Decision-making
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In areas of the world that can't afford new technologies, there is progress in making them available, he says. Yock gives an example of how this is being done. Money is being invested in appropriate technologies as cardio vascular disease is spreading to other developed nations.
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Kim Polese, CEO of SpikeSource, relates the challenges she learned while starting a company. She realized that though entrepreneurs might see potential in their technology and have the right people in their company, that alone will not ensure success in the marketplace. It requires making sure that all the pieces are in place for that company, she says.
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Reedy shares a commercial that is going to air later in the week. She talks about eBay's vision - providing a global online trading platform - and the value proposition - making inefficient markets efficient by bring back the fun and the passion.
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Musk talks about how there's no one area where costs were reduced in space travel, rather it was every decision across the board. The focus was on simplicity--and simplicity reduces costs. For example, fewer components means fewer components to repair, and to purchase, as well as to test. The avionics vehicles communicate via ethernet--while not novel, it is unheard of, compared to other systems that use cables, he says. In addition,...more
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Liemandt discusses how leading a start-up is harder and more stressful than heading a big company. The most difficult thing about being the CEO of a big company is making sure that all the employees share the same vision and passion for the business.
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Eric Schmidt, CEO of Google, talks about how real partnerships are a win-win deal. When making a deal, it is important to let your partner win, too, and to form an actual partnership rather than strictly relying on financial gain.
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The head TA for Introduction to Chemical Engineering (E20) fills in for Professor Channing Robinson and discusses a case study on the process of making high fructose corn syrup.
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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 Larry Brilliant. 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...more
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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.
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At the heart of scientific research is innovation, says Fodor, which is also one of the main driving forces behind entrepreneurship. He talks about making the transition from scientist to entrepreneur.
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Find people smarter than you, and hang on to them for dear life. This doesn't just apply to the talent you hire, but also to the people you work alongside to build and shape your emerging venture. Jay Coen Gilbert, Bart Houlahan, and Andrew Kassoy all co-manage B Labs on equal footing. Here, Coen Gilbert and Houlahan cite the decision to manage as a team essential to the operation's success.
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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.
