Podcasts about Compaq

Tracy Fullerton, M.F.A. is an experimental game designer, professor and director emeritus of the USC Games program. Her research center, the Game Innovation Lab, has produced several influential independent games, including Cloud, flOw, Darfur is Dying, The Night Journey, with artist Bill Viola and Walden, a game, a simulation of Henry David Thoreau's experiment at Walden Pond which was named “Game of the Year” at Games for Change 2017 and “Developer Choice” at IndieCade 2017. Tracy is the author of “Game Design Workshop: A Playcentric Approach to Creating Innovative Games,” a design textbook used at game programs worldwide, and holder of the Electronic Arts Endowed Chair in Interactive Entertainment. In addition to her teaching and design, she is a member of the Board of Directors for Square Enix Holdings, Co. and Games for Change.Prior to joining the USC faculty, she was president and founder of the interactive television game developer, Spiderdance, Inc. Spiderdance's games included NBC's Weakest Link, MTV's webRIOT, The WB's No Boundaries, History Channel's History IQ, Sony Game Show Network's Inquizition and TBS's Cyber Bond. Before starting Spiderdance, Tracy was a founding member of the New York design firm R/GA Interactive. As a producer and creative director she created games and interactive products for clients including Sony, Intel, Microsoft, AdAge, Ticketmaster, Compaq, and Warner Bros. among many others. Notable projects include Sony's Multiplayer Jeopardy! and Multiplayer Wheel of Fortune and MSN's NetWits, the first multiplayer casual game. Additionally, Tracy was Creative Director at the interactive film studio Interfilm, where she wrote and co-directed the “cinematic game” Ride for Your Life, starring Adam West and Matthew Lillard. She began her career as a designer at Bob Abel's company Synapse, where she worked on the interactive documentary Columbus: Encounter, Discovery and Beyond and other early interactive projects.Tracy's work has received numerous industry honors including an Emmy nomination for interactive television, best Family/Board Game from the Academy of Interactive Arts & Sciences, most “sublime experience,” the “Impact” and “Trailblazer” awards from the Indiecade Festival, ID Magazine's Interactive Design Review, Communication Arts Interactive Design Annual, several New Media Invision awards, iMix Best of Show, the Digital Coast Innovation Award, IBC's Nombre D'Or, Time Magazine's Best of the Web and the Hollywood Reporter's Women in Entertainment Power 100.Matthew Farber, Ed.D. is Associate Professor of Educational Technology and Codirector of the Gaming SEL Lab at the University of Northern Colorado. He is a play theorist who studies how games can foster empathy, compassion, perspective-taking, and ethical decision-making. He was a contributing writer for Origin101, the official learning companion for Ava DuVernay's critically acclaimed film Origin. Author of several books and articles, Dr. Farber writes for Edutopia, has been invited to the White House and to keynote for UNESCO, and has been interviewed by NPR, The Washington Post, APA Monitor on Psychology, EdSurge, The Denver Post, Fast Company, USA Today, and The Wall Street Journal. He has codeveloped game-based lessons with Tracy Fullerton for her award-winning Walden, a game EDU. In The Well-Read Game: On Playing Thoughtfully, Fullerton and Farber explore how personal and subjective meanings are evoked through a new theory of player response.Links: https://matthewfarber.com/https://mitpress.mit.edu/9780262552233/the-well-read-game/https://www.tracyfullerton.com/https://www.gamesforchange.org/ Hosted on Acast. See acast.com/privacy for more information.

Send us Fan MailWhat if AI didn't need massive data centers—and could think more like the human brain?Sean Hehir is the Chief Executive Officer of BrainChip ( https://brainchip.com/ ), a pioneer in neuromorphic computing and ultra-low-power artificial intelligence hardware designed for intelligent edge devices.At BrainChip, Sean oversees the commercialization of the company's Akida neuromorphic processor—an advanced AI chip inspired by the architecture of the human brain. Akida enables real-time machine learning and pattern recognition directly at the edge, dramatically reducing power consumption and latency compared to traditional cloud-based AI systems. The technology is now being explored for applications ranging from defense and autonomous systems to automotive sensing, robotics, and healthcare devices.Prior to joining BrainChip in 2021, Sean spent more than two decades in senior leadership roles across the enterprise computing and semiconductor ecosystem. Earlier in his career, Sean held several senior executive roles at Hewlett‑Packard, including Vice President of Strategic Alliances, where he managed some of the company's most important global partnerships with industry giants such as Microsoft, Intel, Cisco Systems, Oracle, and SAP.His earlier leadership experience also includes roles at Fusion‑io and Compaq, where he helped drive large-scale enterprise computing partnerships and global service provider strategies.Sean holds an MBA in Economics from Georgia State University and a Bachelor of Science in Business from University of Massachusetts Amherst.#AI #ArtificialIntelligence #NeuromorphicComputing #BrainInspiredAI #EdgeAI #FutureOfAI #AIHardware #TechInnovation #DefenseTech #AutonomousSystems #MachineLearning #DeepLearning #NextGenAI #QuantumComputing #Semiconductors #Robotics #SmartSensors #AIRevolution #EmergingTech #HealthcareAI #WearableTech #MilitaryTechnology #Innovation #FutureTech #PodcastSupport the show

