design in the time domain
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Komisar explains that there is no balanced life in being a CEO. It is a 24/7 job and is all-consuming. After being a CEO, Komisar decided to cut back and bring his life back into balance so he could have time for all the things he enjoyed. It is essential to stay ethical and never put yourself in a situation where you can't say no and cut back. Maintaining a balanced life is a dynamic quest and changes as your priorities change. People w...more
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Kavita Ramdas, President and CEO of The Global Fund for Women (GFW) understands the importance of sustainability for its grantees because it must also be a sustainable organization. GFW helps grantees by discussing up front ways for strengthening and expanding funding in local communities. She stresses that sustainability is not to be confused with creating a profit-making venture. GFW also perceives that funding should continue over longe...more
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In this lecture, Professor Kagan describes the growth of a new power: Thebes. Under the leadership of Epaminondas and Pelopidas, Thebes grows into a major power among the Greek cities. In fact, the Thebans even rout the Spartans in a standard hoplite battle in the battle of Leuctra. Finally, Professor Kagan points out that by the time of Theban hegemony, the Greek world had experienced so many wars and conflicts that it opened the door to ...more
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Neutral evolution occurs when genes do not experience natural selection because they have no effect on reproductive success. Neutrality arises when mutations in an organism's genotype cause no change in its phenotype, or when changes in the genotype bring about changes in the phenotype that do not affect reproductive success. Because neutral genes do not change in any particular direction over time and simply "drift," thanks in part to the...more
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Andy Friere, Co-founder and CEO of Axialent, discusses the three things that he believes build culture: 1) Behavior, 2) Symbols and 3) Processes. To elaborate, Friere suggests that behavior--what firms actually do despite what they say they do--defines what individuals in the organization come to believe. Furthermore, the symbols in an organization, primarily how time and money is spent to reward people, also shapes culture. Finally, the p...more
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Though Fluidigm is essentially a tool company, which is not very glamorous, says Worthington, they were successful in raising funding because they were a real, functioning company that already had customers and were able to prove a real market. Worthington recommends not wasting time with venture capitalists that are not immediately enthusiastic about the company. Once they make up their mind against the company, there is no use pursuing...more
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The numbers are stacked against the inspired business owner-to-be. Seasoned angel investors Ron Conway and Mike Maples talk about how many ideas they receive, how many executive summaries they peruse, how many meetings they call, and the shockingly few ventures - roughly one out of 150 - that end up receiving their investment of time and money. Also, Conway points out that investing is a risky business, with an even split between those t...more
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Roizen believes startups should have venture capital, but at the right time and used judiciously. She talks about the Barbell syndrome, where startups raise money for the first and last rounds, but not the rounds in between. It is very difficult to raise these middle rounds, which allow startups to treat money better.
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Rick Wallace shares his experience of being tasked with figuring out how to sell multiple machines per fab. He describes how his boss took away his major constraints, time and money, and incented him to take a risk. He has used a similar structure several times within the company to create an entrepreneurial and risk-taking environment within a large multi-billion dollar company.
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Dominic Orr, CEO of Aruba Networks, begins by describing two surprises he encountered when working with great people: first, how difficult it is for experienced people to change and second, how challenging it is to be intellectually honest. Orr then describes his efforts to overcome these impediments by cultivating a fast-decision making process focused on the facts and intellectual honesty. However, to achieve this environment each indivi...more
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Andy Friere, Co-founder and CEO of Axialent, provides five basic cultural archetypes into which organizations fall: 1) Achievement, 2) Innovation, 3) One-team, 4) People-first or 5) Customer-focused. Friere argues that ultimately organizations need to develop strength in all five archetypes. However, Friere emphasizes that organizations cannot develop all five at once. Instead, organizations can only successfully develop one archetype at a...more
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Don Francis, a pioneer in the field of HIV/AIDS research, had a long history as a pediatrician and an employee of the CDC before he joined Genentech to develop an AIDS vaccine. He realized that the only way to truly combat AIDS was to develop a vaccine. He chose Genentech because it was the world leader on vaccines at that time, but he became disappointed when the development was not going anywhere and decided to start his own company....more
