Large Margins
sort by: Relevancy | Title | Rating try advanced search for more options
-
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 way to learn those important lessons -- instead join the sales team of a large company and learn from the bottom up.
-
Winblad believes IBM has done an extraordinary job at establishing itself as a leader in software. IBM is proactive with acquiring early stage companies and partners well. Microsoft is successful because they view everything as a threat and don't take anything for granted, she says. Linux is still a force and will not easily go away because it is really hard to kill large companies in the software industry.
-
Larry Brilliant, Executive Director for Google.org, confesses that the company stole the idea for a profit-driven non-profit from Salesforce.com. Brilliant reminds us that only privately-held companies can give their money to charity, but that Google is optimistic about recruiting other large enterprises to work in the public interest.
-
Professor Kagan discusses the two main positions with regard to the question, "What is a person?" On the one hand, there is the dualist view, according to which a person is a body and a soul. On the other hand, the physicalist view argues that a person is just a body. The body, however, has a certain set of abilities and is capable of a large range of activities.
-
Davis discusses how Unitus helps transform small non-profit companies into large profitable companies. Unitus makes the companies think bigger and expand their vision. They try to paint the picture of a possibility of a bigger future, he notes.
-
Dell explains how process is critical for organizing large numbers of people in a company, particular if it has grown rapidly. As part of its business development process, the company allows anyone to get involved in improving things they see could be done better. These improvements can be shared easily across the world, says Dell.
-
How big is the problem? And how large is the opportunity to solve it? Mir Imran, parallel entrepreneur and CEO of InCube Labs, says that 90 percent of business concept development is simply understanding what's wrong with the status quo. One needn't start out as an expert, says Imran, but the savvy entrepreneur needs to know how to perform deeply probing research.
-
Kaplan talks about how roles change within a company when a transition from R&D happens. A vice president of sales when you are trying to get 3 test customers is not a good executive if you are planning to expand to different regions and have a large sales force, he says. You must keep in mind that when transitioning and scaling up, you might have to change management and get in the heavy hitters with experience, he adds.
-
A large amount of time is spent in the hiring process at Google because the company is serious about employing only the very best people. Because of the high profile of the company, they receive over a thousand resumes a day, according to co-founder Larry Page and CEO Eric Schmidt. Many hires result from these resumes, but only after comprehensive reference checks.
-
Recently, Komisar has noticed that the IPO market is reopening and VCs are becoming anxious to invest. There are a number of companies lined up to go public. There tends to be a lag in the markets of step technologies, while the customers catch up to the advance, but they do catch up and a large amount of value is created in the process, he says.
-
Stephanie Keller-Bottom, Director of Nokia Innovent, discusses how companies need to collaborate to bring their products to the market. She talks about the value that entrepreneurs bring to large companies as they understand the importance of collaboration in order to leverage resources.
-
Dell explains where he would look to start a new company. According to him, there are many companies that are slow to innovate. He would focus on a creating a company in a large, fast-growing, yet inefficient industry that is not keeping pace with change.
