinance. Unitus uses an Acceleration Model, a venture approach to do micro finance. This means they invest in programs around the world that offer micro loans and that have high growth potential to accelerate their growth.

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

Stanford Technology Ventures Program — Wed, 28 Apr 2010 00:00:00 -0700

After nearly two decades in the trenches of Pets.com, Apple Computer, and the You Don't Know Jack game series at Berkeley Systems, Tom Conrad (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.

The 80/20 Rule - David Rothkopf (Author)

Stanford Technology Ventures Program — Wed, 16 Apr 2008 00:00:00 -0700

Just twenty percent of the members in any group or social system own eighty percent of the assets, indicative that scale indicates a growing concentration of power. The top 2,000 companies employ and influences a million people in the modern world, says author David Rothkopf. With cross-ownership and networking in all circles - business, military, religion, and the Internet among them - a few succeed, but the majority of participants within any given system are marginal.

The New Business Model - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

The business model today is very different than it was before and during the boom, says Kawasaki. In order to write the best business plan possible, follow Kawasaki's steps: specificity, simplicity, and ask women. He believes that woman don't possess the killer gene that is inherent in men, and will be able to give better advice about a business model.

Get Up and Get Going! - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Kawasaki explains that market research, focus groups, and test cases can bog down an entrepreneur and prevent her or him from completing the most necessary task - action! His advice to break the cycle is to think different, polarize people, and find a few soul mates.

What are the Best Qualities of Successful Entrepreneurs? - Jerry Kaplan (Winster)

Stanford Technology Ventures Program — Wed, 1 Oct 2003 00:00:00 -0700

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

History: From Bayer to Affymax - Gordon Ringold (Surromed)

Stanford Technology Ventures Program — Wed, 26 Feb 2003 00:00:00 -0800

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

Customer Focus Builds Global Growth [Entire Talk] - Diego Piacentini (Amazon)

Stanford Technology Ventures Program — Wed, 3 Nov 2010 00:00:00 -0700

Diego Piacentini, 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.

History of Surromed - Gordon Ringold (Surromed)

Stanford Technology Ventures Program — Wed, 26 Feb 2003 00:00:00 -0800

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

Learning From Mistakes - Marissa Mayer (Google)

Stanford Technology Ventures Program — Wed, 17 May 2006 00:00:00 -0700

Madonna had The Sex Book. Apple had the Newton. Marissa Mayer, Vice President of Search Products & User Experience for Google, points out that all the best brands, including her own, have made some tremendous product errors. But what allows an enterprise to endure, she says, is its ability to learn from its mistakes and make corrections. Performance is what's important, even if it's not instantaneous.

History of Maxygen - Gordon Ringold (Surromed)

Stanford Technology Ventures Program — Wed, 26 Feb 2003 00:00:00 -0800

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

How to Operate in a Downturn Economy - Gordon Ringold (Surromed)

Stanford Technology Ventures Program — Wed, 26 Feb 2003 00:00:00 -0800

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

Ideas Come From Everywhere - Marissa Mayer (Google)

Stanford Technology Ventures Program — Wed, 17 May 2006 00:00:00 -0700

Marissa Mayer, Google's Vice President of Search Products & User Experience, believes that ideas for new products come from everywhere - every employee, every department, from both necessity and serendipity. By creating an environment where ideas can be freely exercised, like a muscle they will likely get more toned and more in tune with the organization's circulation.

Biotech: Collaboration vs. Competition in Developing Affymax - Gordon Ringold (Surromed)

Stanford Technology Ventures Program — Wed, 26 Feb 2003 00:00:00 -0800

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

Make a Great Pitch - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Making pitches is a way of life for an entrepreneur. Kawasaki provides his tips for ensuring each pitch is better than the last. His 10/20/30 rule for PowerPoint slides is essential.

Who to Hire - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Kawasaki explains that hiring infected people is the most important factor. Often, how a person looks on paper means nothing if they are not enthusiastic and ready to work hard. All of the experience in the world means nothing if they are not bitten and infected by the start-up bug. He also tells you how to avoid the bozo explosion, which only leads to layoffs, and how to apply the shopping center test to know if you're hiring the right person.

Live Life in Permanent Beta [Entire Talk] - Reid Hoffman (LinkedIn)

Stanford Technology Ventures Program — Wed, 22 Feb 2012 00:00:00 -0800

Serial entrepreneur and investor Reid Hoffman 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.

Product Development at Facebook - Mark Zuckerberg (Facebook)

Stanford Technology Ventures Program — Wed, 26 Oct 2005 00:00:00 -0700

Mark Zuckerberg, founder of TheFacebook, gives an example to demonstrate product development and experience at Facebook and talks about how their product has evolved with the company.

