Decision-making
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This lecture continues the discussion of the HOMO/LUMO view of chemical reactivity by focusing on ways of recognizing whether a particular HOMO should be unusually high in energy (basic), or a particular LUMO should be unusually low (acidic). The approach is illustrated with BH3, which is both acidic and basic and thus dimerizes by forming unusual "Y" bonds. The low LUMOs that make both HF and CH3F acidic are analyzed and compared...more
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Despite the huge investments, regulatory burdens, and uncertain market place, Burrill talks about how venture businesses investing in the life sciences industry make money. He stresses the importance of creating a perceived value (which is much higher than the actual value) as well as taking advantage of global arbitrage of technology having a higher value in certain parts of the world as compared to others.
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Kawasaki talks about the essence of Selling the Dream, his new book. You need evangelists, those who sell your dream, he says. The way to get others to believe in your dream is to show them you're making the world a better place, he adds. Kawasaki uses Google as an example of a company that has changed the world and has evangelists supporting their cause and spreading the word.
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Final Showdown, Thinking About Design, Runtime Performance, Memory Used, Code Complexity, Making Tradeoffs, Array vs Vector, Stack/Queue vs Vector, Set vs Sorted Vector, Pointer-based vs. Contiguous Memory, CS106B MVPs, Pointers, To Remember Years from Now, After CS106B, considering.cs
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Mandelbaum recommends trying to meet someone that has connections in the venture capital community. It is very difficult to approach a venture firm unsolicited, but much easier with the introduction of an influential person in the community. Take advantage of opportunities to get in touch with venture capitalists, she suggests.
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I build companies, it's what I love to do, says Neeleman. I want to build a legacy--something that will last for a long time, he says. We came up with a simple model of bringing humanity back to air travel, and making a difference, he adds. Becoming a better company, being the best in a really bad industry, is his mission.
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Everything at Google has turned out perfectly, making it hard to determine which decisions were good and which were bad. Co-founder Larry Page remarks that they could have started the company earlier, but were working on their PhD's. Also, it would have been difficult to achieve the same thing five years ago because the market was not as advanced -- and technology was more expensive and less established.
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Verma talks about how the biggest mistake when identifying a market segment is not identifying the customer with the purchasing power. Your original market can be narrow, and will eventually grow, he says, but only if the correct customers are targeted. Find out who is making the final decisions about a purchase, he adds.
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Number 1 in Frank Levinson's Top 10 Things You Must Have to Start a Business. Levinson claims that the people you work with and your team are key in making your business successful. He explains the factors that should go into choosing your partner
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Sutton presents three tips for avoiding the common problem that companies face when they talk about creativity but don't implement it, including making sure the people in senior management know the business, and simple ideas are easier to execute.
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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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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.
