Bob Sutton, Stanford University Questions to Ask a Creative Organization Sutton shares what he believes is the single most important diagnostic question to ask within a creative organization: What happens if there is failure? He also believes that there is
Bob Sutton, Stanford University When Do You Know if You Have a Good Idea? 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
Bob Sutton, Stanford University Research Money in Universities Sutton explains that the majority of research money given to universities does not result in commercially viable products. However, continuing it is often more for the system than the result.
Guy Kawasaki, Garage Technology Ventures Make Meaning in Your Company 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
Guy Kawasaki, Garage Technology Ventures Don’t Write a Mission Statement, Write a Mantra 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
Guy Kawasaki, Garage Technology Ventures Get Up and Get Going! 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
Guy Kawasaki, Garage Technology Ventures The New Business Model 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,
Guy Kawasaki, Garage Technology Ventures Weave a MAT and Outline Your Priorities Kawasaki suggests creating a system of milestones, assumptions and tasks to keep your business on the right path and increase your chances for success.
Guy Kawasaki, Garage Technology Ventures Know Thyself and Niche Thyself 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 –
Guy Kawasaki, Garage Technology Ventures Make a Great Pitch 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
Guy Kawasaki, Garage Technology Ventures Who to Hire 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.
Guy Kawasaki, Garage Technology Ventures Lower the Barriers to Adoption 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.
Guy Kawasaki, Garage Technology Ventures Seed the Clouds and Watch the Sales Grow 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
Guy Kawasaki, Garage Technology Ventures Be a Mensch 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
Guy Kawasaki, Garage Technology Ventures Funding Choices 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
Guy Kawasaki, Garage Technology Ventures How Do You Find Evangelists? 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
Guy Kawasaki, Garage Technology Ventures How Do You Find Soul Mates? 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
Guy Kawasaki, Garage Technology Ventures The Career Path to Becoming a Venture Capitalist or an Entrepreneur 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
Guy Kawasaki, Garage Technology Ventures Experience Is Overrated 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.
Hanson Gifford, Morgenthaler Ventures/The FoundryRobin Bellas, Morgenthaler Ventures/The Foundry Morgenthaler Ventures Robin Bellas, partner at Morgenthaler Ventures, explains the structure of the venture capital firm.
Hanson Gifford, Morgenthaler Ventures/The FoundryRobin Bellas, Morgenthaler Ventures/The Foundry Advances in Medicine: Surgery Without Knives Bellas talks about the growing medical trend of surgery without knives and some of the benefits this has.
Hanson Gifford, Morgenthaler Ventures/The FoundryRobin Bellas, Morgenthaler Ventures/The Foundry The Foundry: Background Hanson Gifford, president and CEO of The Foundry, talks about why the company was founded and what they do to help fledgling companies get off the ground and become successful.
Hanson Gifford, Morgenthaler Ventures/The FoundryRobin Bellas, Morgenthaler Ventures/The Foundry Why Does The Foundry Work as an Incubator? Gifford has found that having The Foundry act as an incubator was the best method possible to help new ventures get started. Over the cycles of incubation, The Foundry becomes
Hanson Gifford, Morgenthaler Ventures/The FoundryRobin Bellas, Morgenthaler Ventures/The Foundry Choosing the Right Medical Devices to Fund The Foundry can only fund a certain number of ventures. Hanson talks about the different factors that go into choosing the companies, including market opportunity, and patient and physician opportunity.