The Difference Between Management and Leadership - Carly Fiorina (Former CEO, HP)

Stanford Technology Ventures Program — Wed, 2 May 2007 00:00:00 -0700

Fiorina provides an insightful distinction between leadership and management. She describes leadership as changing the order of things and management as the production of acceptable results within known constraints and conditions.

Know Thyself and Niche Thyself - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Kawasaki talks about marketing and product design simplified. Kawasaki explains why this theory is all an entrepreneur will need to know about marketing. A simple chart illustrates his point - how to be the creator of a unique product or service and is valuable to a customer.

Types of Company in Biotech - Gordon Ringold (Surromed)

Stanford Technology Ventures Program — Wed, 26 Feb 2003 00:00:00 -0800

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

Definition of Entrepreneurship - Kavita Ramdas (GFW)

Stanford Technology Ventures Program — Sun, 13 Apr 2003 00:00:00 -0700

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

Creating Enchantment [Entire Talk] - Guy Kawasaki (Author)

Stanford Technology Ventures Program — Wed, 2 Mar 2011 00:00:00 -0800

Entrepreneur and bestselling author Guy Kawasaki 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.

Helping Teams Work Together - John Doerr (KPCB)

Stanford Technology Ventures Program — Wed, 2 Feb 2005 00:00:00 -0800

Doerr offers tips that are useful in building a strong team and sustaining its strength, including coaching and personal networking.

Every Problem is an Opportunity - Tina Seelig (STVP)

Stanford Technology Ventures Program — Wed, 12 Apr 2006 00:00:00 -0700

Tina Seelig, Executive Director for the Stanford Technology Ventures Program, believes that every problem is an opportunity for a creative solution. The way you view any problem depends on your attitude.

People, Passion, Perseverance: You've Got Entrepreneurship (Entire Talk) - Steve Case (Revolution & AOL)

Stanford Technology Ventures Program — Wed, 24 Feb 2010 00:00:00 -0800

People, passion, perseverance. Former AOL CEO and Chairman Steve Case 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.

Lower the Barriers to Adoption - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

A successful product is easy for everyone to use, immediately. Flatten the learning curve, never ask someone to do something you would not, and recruit evangelists to spread your message.

Weave a MAT and Outline Your Priorities - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Kawasaki suggests creating a system of milestones, assumptions and tasks to keep your business on the right path and increase your chances for success.

Seed the Clouds and Watch the Sales Grow - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

There are typical ways to approach sales, but Kawasaki has three other ideas. These include the unintended users, allowing test drives, and the suck down theory - chances are the CEO is not going to be the one buying your product, but rather the people at lower levels.

Creativity Loves Constraint - Marissa Mayer (Google)

Stanford Technology Ventures Program — Wed, 17 May 2006 00:00:00 -0700

In product development, Google's Marissa Mayer, Vice President of Search Products & User Experience, believes that a small amount of constraint - whether in file size, pixels, or speed - fosters a lot of innovation. The lesson she shares? Too much creative freedom can make creativity unfocused. A solution with a strict set of barriers yields more concrete solutions.

Experience Is Overrated - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Kawasaki's viewpoint is not one shared by the majority of venture capitalists. Kawasaki sees the best candidates for a successful start-up are young engineers with no business experience.

The Power of Curiosity and Inspiration [Entire Talk] - Jack Dorsey (Square & Twitter)

Stanford Technology Ventures Program — Wed, 9 Feb 2011 00:00:00 -0800

Square and Twitter Co-Founder Jack Dorsey 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.

Funding Choices - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Kawasaki talks about two examples of early-stage funding, bootstrapping and venture capital, and the benefits and drawbacks of both. Ultimately, he believes that too much money is worse than not enough money, and that both methods can be successful of a smart approach is taken with the funds that are received.

Teaching Creativity and Entrepreneurship - Tina Seelig (STVP)

Stanford Technology Ventures Program — Wed, 27 May 2009 00:00:00 -0700

Tina Seelig, 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 Vinod Khosla.

Be a Mensch - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Kawasaki shares some of the qualities that he believes entrepreneurs, and everyone else, should have. In order to be a mensch, a person who is widely respected and trusted, one should help those who cannot be helpful in return, do the right thing in the right way, and pay back to society.

Learning to Take Risks: A Personal Story - Larry Page, Eric Schmidt (Google)

Stanford Technology Ventures Program — Wed, 1 May 2002 00:00:00 -0700

Looking back, it is easy to forget the tremendous risks co-founders Larry Page and Sergey Brin undertook to get to the place they are today. The co-founders once caused the whole Stanford network to go down for a significant amount of time while trying to develop Google. Page remarks that weird things happen when you are trying to touch every computer on the internet.

