Strategic Thinking
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This lecture begins a series describing the development of organic chemistry in chronological order, beginning with the father of modern chemistry, Lavoisier. The focus is to understand the logic of the development of modern theory, technique and nomenclature so as to use them more effectively. Chemistry begins before Lavoisier's "Chemical Revolution," with the practice of ancient technology and alchemy, and with discoveries like those of...more
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Approaching The Higher Dimensional Fourier Transform, Notation: Thinking In Terms Of Vectors, Definition Of The Higher Dimensional Fourier Transform, Inverse Fourier Transform, Reciprocal Relationship Between Spatial And Frequency Domain, One Dimensional Case: Reciprocal Relationship, 2-D Case: Visualizing Higher Dimensional Complex Exponentials, Results: Visualizing 2-D Complex Exponentials
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November 2, 2007 lecture by Cathy Marshall for the Stanford University Human-Computer Interaction Seminar. Most of us engage in magical thinking when it comes to the long term fate of our digital stuff. At this point, a strategy that hinges on benign neglect and lots of copies seems to be the best we can hope for. Cathy discusses four central themes of personal digital archiving and some additional challenges introduced by home computing...more
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Smith explains that New Ventures measures success in four layers. The first layer of success is immediate outcomes for the kids served by current ventures. The second layer is the ventures' impact on the system. The third layer is the success of New Schools in assisting their ventures. The last layer is the change in the entire system to a performance-based model with greater hybrid thinking.
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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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Estrin emphasizes that a good leader and entrepreneur should have flexibility--flexibility in dealing with people and navigating through changes in plans. Estrin thinks that this is a hard time and environment for startups, but that should not prevent people from being entrepreneurs. Big companies must embrace entrepreneurial thinking.
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Perry addresses the fact that an analytical way of thinking and approaching problems from his advanced degree in mathematics was a huge asset for his role as the Secretary of Defense. He stresses that the logic of going through the steps of problem solving will help one build objective decisions about the problem.
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Over the last three years, Autodesk had to change delivery times due to customers' faster delivery demand. Autodesk was able to move forward using software as service, thinking about process, and innovating in an established company.
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A million dollars should last any new venture at least a year. And companies are most productive when they're less than ten people strong. These business axioms are good advice for any enterprise, says Ron Conway, investor in over 500 companies, and fellow investor Mike Maples. A lean and mean staff gets the most accomplished, and a low burn rate and ample experimentation are nearly always a calibrator for success. In addition,...more
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Frank reveals how he started thinking of entrepreneurship at a young age. He believes that if you don't have it, you just make it!
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Kawasaki provides advice about foundation, priorities, financing, key employees, getting the word out, leveraging resources, scope, business development, raison d'etre, and the big picture. For example, a few years ago, cleverness was the priority, he says. Today, expertise in technology is important and entrepreneurs should be thinking of making the world a better place, he adds.
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We first consider the alternative "Bertrand" model of imperfect competition between two firms in which the firms set prices rather than setting quantities. Then we consider a richer model in which firms still set prices but in which the goods they produce are not identical. We model the firms as stores that are on either end of a long road or line. Customers live along this line. Then we return to models of strategic politics in which it...more
