large margins
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Early Modern England: Politics, Religion, and Society under the Tudors and Stuarts (HIST 251)In this lecture Professor Wrightson considers the events leading to the execution of Charles I in 1649, and the republican regimes of 1649-60 (the Commonwealth and the Protectorate), with particular attention to the role of Oliver Cromwell. He begins with the unsuccessful attempts to negotiate a settlement with Charles I after the civil war, the in...more
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Dan Springer, CEO of Responsys, suggests strategies to retain good people. Springer suggests that the most important strategy is to help team members feel excited about their career path, whatever that might be. In addition, Springer has found that smaller rewards throughout the year for excellent work have a large effect in helping employees feel appreciated and want to stay with the company.
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Professor Kleiner discusses two Roman cities in North Africa: Timgad and Leptis Magna. Timgad was created as an entirely new colony for Roman army veterans by Trajan in A.D. 100, and designed all at once as an ideal castrum plan. Leptis Magna, conversely, grew more gradually from its Carthaginian roots, experiencing significant Roman development under Augustus and Hadrian. Septimius Severus, the first Roman emperor from North Africa, was b...more
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We consider games in which players move sequentially rather than simultaneously, starting with a game involving a borrower and a lender. We analyze the game using "backward induction." The game features moral hazard: the borrower will not repay a large loan. We discuss possible remedies for this kind of problem. One remedy involves incentive design: writing contracts that give the borrower an incentive to repay. Another involves commitment...more
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Roizen talks about performance and limited partners in venture capital. Smaller funds on the most part are suffering. A large funds success depends on what a startup's past performance has been.
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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.
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Statistics 110 (Probability), which has been taught at Harvard University by Joe Blitzstein (Professor of the Practice, Harvard Statistics Department) each year since 2006. Lecture videos, review materials, and over 250 practice problems with detailed solutions are provided. This course is an introduction to probability as a language and set of tools for understanding statistics, science, risk, and randomness. The ideas and methods are use...more
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Smith believes that since their monetary values are not large in comparison to the size of the education industry, investments must be leveraged to get maximum effect. New School's helps to leverage their investments by bringing together a partner group that includes venture capitalists, entrepreneurs, and educators, who each bring different strengths and views to the venture.
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We analyze three games using our new solution concept, subgame perfect equilibrium (SPE). The first game involves players' trusting that others will not make mistakes. It has three Nash equilibria but only one is consistent with backward induction. We show the other two Nash equilibria are not subgame perfect: each fails to induce Nash in a subgame. The second game involves a matchmaker sending a couple on a date. There are three Nash equi...more
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Zuckerberg discusses the evolution of Facebook's founding team from a bunch of college friends to a large team of several engineers, its changing dynamics and his role as a leader in the company.
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Adams talks about testing the viability of a new technology with potential customers. He recommends entrepreneurs conduct polls and surveys to determine whether there is demand for the technology in the market. Never commit to a large development effort without prototyping the technology first and taking it to a potential target market, he cautions.
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Rick Wallace, the new CEO of KLA-Tencor shares his insights about managing a large organization. He describes his job as making trade-offs to ensure that all three constituents, investors, customers and employees, are happy with the company. While they all have separate and sometimes contradicting motivations, a company's long term success is heavily dependant on its ability to cater to these three constituencies.