When Bill Gurley wanted to break into Wall Street, there were no job postings waiting for him. So he flew to New York, knocked on doors, and asked strangers for meetings. That hustle launched a career that would eventually take him to Silicon Valley, where he became one of the most respected venture capitalists in tech. In this episode, Bill joins Ilana to reveal the unconventional lessons that shaped his journey. From chasing curiosity to designing your own career path, he explains how anyone can create opportunities, stand out in a crowded field, and build a career that actually excites them. Bill Gurley is a Silicon Valley venture capitalist and a longtime partner at Benchmark Capital, a Silicon Valley venture capital firm. He has invested in and served on the boards of major companies, including Uber, OpenTable, Zillow, Nextdoor, and Stitch Fix. In this episode, Ilana and Bill will discuss: (00:00) Introduction  (03:14) Where Bill Gurley's Tech Curiosity Began (05:09) Transitioning from Engineering to Finance (08:25) Breaking Into Wall Street Without a Job Posting (14:24) The Question That Made Him Quit Wall Street (19:59) Making a Pivot to Venture Capital (24:41) The Best Way to Get Into Venture Capital (26:50) How to Know If You're in the Right Career (30:30) The Role of Experimentation in Career Growth (33:20) How to Stand Out in a Competitive Job Market (37:29) Why Location Can Make or Break Your Career (40:50) Breaking Free From the “Safe Career” Pressure (48:30) The 5–5–5 Rule for Career Experiments Bill Gurley is a venture capitalist, technology investor, and general partner at Benchmark Capital, best known for his early investment in companies like Uber. Before venture capital, he worked as an engineer at Compaq and later as a Wall Street technology analyst. Throughout his career, Bill has been known for identifying transformative companies early and for his widely read blog Above the Cloud. His new book, Running Down a Dream, offers a practical guide to building a fulfilling career Connect with Bill: Bill's X (Twitter): x.com/bgurley  Bill's Website: abovethecrowd.com  Resources Mentioned: Bill's Book, Runnin' Down a Dream: How to Thrive in a Career You Actually Love: https://www.amazon.com/dp/0593799666  One Up On Wall Street: How to Use What You Already Know to Make Money in the Market by Peter Lynch: https://www.amazon.com/dp/0743200403  Range: Why Generalists Triumph in a Specialized World by David Epstein: https://www.amazon.com/dp/0735214484  Greenlights by Matthew McConaughey: https://www.amazon.com/dp/0593139135  Leap Academy: Ready to make the LEAP in your career? There is a NEW WAY for professionals to fast-track their careers and leap to bigger opportunities.  Check out our free training today at https://bit.ly/leap--free-training

#697: Most people regret the things they never tried. Venture capitalist Bill Gurley says that pattern shows up again and again in research on end-of-life regrets — including regret about the careers people never pursued.  In this episode, Gurley joins us to talk about how people actually discover work they enjoy - and why the cliché to “follow your passion” sends people in the wrong direction. We start with a question many listeners wrestle with: what if you reach your forties or fifties and still do not know what you want to do?  Gurley explains that career changes later in life remain possible. Financial flexibility helps. People who spend every dollar they earn limit their ability to shift paths. People who control their spending keep more options open. Gurley argues that “passion” often appears only after someone spends time exploring a field. A better starting point involves fascination - the subjects that pull your attention when nobody assigns the work.  Gurley suggests paying attention to what you study in your free time. If you find yourself reading about a topic instead of watching Netflix, that curiosity may signal a possible career direction. We also discuss how most successful careers involve several stops along the way.  Gurley studied hundreds of success stories and found that many people move through two or three roles before landing their long-term path. That pattern shows up across industries. Gurley began as a computer engineer working at Compaq. Even though he enjoyed the work, his curiosity shifted toward investing and business.  He eventually left engineering, went to business school and started knocking on doors in New York until he landed a job as a Wall Street analyst. That path later led him to Silicon Valley and a 25-year career in venture capital. Throughout the conversation, we talk about continuous learning, side projects that expand career options and how curiosity often shapes a career more than long-term planning. Resources Mentioned: Runnin' Down a Dream by Bill Gurley - https://amzn.to/4loywlQ The Power of Regret by Daniel Pink - https://amzn.to/4sNwZbQ Designing Your Life by Dave Evans & Bill Burnett - https://amzn.to/47yfeov One Up on Wall Street by Peter Lynch - https://amzn.to/4ruPsIX Atomic Habits by James Clear - https://amzn.to/4bj3cjR Interview with James Clear - Afford Anything Episode #638 Interview with David Epstein - Afford Anything Episode #206 Learn more about your ad choices. Visit podcastchoices.com/adchoices

