Brook Byers, Kleiner Perkins Caufield & Byers Career Advice Byers advices graduating students who are budding entrepreneurs to look for a company that will mentor and train them with invaluable experience.
Brook Byers, Kleiner Perkins Caufield & Byers Knowing Your Customers Byers believes that entrepreneurs should have a strong resonance with their customers. An acid test for entrepreneurs is to know their audience.
Brook Byers, Kleiner Perkins Caufield & Byers Multiple Investors Byers believes that two to three co-investors is a good set for a young venture. An entrepreneur should balance between the number of investors and their minimum stake in the
Trip Hawkins, Digital Chocolate Persistence and The Notion of the Big Idea Trip Hawkins, chairman and CEO of Digital Chocolate, believes that persistence is a very important quality in entrepreneurs. It helps to overcome road-blocks and stick to one's beliefs no matter
Trip Hawkins, Digital Chocolate Real-world Learning Hawkins talks about how he started his first company while he was in college and the lessons he learnt from that experience. Real-world learning along with book and school type
Trip Hawkins, Digital Chocolate Challenges for an Entrepreneur Hawkins explains how introspection is necessary for entrepreneurs to figure out when one is right and wrong.
Trip Hawkins, Digital Chocolate Learning from Mistakes Hawkins offers suggestions on how to assess one’s mistakes and figure out what to learn from them. It is okay to make mistakes but it is also important to learn
Geoffrey Moore, Mohr Davidow Ventures Innovation Crisis at Established Enterprises Geoffrey Moore, best selling author and a Managing Director at TCG Advisors, talks about how inertia overrides innovation in established enterprises.
Geoffrey Moore, Mohr Davidow Ventures Innovation and Inertia Moore advises that since innovation begets inertia, there is a need for companies to recycle their resources with respect to both innovation and inertia to differentiate themselves in a competitively
Geoffrey Moore, Mohr Davidow Ventures Market Maturity Life Cycle Moore focuses on innovation and discusses the different stages in the market maturity life cycle.
Geoffrey Moore, Mohr Davidow Ventures Innovation Zones Moore elaborates on the four different innovation zones: product leadership, operational excellence, customer intimacy and value renewal. These zones make up the market maturity life cycle.
Geoffrey Moore, Mohr Davidow Ventures Classes of Innovations in the Product Leadership Zone Moore looks at the different classes of innovation that comprise the product leadership zone: disruptive, application, product and platform innovation. These innovation zones are driven by the technology adoption life
Geoffrey Moore, Mohr Davidow Ventures Fractal Markets Moore explains the concept of fractalization of markets when markets get out of the growth phase.
Geoffrey Moore, Mohr Davidow Ventures Customer Intimacy Zone Moore delves into the “customer intimacy zone” to explain the innovations that comprise this zone: line extension, enhancement, marketing,and experiential innovations
Geoffrey Moore, Mohr Davidow Ventures Operational Excellence Zone Moore talks about the operational excellence zone and its innovations: value engineering, process, integration and business model innovation.
Geoffrey Moore, Mohr Davidow Ventures McKinsey’s 7S’s Model Moore uses McKinsey’s 7S’s model to attack the problem of inertia in companies.
Geoffrey Moore, Mohr Davidow Ventures Core and Context Moore uses the core/context analysis framework to discuss how to overcome inertia in strategy and structure.
Geoffrey Moore, Mohr Davidow Ventures Inertia: Residue of Innovation Moore believes inertia is the legacy of successful innovation and the two must be managed as a single system in a business enterprise.
Katharine Ku, Stanford University What’s Best for the Technology? Katherine Ku, Director of the Office of Technology Licensing (OTL) at Stanford University, talks about the mission of the OTL at Stanford. Their main philosophy is to do what’s best
Katharine Ku, Stanford University Maintaining Good Relationships Ku believes technology licensing is not always about licensing products and making money. It’s also about fostering lasting relationships with companies and individuals. She talks about some of the interactions
Katharine Ku, Stanford University The Licensing Process Ku describes the process of licensing a technology from start to finish.
Katharine Ku, Stanford University The Big Ones Ku talks about some of the big licenses to come out of Stanford University since the beginning of the Office of Technology Licensing.
Katharine Ku, Stanford University The Sobering Truth About Technology Licensing Most people might assume that Stanford University generates a large number of high profit licenses. Ku explains what the financial numbers really look like on average.
Katharine Ku, Stanford University Royalties and Patents Ku talks about what the Office of Technology Licensing is really looking for in terms of what will be a successful patent.