Innovate in Technology and Business: The Founding of Google - Larry Page, Eric Schmidt (Google)

Stanford Technology Ventures Program — Wed, 1 May 2002 00:00:00 -0700

According to Larry Page, co-founder and CEO of Google, not many companies are innovators in both technology and business. In order to be successful in technical innovation, says Page, you must understand the business and marketing side of the equation.

The Importance of Selective Information - Carly Fiorina (Former CEO, HP)

Stanford Technology Ventures Program — Wed, 2 May 2007 00:00:00 -0700

Carly Fiorina, CEO of Hewlett Packard (1999-2005), talks about the importance of being able to distill enormous amounts of information. She explains how her experience in taking courses in Medieval History has helped her look at information selectively, a skill she has successfully applied in her corporate life.

Delivering Innovation for the Enterprise [Entire Talk] - Aaron Levie (Box.net)

Stanford Technology Ventures Program — Thu, 20 Jan 2011 00:00:00 -0800

Box.net CEO Aaron Levie 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.

How Do You Find Soul Mates? - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Kawasaki believes that often soul mates are found within your existing social network, but there is danger in that as well. Close relationships outside of a business environment can lead to promising more than can be delivered. Kawasaki explains that it is a tricky process, and can be difficult if a soul mate is not fulfilling their duties.

From Stanford to Startup [Entire Talk] - Kevin Systrom, Mike Krieger (Instagram)

Stanford Technology Ventures Program — Wed, 11 May 2011 00:00:00 -0700

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.

The Career Path to Becoming a Venture Capitalist or an Entrepreneur - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

Kawasaki believes there are some lessons one should learn before becoming a venture capitalist or entrepreneur. One thing to avoid is the "Morgan Stanley disease." Investment banking isn't the best way to learn those important lessons -- instead join the sales team of a large company and learn from the bottom up.

Give Ideas Credit, Not Credit for Ideas - Marissa Mayer (Google)

Stanford Technology Ventures Program — Wed, 17 May 2006 00:00:00 -0700

Both the enterprise and the end users are better served by a culture that revolves around rewarding great ideas, rather than the self-promotion of getting others to acknowledge the contributions of an individual. Marissa Mayer, Vice President of Search Products & User Experience at Google, believes that if you fill a room with smart people and give them access to information, brilliant ideas will flourish, and the need for a strict management hierarchy dissolves. A platform for the free-form sharing of ideas promotes an open culture and a flat organization.

To Get an MBA, or Not? - Vinod Khosla (KPCB)

Stanford Technology Ventures Program — Wed, 24 Apr 2002 00:00:00 -0700

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

How Do You Find Evangelists? - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 20 Oct 2004 00:00:00 -0700

If a product or services is worthwhile, then evangelists will come to you, says Kawasaki. He believes that if you are having a hard time finding someone to spread the message about your product, then you may need to re-evaluate your product or your goals. Build something great, and the evangelists will be there.

Tools for Business Model Generation [Entire Talk] - Alexander Osterwalder, Steve Blank (Author)

Stanford Technology Ventures Program — Thu, 26 Jan 2012 00:00:00 -0800

Entrepreneur and business model innovator Alexander Osterwalder 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.

The Role of Market Research - Jeff Hawkins (Handspring/Palm)

Stanford Technology Ventures Program — Wed, 23 Oct 2002 00:00:00 -0700

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

Finding Your Strengths - Vic Verma (Savi)

Stanford Technology Ventures Program — Wed, 10 Nov 2004 00:00:00 -0800

Verma talks about his personal transition from engineer to management. He is a strong believer in a technical education, and shies away from general management theories. However, he notes the importance of identifying your strengths, and what you like to do. Everything will fall into place once that happens, he adds.

Fall 2009 Quarter Roundup: What Did We Learn? (Entire Talk) - Steve Blank (Serial Entrepreneur)

Stanford Technology Ventures Program — Wed, 11 Nov 2009 00:00:00 -0800

Stanford instructor and seasoned serial entrepreneur Steve Blank 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.

Life at Google: Organizational Culture - Larry Page, Eric Schmidt (Google)

Stanford Technology Ventures Program — Wed, 1 May 2002 00:00:00 -0700

Late one night, a group of excited people congregated in the office of Larry Page, co-founder of Google, over a bottle of champagne. Around 80 people came to watch the event from outside, curious about what was going on. The event was the signing of the AOL contract that was the culmination of months of hard work.

Great Ideas Derive from Well-Rested Minds - David Heinemeier Hansson (37signals)

Stanford Technology Ventures Program — Wed, 20 Jan 2010 00:00:00 -0800

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.

Ethics in a Corporate Life - Carly Fiorina (Former CEO, HP)

Stanford Technology Ventures Program — Wed, 2 May 2007 00:00:00 -0700

Carly Fiorina, former CEO of HP, talks about the importance of ethics. She emphasizes that defying ethics will reap only short-term solutions but never provides a long-term benefit to the organization. She insists that only collaborative efforts can help overcome fears and bring the best outcomes for an organization.

