Speech Recognition
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In this lecture, Professor Paul Fry takes on Knapp and Michaels's influential article, "Against Theory." The historical context of the piece is given and key aspects of the theorists' critical orientations, specifically their neo-pragmatism, are defined. A lengthy discussion of the relationships between, on the one hand, intention and meaning and, on the other hand, language and speech follows with reference to Saussure, deconstruction,...more
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Beaver talks about how it is necessary for every company to adapt at every step as it grows, depending on the competitive landscape or technological advances, to make the most of opportunities along the way.
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William Sahlman, professor at Harvard Business School, maintains that entrepreneurs must manage the relationship between risk and reward, illustrating his point with the example of John Osher, creator of the very successful spin toothbrush. Specifically, Sahlman argues that entrepreneurship is fundamentally about decreasing risks and increasing the chances of success - an issue that is fundamentally related to the people in the venture.
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Musk talks about the problems with space exploration in the US in the 22nd century. The long term plans are to have something cheaper and safer. In Russia, it is safer and cheaper and they have a better track record. They are constrained however by the weakness of the Russian economy. China is expected to launch their first person into space this month, becoming the third country to put a person into the orbit. They have great ambitions...more
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Wirt explains that the invention of the electric motor revolutionized the way factories operate. With steam power, there was one central boiler which dictated how the factory had to be organized. As electric motors evolved, it became possible to make small motors that could be distributed around the plant to provide power to individual machines allowing for greater flexibility. Now, electric motors are everywhere, he says.
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What does Silicon Valley 4.0 look like? Kawasaki does not consider himself a visionary, but he does see changes in the future. For example, he believes everything will be wireless and have an IP address.
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William Sahlman, professor at Harvard Business School, reflects on three things that helped John Osher, the developer of the low-cost spin toothbrush, succeed. Sahlman identifies three factors: 1) Reflecting on your experience to improve your understanding, 2) Looking at the situation differently to successfully innovate, and 3) Scanning your environment to find new opportunities.
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During its inception, Dell explains how the computer industry was run by engineers. Over a thirty-year period however, customers began to have an important role in the industry, but many companies were still being run by engineers working to promote complexity. With complicated products being sold, says Dell, customers had to rent specialized software and hire consultants from the computer companies to get their products to work. As a...more
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Priceline co-founder Jesse Fink explains to entrepreneur Steve Blank how his early company was a technology-enhanced solution to a business model - and not a real technology play - that succeeded in providing for both business and consumer. Fink brings these same solutions to his current investment firm, MissionPoint, who believes it will be business models and capital markets that find environmental solutions, and not the technology itself.
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Anand Chandrasekaran, Producer of Tapestries of Hope, tells the tale of a small soap maker who realized that the gum they were giving away as a promotional item began to outshine their core product. The company had to make a bold decision to focus on what's selling, rather than what they deemed their core competency, and the rest is entrepreneurial history. Chandrasekaran's lesson is that we should keep ourselves receptive to new ideas...more
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Donna Novitsky drives a key lesson about pursuing entrepreneurship on a grand scale. She urges entrepreneurs to channel their passion and time to create new markets coupled with building an organization.
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Kaplan talks about how most people will work on an idea for a company for 2-3 years before they get the money. The best time to start a company, he notes, is when everybody thinks it is impossible.
