http://ecorner.stanford.edu ECorner Multimedia Materials en-us fglick@stanford.edu Wed, 19 Nov 2008 08:37:44 PST Wed, 19 Nov 2008 08:37:44 PST http://blogs.law.harvard.edu/tech/rss 1440 http://www.stanford.edu/group/edcorner/uploads/podcast/ETLalbum.jpg http://ecorner.stanford.edu/ 100 100 Stanford Technology Ventures Program 2005-09-07T17:00:54Z en-us fglick@stanford.edu Forrest Glick no Entrepreneurship,Stanford,STVP Creative Commons: http://creativecommons.org/licenses/by-nc-nd/2.5/ Entrepreneurship,Stanford,STVP Education/Higher Education Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1719 Fiorina explains that leadership is about three things: capability, collaboration and character. She stresses the importance of capability, which is about asking questions and listening to answers. It is also about celebrating new ideas and taking initiative to try new things. She insists that a continuous learning process is important to strengthen an entrepreneur's capability. Wed, 2 May 2007 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1719 Stanford Technology Ventures Program 2007-05-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=996 According to Komisar, what distinguishes the Silicon Valley is not its successes, but the way in which it deals with failures. The Valley is about experimentation, innovation, and taking new risks. Only a small business that can deal with failure and still make money can exist in this environment. It is a model based on many, many failures and a few extraordinary successes. Wed, 28 Apr 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=996 Stanford Technology Ventures Program 2004-04-28T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1717 Fiorina talks about the dynamics of change and fear. She notes that entrepreneurship is about risk-taking, and this is always associated with trying something new. Fiorina concludes by asserting that change involves gathering enough energy and force to overcome the power of status quo. Wed, 2 May 2007 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1717 Stanford Technology Ventures Program 2007-05-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1532 Repackage, rejuvenate, re-market, and re-examine those products or practices you thought would fly, and craft them a new set of wings. Vice President of Search Products & User Experience, Marissa Mayer lives by the old adage that if at first you don't succeed, try again. She pushes aspiring business thinkers to breathe new life into failed ventures, as opposed to cutting the cord. Wed, 17 May 2006 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1532 Stanford Technology Ventures Program 2006-05-17T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=914 In Raikes' early days at Microsoft, the strategy was to focus on agility--to have the products run on a number of different computing platforms. To be a successful entrepreneur, you have to learn and respond to challenges that arise and adapt your strategy accordingly, says Raikes. Wed, 5 May 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=914 Stanford Technology Ventures Program 2004-05-05T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1187 Using Play-Doh and the Apple iPod as examples, Robert Sutton, Co-Director of the Center for Work, Technology, and Organization at Stanford University, explains that often creativity is simply making new things out of old ones. Wed, 27 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1187 Stanford Technology Ventures Program 2004-10-27T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=364 Jerry Kaplan, serial entrepreneur, executive, technical innovator, and author, elaborates on the five biggest mistakes that entrepreneurs make: 1) Having unclear goals and an unclear mission 2) Trying to prove that they are smart 3) Greed - doing it for money. 4) Hiring people that they like rather than people that they need. 5) Not knowing when to let go. Wed, 1 Oct 2003 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=364 Stanford Technology Ventures Program 2003-10-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=726 Kim talks about how in November 2001, the value proposition for Lord of the Rings was mixed. There was no movie yet and movie producer Peter Jackson had a questionable record. There was a lot of uncertainty over the successful prospect of the movies. However, the core team took an entrepreneurial attitude and decided to see what they could make of the opportunity. Wed, 12 Nov 2003 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=726 Stanford Technology Ventures Program 2003-11-12T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=728 he goal from the outset with Return of the King, says Kim, was to turn it into a perennial business. The "X" for Two Towers was "play the movie," but Return of the King was "live the movie." The development was brought in-house. Fan feedback was incorporated. The game was done in 16 languages for X-Box, Playstation2, GameBoy Advance, Nintendo GameCube, and the PC. Wed, 12 Nov 2003 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=728 Stanford Technology Ventures Program 2003-11-12T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1076 Google co-founder Larry Page provides several tips for entrepreneurs. Tip 1: Just don't settle. Especially with employees, it is very important to find great people you are compatible with. Tip 2: There is a benefit from being real experts. Experience pays off. Tip 3: Have a healthy disregard for the impossible. Stretch your goals. Tip 4: It is OK to solve a hard problem. Solving hard problems is where you will get the biggest leverage. Tip 5: Don't pay attention to the VC bandwagon. Don't start a company just because you can. Instead, have a really good idea that is good regardless of the funding situation. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1076 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1073 Larry Page, co-founder of Google, reveals that basic research and good ideas are the key components to creating a tremendous opportunity in the tech market. A lot of new knowledge is being created all the time and much of it can be used as the foundation for innovation. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1073 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1379 Davis believes that microfinance institutions can be profitable. This is a business opportunity with incredible social impact, he says. Wed, 5 Oct 2005 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1379 Stanford Technology Ventures Program 2005-10-05T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=727 Kim explains that the Two Towers development was done with a team of 40 at EA and the help of a third party developer in order to get it finished in time. The EA team injected their values, processes, management style and work ethic into the outside team, she says. Wed, 12 Nov 2003 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=727 Stanford Technology Ventures Program 2003-11-12T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1171 Guy Kawasaki, founder and Managing Director of Garage Technology Ventures, believes that those companies who set out to make a positive change in the world are the companies that will ultimately be the most successful. He gives examples of the best way to make meaning: increase quality of life, right a wrong, and prevent the end of something good. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1171 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1378 Davis talks about how he got involved in micro credit and how it led to the formation of Unitus. He explains how Unitus is different form Grameen Bank, a pioneer in the field of microfinance. Unitus uses an Acceleration Model, a venture approach to do micro finance. This means they invest in programs around the world that offer micro loans and that have high growth potential to accelerate their growth. Wed, 5 Oct 2005 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1378 Stanford Technology Ventures Program 2005-10-05T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1278 As a well-known champion of Google, Doerr describes some of his favorite services that Google offers. Wed, 2 Feb 2005 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1278 Stanford Technology Ventures Program 2005-02-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=20 Launching a start-up is not a rational act. And Vinod Khosla, a partner in Kleiner, Perkins, Caufield & Byers and former Sun Microsystems CEO, believes that success only comes from those who are foolish enough to think unreasonably. Entrepreneurs need to stretch themselves beyond convention and constraint to reach something extraordinary. Wed, 24 Apr 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=20 Stanford Technology Ventures Program 2002-04-24T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=366 Kaplan talks about the five critical skills that entrepreneurs need: 1) Leadership: ability to build consensus in the face of uncertainty 2) Communication: ability to keep a clear and consistent message 3) Decision-making: knowing when to make a decision 4) Being a good team player: knowing when to trust and when to delegate 5) Ability to telescope: to focus in on the details and then move back to the bigger picture. Wed, 1 Oct 2003 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=366 Stanford Technology Ventures Program 2003-10-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1172 Kawasaki talks about how mission statements, while touted as necessary for any company, often is not representative of the true meaning of the company. Instead, a mantra is shorter and captures the essence of the organization. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1172 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1276 Doerr offers tips that are useful in building a strong team and sustaining its strength, including coaching and personal networking. Wed, 2 Feb 2005 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1276 Stanford Technology Ventures Program 2005-02-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=216 Kavita Ramdas, President and CEO of the Global Fund for Women, defines entrepreneurship by looking to the roots of the French language. She found two words: "entre" and "prendre" that suggest the act of immersion into something that also takes hold of you. Sun, 13 Apr 2003 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=216 Stanford Technology Ventures Program 2003-04-13T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1464 Tina Seelig, Executive Director for the Stanford Technology Ventures Program, believes that every problem is an opportunity for a creative solution. The way you view any problem depends on your attitude. Wed, 12 Apr 2006 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1464 Stanford Technology Ventures Program 2006-04-12T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1996 Just twenty percent of the members in any group or social system own eighty percent of the assets, indicative that scale indicates a growing concentration of power. The top 2,000 companies employ and influences a million people in the modern world, says author David Rothkopf. With cross-ownership and networking in all circles - business, military, religion, and the Internet among them - a few succeed, but the majority of participants within any given system are marginal. Wed, 16 Apr 2008 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1996 Stanford Technology Ventures Program 2008-04-16T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1094 Looking back, it is easy to forget the tremendous risks co-founders Larry Page and Sergey Brin undertook to get to the place they are today. The co-founders once caused the whole Stanford network to go down for a significant amount of time while trying to develop Google. Page remarks that weird things happen when you are trying to touch every computer on the internet. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1094 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1718 Fiorina provides an insightful distinction between leadership and management. She describes leadership as changing the order of things and management as the production of acceptable results within known constraints and conditions. Wed, 2 May 2007 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1718 Stanford Technology Ventures Program 2007-05-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1178 Kawasaki explains that hiring infected people is the most important factor. Often, how a person looks on paper means nothing if they are not enthusiastic and ready to work hard. All of the experience in the world means nothing if they are not bitten and infected by the start-up bug. He also tells you how to avoid the bozo explosion, which only leads to layoffs, and how to apply the shopping center test to know if you're hiring the right person. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1178 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=38 Khosla feels that an MBA is not the only way to gain experience, it is a way to gain perspective. Real-world experience provides the depth of knowledge you need in a company. Wed, 24 Apr 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=38 Stanford Technology Ventures Program 2002-04-24T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1176 Kawasaki talks about marketing and product design simplified. Kawasaki explains why this theory is all an entrepreneur will need to know about marketing. A simple chart illustrates his point - how to be the creator of a unique product or service and is valuable to a customer. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1176 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=85 Roizen provides tips for giving good pitches. First, focus on getting to the next step. The day you come in for an hour-long meeting, she says, plan on a 20 min. presentation (no more); get to the value proposition in 5 minutes; be articulate; manage the meeting; show experience and establish credibility. Wed, 16 Jan 2002 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=85 Stanford Technology Ventures Program 2002-01-16T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1174 The business model today is very different than it was before and during the boom, says Kawasaki. In order to write the best business plan possible, follow Kawasaki's steps: specificity, simplicity, and ask women. He believes that woman don't possess the killer gene that is inherent in men, and will be able to give better advice about a business model. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1174 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1173 Kawasaki explains that market research, focus groups, and test cases can bog down an entrepreneur and prevent her or him from completing the most necessary task - action! His advice to break the cycle is to think different, polarize people, and find a few soul mates. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1173 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=365 According to Kaplan the best qualities of successful entrepreneurs are: 1) They believe that they can make a difference. 2)They have a passion for making things happen. They don't just sit around talking, they go out there are make it happen. 3) They have unjustifiable optimism. They believe they can succeed in the face of evidence proving the contrary. 4) Tolerance for uncertainty. 5) Genuine concern for other people. Wed, 1 Oct 2003 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=365 Stanford Technology Ventures Program 2003-10-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1530 In product development, Google's Marissa Mayer, Vice President of Search Products & User Experience, believes that a small amount of constraint - whether in file size, pixels, or speed - fosters a lot of innovation. The lesson she shares? Too much creative freedom can make creativity unfocused. A solution with a strict set of barriers yields more concrete solutions. Wed, 17 May 2006 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1530 Stanford Technology Ventures Program 2006-05-17T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1177 Making pitches is a way of life for an entrepreneur. Kawasaki provides his tips for ensuring each pitch is better than the last. His 10/20/30 rule for PowerPoint slides is essential. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1177 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=55 Hawkins shares his story of graffiti, a handwriting recognition software, and the intuitive leap of using a keyboard to show that users can and will adopt to new technology. He elaborates on the role of market research, as well as how to listen to customers and follow your intuition and vision for the future. Wed, 23 Oct 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=55 Stanford Technology Ventures Program 2002-10-23T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1524 Marissa Mayer, Google's Vice President of Search Products & User Experience, believes that ideas for new products come from everywhere - every employee, every department, from both necessity and serendipity. By creating an environment where ideas can be freely exercised, like a muscle they will likely get more toned and more in tune with the organization's circulation. Wed, 17 May 2006 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1524 Stanford Technology Ventures Program 2006-05-17T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1466 "The harder I work, the luckier I get", says Seelig. Get out there and put yourself in a position to make yourself lucky, she adds. Wed, 12 Apr 2006 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1466 Stanford Technology Ventures Program 2006-04-12T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=39 Jeff Hawkins, co-founder of Handspring, has never thought of himself as an entrepreneur.Being an entrepreneur is not a career choice, he says, but is something you do at certain points in your life because you have to. Hawkins believes entrepreneurship is a means to an end, as opposed to an end in itself. Wed, 23 Oct 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=39 Stanford Technology Ventures Program 2002-10-23T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1074 According to Larry Page, co-founder of Google, Not many companies are innovators in both technology and business. In order to be successful in technical innovation, you must also understand the business and marketing side, he adds. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1074 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1179 A successful product is easy for everyone to use, immediately. Flatten the learning curve, never ask someone to do something you would not, and recruit evangelists to spread your message. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1179 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1186 Kawasaki's viewpoint is not one shared by the majority of venture capitalists. Kawasaki sees the best candidates for a successful start-up are young engineers with no business experience. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1186 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=916 Raikes talks about how Microsoft's success at innovating business models equals its success in technology innovation. Before Microsoft, there was no market for a company that did operating systems. The business model to license operating systems was novel and helped to propel Microsoft to success. Wed, 5 May 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=916 Stanford Technology Ventures Program 2004-05-05T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=269 Whatever you build, says Kawasaki, it's about passion, and less about money. Your goals should be about changing the world, or making the world a better place, he says. He also talks about his experience growing up thinking that money was the most important thing in life. He advises students to study abroad and to spend as much time learning as possible. Wed, 19 Feb 2003 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=269 Stanford Technology Ventures Program 2003-02-19T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1180 There are typical ways to approach sales, but Kawasaki has three other ideas. These include the unintended users, allowing test drives, and the suck down theory - chances are the CEO is not going to be the one buying your product, but rather the people at lower levels. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1180 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1181 Kawasaki shares some of the qualities that he believes entrepreneurs, and everyone else, should have. In order to be a mensch, a person who is widely respected and trusted, one should help those who cannot be helpful in return, do the right thing in the right way, and pay back to society. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1181 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1078 Google tries to keep an entertaining and enriching corporate culture by taking company trips and implementing a dog-friendly policy.At the same time, the company tries to maintain an entrepreneurial culture by forming small teams that act like individual startups. The founders have discovered that the groups tend to become more traditional as they grow larger. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1078 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1472 Seelig talks about the importance of figuring out and balancing priorities. She believes it is necessary to reassess your priorities frequently, selecting a few things to focus on. Wed, 12 Apr 2006 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1472 Stanford Technology Ventures Program 2006-04-12T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=18 Vinod Khosla, partner at Kleiner, Perkins, Caufield & Byers, was bitten by the entrepreneurship bug early in life when he heard about Intel starting up. He was enamored by the idea of being able to start your own company. Intel served as as a great role model, he says. Wed, 24 Apr 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=18 Stanford Technology Ventures Program 2002-04-24T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1182 Kawasaki talks about two examples of early-stage funding, bootstrapping and venture capital, and the benefits and drawbacks of both. Ultimately, he believes that too much money is worse than not enough money, and that both methods can be successful of a smart approach is taken with the funds that are received. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1182 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1197 While Sutton doesn't think there is a true method to differentiate a good idea from a bad one, there are ways to help improve the chances of success, the main one being consulting customers or potential customers. Wed, 27 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1197 Stanford Technology Ventures Program 2004-10-27T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1175 Kawasaki suggests creating a system of milestones, assumptions and tasks to keep your business on the right path and increase your chances for success. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1175 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1072 Late one night, a group of excited people congregated in the office of Larry Page, co-founder of Google, over a bottle of champagne. Around 80 people came to watch the event from outside, curious about what was going on. The event was the signing of the AOL contract that was the culmination of months of hard work. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1072 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1081 Google makes money through selling targeted advertising on its site, which is more effective than broad-based advertising. In addition, they receive revenue from providing search capabilities to other companies, says co-founder Larry Page. Surprisingly, the model used today is remarkably similar to the original business model presented to venture capitalists. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1081 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=911 Jeff Raikes, group vice president of Productivity and Business Services (PBS) at Microsoft Corporation, explains his own background and how being open to opportunities helped him become the only undergraduate from the Engineering Economic Systems department at Stanford. Plans change as opportunities arise, he says. He also recommends entrepreneurs look for a job they love. Wed, 5 May 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=911 Stanford Technology Ventures Program 2004-05-05T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1184 Kawasaki believes that often soul mates are found within your existing social network, but there is danger in that as well. Close relationships outside of a business environment can lead to promising more than can be delivered. Kawasaki explains that it is a tricky process, and can be difficult if a soul mate is not fulfilling their duties. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1184 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1531 Google has proven that if you build it, they will come, and their mass of tools to keep users logged in has been the crux of their success. Vice President of Search Products & User Experience Marissa Mayer elaborates on this strategy, pointing out that money - and advertisers - will always follow consumers. Focus on building sticky media that draws in a wide audience, and the method to its monetization will follow. Wed, 17 May 2006 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1531 Stanford Technology Ventures Program 2006-05-17T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1001 Komisar explains that consultants are not in the position of obtaining the level of intimacy with a company that builds confidence in decision making. Strategy consulting exists because senior management wants their strategy to be accepted by a board of directors. Contrastingly, Komisar's role is to come up with bold ideas and steer the direction of the company. Wed, 28 Apr 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1001 Stanford Technology Ventures Program 2004-04-28T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1193 When trying to foster innovation within an organization, Sutton feels that sometimes the best management is no management at all. He also stresses that creativity means selling, not just inventing something. Wed, 27 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1193 Stanford Technology Ventures Program 2004-10-27T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1368 Tom Byers, professor at Stanford University and founder and a faculty director of the Stanford Technology Ventures Program (STVP), stresses that "Entrepreneurs are not born, they are made". He discusses a framework that elaborates the difference between an idea and an opportunity. Wed, 18 Jan 2006 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1368 Stanford Technology Ventures Program 2006-01-18T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1185 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. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1185 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=30 Khosla states that it is the team that make the company. At Kleiner Perkins, he notes that everyone has learned much from each other. Personalities and approaches are diverse and combined to create great strength. Wed, 24 Apr 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=30 Stanford Technology Ventures Program 2002-04-24T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1183 If a product or services is worthwhile, then evangelists will come to you, says Kawasaki. He believes that if you are having a hard time finding someone to spread the message about your product, then you may need to re-evaluate your product or your goals. Build something great, and the evangelists will be there. Wed, 20 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1183 Stanford Technology Ventures Program 2004-10-20T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=54 Jeff Hawkins, one of the founders of Handspring, claims to have witnessed teams of entrepreneurs brainstorming a product just for the sake of the sale, and he criticizes this approach. A good product can only be conjured by a genuine need in the marketplace. If there are no holes to fill, says Hawkins, then there is no point to being an entrepreneur. Wed, 23 Oct 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=54 Stanford Technology Ventures Program 2002-10-23T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=999 According to Komisar, creating visibility and driving sales are two different tasks. Marketing channels are pretty well honed, but driving sales requires more attention. As an entrepreneur, you play a large part in creating the demand for your product and Google is not going to do that for you. You have to convince people that your product will save them money, he says. Wed, 28 Apr 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=999 Stanford Technology Ventures Program 2004-04-28T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1190 Sutton illustrates two examples from his book "Weird Ideas that Work." He encourages people to ignore and defy superiors and peers, and suggests trying to learn anything from people who say they have solved the same problems you face. Wed, 27 Oct 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1190 Stanford Technology Ventures Program 2004-10-27T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1525 Both the enterprise and the end users are better served by a culture that revolves around rewarding great ideas, rather than the self-promotion of getting others to acknowledge the contributions of an individual. Marissa Mayer, Vice President of Search Products & User Experience at Google, believes that if you fill a room with smart people and give them access to information, brilliant ideas will flourish, and the need for a strict management hierarchy dissolves. A platform for the free-form sharing of ideas promotes an open culture and a flat organization. Wed, 17 May 2006 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1525 Stanford Technology Ventures Program 2006-05-17T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1716 Carly Fiorina, CEO of Hewlett Packard (1999-2005), talks about the importance of being able to distill enormous amounts of information. She explains how her experience in taking courses in Medieval History has helped her look at information selectively, a skill she has successfully applied in her corporate life. Wed, 2 May 2007 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1716 Stanford Technology Ventures Program 2007-05-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=272 Listen to your customers and your noncustomers, emphasizes Kawasaki. People who are not your customers are going to buy your product and use it in ways that you would not expect, he says. It is a good thing to see people using your product in a way you didn't intend means that your product means something to them, he adds. Wed, 19 Feb 2003 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=272 Stanford Technology Ventures Program 2003-02-19T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1280 Doerr gives general career advice for those who are planning to start their own businesses. His tips include finding a mentor, networking, and spending some time in a sales or service position. Wed, 2 Feb 2005 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1280 Stanford Technology Ventures Program 2005-02-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=684 Kelley talks about how the observation phase is the most overlooked part of the development process. Kelley hires social scientists to watch people complete tasks instead of asking them usability questions. He prefers to see them as customers instead of users and strongly believes that customer satisfaction comes with understanding their values. He gives examples of how his team will observe a customer in their usual environment instead of inviting them into a sterile lab for product testing. The case studies he presents include a television remote control. Wed, 3 Oct 2001 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=684 Stanford Technology Ventures Program 2001-10-03T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1077 Larry Page and co-founder Sergey Brin started Google while at Stanford working on their PhD's. When the company grew too big to be run from their dorm rooms, the founders made a pitch to a computer science professor who wrote them a $100,000 check on the spot. As of 2002, it is a company of almost 400 people, it handles over 1500 million searches a day, and it has been profitable for over a year. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1077 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1283 Doerr offers advice on pursuing initial VC funding, including how many firms to approach, how to evaluate the firms, and what kinds of questions to ask. He also reminds us to treat all negotiations with respect and fairness. Wed, 2 Feb 2005 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1283 Stanford Technology Ventures Program 2005-02-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1528 Madonna had The Sex Book. Apple had the Newton. Marissa Mayer, Vice President of Search Products & User Experience for Google, points out that all the best brands, including her own, have made some tremendous product errors. But what allows an enterprise to endure, she says, is its ability to learn from its mistakes and make corrections. Performance is what's important, even if it's not instantaneous. Wed, 17 May 2006 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1528 Stanford Technology Ventures Program 2006-05-17T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1720 Carly Fiorina, former CEO of HP, talks about the importance of ethics. She emphasizes that defying ethics will reap only short-term solutions but never provides a long-term benefit to the organization. She insists that only collaborative efforts can help overcome fears and bring the best outcomes for an organization. Wed, 2 May 2007 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1720 Stanford Technology Ventures Program 2007-05-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=759 [Introduction by David Cassak] Tom Fogarty explains that he became interested in medicine "by accident." He discusses his early design development and how he turned a clinical problem into a device that could solve the problem: "In this situation...it was almost like a lightbulb that went off. If you put a thin catheter system down, and you can make it bigger and then withdraw it and control the volume during withdrawal, you get the clot out. Essentially, I took what they call uretheral catheters, which are long, thin tubes. I cut the baby finger off a number 5 glove. I tied it on the cather system...and that was the first balloon catheter. Mon, 27 Jan 2003 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=759 Stanford Technology Ventures Program 2003-01-27T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1098 Google's main problem is separating the wheat from the chaff through the mounds of creativity they have on hand, says co-founder Larry Page. There are simply more ideas than time and resources allow them to accomplish. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1098 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=998 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 who know and respect you can be a powerful resource in helping you find this balance. Wed, 28 Apr 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=998 Stanford Technology Ventures Program 2004-04-28T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1526 Challenge yourself against better players and you'll become star of the team. Google's Vice President of Search Products & User Experience, Marissa Mayer, reflects upon her personal experience working with some of the finest talent in hi-tech - and points out that working with the best empowers each player to excel. Wed, 17 May 2006 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1526 Stanford Technology Ventures Program 2006-05-17T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=372 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. Wed, 1 Oct 2003 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=372 Stanford Technology Ventures Program 2003-10-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=369 Kaplan says that every idea is repeatedly proposed. Timing of an idea is very important and very difficult to call. This involves enabling technologies, customers and trends in the investment industry to come together. He gives examples from TiVo and Amazon. An idea does not stand alone independent of timing and the investment industry, he adds. Wed, 1 Oct 2003 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=369 Stanford Technology Ventures Program 2003-10-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1277 Doerr gives his list of what he feels are important new disruptive technologies. His first choice is wireless and his second is services for enterprises. Wed, 2 Feb 2005 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1277 Stanford Technology Ventures Program 2005-02-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1090 The first aspect Google considers when hiring is evaluating the applicant's capability of simply doing the job. Next, they look for people who can think outside the box, but still work within Google culture. Third, communication skills are critical for any employee, even engineers. Overall, co-founder Larry Page and CEO Eric Schmidt have found that if someone is exceptional at something, it is usually a good indicator that they are exceptional at everything. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1090 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1374 Byers goes over the essentials of a venture finance process: angel investors, corporate venture capital, boot strapping and the public. He also discusses the pros and cons of each of these pieces in this process. Wed, 18 Jan 2006 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1374 Stanford Technology Ventures Program 2006-01-18T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=268 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. Wed, 19 Feb 2003 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=268 Stanford Technology Ventures Program 2003-02-19T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=26 Khosla states that any big problem is a big opportunity. If there is no problem, there is no solution, and no reason for a company to exist. No one will pay you to solve a a problem that doesn't exist, he explains. Wed, 24 Apr 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=26 Stanford Technology Ventures Program 2002-04-24T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1084 Google co-founders Page and Brin have a unique relationship. The duo share an office, which is said to be one of the most exciting places in the company. The founder-led company dynamic is an important factor in Google's success. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1084 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1000 Instead of thinking about the passion, expalins Komisar, free yourself to think of a portfolio of passions. Marry this portfolio with the opportunities in front of you, he says. Think of it as a quest towards which you are moving in the right direction, he adds. Wed, 28 Apr 2004 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1000 Stanford Technology Ventures Program 2004-04-28T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1282 When asked what the future of technology and venture capital will look like, Doerr frames it as career advice for his daughters: learn Mandarin and earn a degree in a biotechnology related field. Wed, 2 Feb 2005 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1282 Stanford Technology Ventures Program 2005-02-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=56 Hawkins discusses the balance between work and personal life. He mentions how different people will have differing balance cycles throughout various stages of their life. In this clip, Jeff shares a personal anecdote about balance in his own life. Wed, 23 Oct 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=56 Stanford Technology Ventures Program 2002-10-23T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=27 Khosla explains how to think big and act small. He reminds us that part of that process must be done on a belief system. Without a mission or belief system about how to change the world, one will not be successful. Wed, 24 Apr 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=27 Stanford Technology Ventures Program 2002-04-24T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1273 John Doerr, partner at Kleiner Perkins Caufield & Byers, talks about what distinguishes successful companies from all others. The two main factors are passionate founders and devotion to technical excellence. Wed, 2 Feb 2005 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1273 Stanford Technology Ventures Program 2005-02-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1721 Carly Fiorina, former CEO of HP, describes simple guidelines to gauge ethics in an organization. She asks entrepreneurs to answer key questions about promotion and performance within the organization. The answers to these questions, she says, will reveal the organization's view towards ethics. Wed, 2 May 2007 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1721 Stanford Technology Ventures Program 2007-05-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1080 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. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1080 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1527 Passion and momentum build when skilled employees have access to great tools and the time to stretch them in new directions. Marissa Mayer, Vice President of Search Products & User Experience at Google, discusses the groundbreaking company practice of setting aside 20 percent of an employee's time for creative projects. By her own assessment, nearly half of the company's most recent launches came from ideas sparked during this unstructured time. Wed, 17 May 2006 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1527 Stanford Technology Ventures Program 2006-05-17T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=19 Khosla talks about his early career development. He first tried to do a company in India based on milk from soybeans. He travelled to Carnegie Mellon, and then to Stanford University. He describes why persistence and evangelism are important. Although he was not admitted to Stanford at first, saught more real-world experience, and was not admitted again, through persuasion and persistence, he was finally accepted. Wed, 24 Apr 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=19 Stanford Technology Ventures Program 2002-04-24T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=859 Worthington explains that the market climate at the time of the formation of Fluidigm, around 1999, was not favorable towards anything without dotcom in the title, and their funding requests were met with hundreds of no's. However, as the technology continued to develop, it became clear that they were on to something big; a small, simple rubber valve that was like an integrated circuit for biology, he says. Sun, 7 Mar 2004 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=859 Stanford Technology Ventures Program 2004-03-07T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1097 When CEO Eric Schmidt started at Google, his job was largely centered around providing some organizational design. The culture was working well but the company needed more structure. He hired a financial and controller system, instituted staff meetings, and set and reviewed quarterly objectives. Wed, 1 May 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1097 Stanford Technology Ventures Program 2002-05-01T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=21 Khosla never intended to be a venture capitalist and still doesn't consider himself as one. He considers himself a venture assistant who has little interest in business other than its necessity for economics and its power to change the world. Khosla loves technology and believes that it drives most of the change that happen in the world. Wed, 24 Apr 2002 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=21 Stanford Technology Ventures Program 2002-04-24T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1274 Doerr views entrepreneurs as missionaries rather than mercenaries, and gives examples of both groups, including drive and paranoia (mercenary) and passion (missionary). Wed, 2 Feb 2005 00:00:00 -0800 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1274 Stanford Technology Ventures Program 2005-02-02T00:00:00Z Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1499 Mark Zuckerberg, founder of TheFacebook, gives an example to demonstrate product development and experience at Facebook and talks about how their product has evolved with the company. Wed, 26 Oct 2005 00:00:00 -0700 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1499 Stanford Technology Ventures Program 2005-10-26T00:00:00Z