Two Weird Ideas That Work - Bob Sutton (Stanford)

Stanford Technology Ventures Program — Wed, 27 Oct 2004 00:00:00 -0700

Sutton illustrates two examples from his book "Weird Ideas that Work." He encourages people to ignore and defy superiors and peers, and suggests trying to learn anything from people who say they have solved the same problems you face.

Work with Smart People - Marissa Mayer (Google)

Stanford Technology Ventures Program — Wed, 17 May 2006 00:00:00 -0700

Challenge yourself against better players and you'll become star of the team. Google's Vice President of Location and Local Services, Marissa Mayer, reflects on her personal experience working with some of the finest talent in high-tech, and points out that working with the best empowers each player to excel.

The Diplomacy of Technology (Entire Talk) - Alec Ross (Advisor to US Secretary of State)

Stanford Technology Ventures Program — Wed, 26 May 2010 00:00:00 -0700

Alec Ross, 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.

Luck and Success - Tina Seelig (STVP)

Stanford Technology Ventures Program — Wed, 12 Apr 2006 00:00:00 -0700

"The harder I work, the luckier I get", says Seelig. Get out there and put yourself in a position to make yourself lucky, she adds.

Google Culture: Encouraging Innovation - Larry Page, Eric Schmidt (Google)

Stanford Technology Ventures Program — Wed, 1 May 2002 00:00:00 -0700

Google tries to keep an entertaining and enriching corporate culture by taking company trips and implementing a dog-friendly policy.At the same time, the company tries to maintain an entrepreneurial culture by forming small teams that act like individual startups. The founders have discovered that the groups tend to become more traditional as they grow larger.

When Do You Know if You Have a Good Idea? - Bob Sutton (Stanford)

Stanford Technology Ventures Program — Wed, 27 Oct 2004 00:00:00 -0700

While Sutton doesn't think there is a true method to differentiate a good idea from a bad one, there are ways to help improve the chances of success, the main one being consulting customers or potential customers.

Evangelizing for the Lean Startup (Entire Talk) - Eric Ries (Author)

Stanford Technology Ventures Program — Wed, 30 Sep 2009 00:00:00 -0700

Speaker, author, and entrepreneur Eric Ries 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.

Tips For a Good Pitch - Heidi Roizen (Mobius)

Stanford Technology Ventures Program — Wed, 16 Jan 2002 00:00:00 -0800

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

Passion vs. Money - Guy Kawasaki (Garage)

Stanford Technology Ventures Program — Wed, 19 Feb 2003 00:00:00 -0800

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

Do What You Love - Tom Kelley (IDEO)

Stanford Technology Ventures Program — Wed, 12 Nov 2008 00:00:00 -0800

You won't just be happier when you follow your passionate career path; you'll be better at it. IDEO's General Manager Tom Kelley quotes author Jim Collins 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.

Bank Users, Not Money - Marissa Mayer (Google)

Stanford Technology Ventures Program — Wed, 17 May 2006 00:00:00 -0700

Google has proven that if you build it, they will come, and their mass of tools to keep users logged in has been the crux of their success. Vice President of Search Products & User Experience Marissa Mayer elaborates on this strategy, pointing out that money - and advertisers - will always follow consumers. Focus on building sticky media that draws in a wide audience, and the method to its monetization will follow.

How Ideas Take Flight [Entire Talk] - Jennifer Aaker (Stanford GSB)

Stanford Technology Ventures Program — Wed, 17 Nov 2010 00:00:00 -0800

Stanford Graduate School of Business professor Jennifer Aaker 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.

Bringing Creativity into an Organization - Bob Sutton (Stanford)

Stanford Technology Ventures Program — Wed, 27 Oct 2004 00:00:00 -0700

When trying to foster innovation within an organization, Sutton feels that sometimes the best management is no management at all. He also stresses that creativity means selling, not just inventing something.

What is an Entrepreneur? - Jeff Hawkins (Handspring/Palm)

Stanford Technology Ventures Program — Wed, 23 Oct 2002 00:00:00 -0700

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

Creative Ideas to Make Saving Money Fun - Quincy Jones III, Chamillionaire (Artist/Entrepreneur)

Stanford Technology Ventures Program — Wed, 4 Nov 2009 00:00:00 -0800

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.

Gauging Ethics in an Organization - Carly Fiorina (Former CEO, HP)

Stanford Technology Ventures Program — Wed, 2 May 2007 00:00:00 -0700

Carly Fiorina, former CEO of HP, describes simple guidelines to gauge ethics in an organization. She asks entrepreneurs to answer key questions about promotion and performance within the organization. The answers to these questions, she says, will reveal the organization's view towards ethics.