Eric Gales, president of AWS Canada On March 14, 2006, Amazon Web Services launched S3, its first generally available cloud service. Twenty years later, AWS is a $100-billion-plus business, and the cloud has fundamentally reshaped how technology gets to market in Canada and everywhere else. To mark the occasion, we sat down with Eric Gales, president of AWS Canada, for a conversation about what those two decades have meant for Canadian partners – and where things are headed. Eric has been at the centre of the Canadian tech channel through every major platform shift. Before joining AWS in 2015, he served as president of Microsoft Canada during the company’s push to the cloud and as country manager for VMware Canada. Few people in the industry have watched the Canadian channel evolve from as many vantage points. In this conversation, Eric talks about the early skepticism partners had about buying cloud services from “a bookseller,” the moment it became clear that cloud wasn’t a passing trend, and what separated the partners who made the transition successfully from those who struggled. He also discusses how the launch of AWS regions in Montreal and Calgary changed the data sovereignty conversation for Canadian customers, and how that conversation is evolving again as AI enters the picture. Looking ahead, Eric shares his perspective on what Canadian MSPs and resellers should be focusing on right now, why he believes AI represents a generational opportunity for the channel, and what the latest AWS partner program updates mean in practice. He also offers a candid reflection on what he’d tell the channel if he could go back to 2006. Read Full Transcript Robert Dutt: Hello and welcome to In The Channel from ChannelBuzz.ca. I’m Robert Dutt, editor of ChannelBuzz.ca, joining you for a special Friday episode. Thanks for pressing play. On March 14, 2006 – Pi Day, for those keeping track – Amazon Web Services launched S3, its first generally available cloud service. Tomorrow marks 20 years since that moment, and whether you were paying attention to AWS back then or not, it’s hard to argue that any single technology shift has reshaped the channel more than cloud. To mark the occasion, I sat down with someone I’ve known for close to 20 years in this industry – Eric Gales, the president of AWS Canada. Eric’s been at the center of pretty much every major platform shift in the channel. He ran Microsoft Canada during the cloud push, led VMware Canada, and has been heading up AWS Canada since 2015. So there aren’t many people better positioned to reflect on what the last two decades of cloud have meant for Canadian partners, and where AI is taking things next. This one’s a conversation, not an interrogation. I hope you enjoy it. Here’s Eric Gales from AWS Canada. Eric, thanks for taking the time. I appreciate it. Eric Gales: My pleasure, Rob. Great to talk to you. Robert Dutt: We’ve known each other for quite a while, going back to your Microsoft Canada days, and it’s been close to 20 years now. Before we get into AWS at 20, when you look over the arc of your career in Canada – Microsoft, VMware, AWS – you’ve been fortunate enough to be with and to lead some really transformative companies. What’s the single biggest thing that you’ve seen that’s changed about how technology gets to market here in Canada over those two decades? Eric Gales: Yeah, you know what, as you indicated, it’s been fascinating. It’s been super fun to be in the tech sector. I’ll take a few things. One is, I think about it as eras of computing. I actually started at the dawn of the PC era, the end of that mid-range era. The PC changed everything, and then local area networking, and the internet, and mobile computing. Then my time in Canada – when I first came to Canada I worked for Microsoft, and I worked for Compaq before I came to Microsoft. In this era, technology has only become more important to more customers. That’s one storyline, is that it’s become more and more important. One thing I think is the most profound change in recent times is, it was always just the domain of technologists. I was working for technology companies, selling to technologists. Now, because the impact of technology is so profound, it’s a lot more about businesses, and business leaders, and lines of business understanding what the technology can do. I think that’s been the biggest evolution, and certainly in the last decade, is the importance that everybody within an organization appreciates the importance of technology, and what it can do, and how to apply it. Robert Dutt: That has been pretty transformative for the channel, hasn’t it? Selling into line of business, selling into the C-suite rather than going to the CIO. That’s a good point. For all the technology changes, that’s kind of been the thing, right? Not a technology, but rather the “who cares about it” part of it. Eric Gales: Exactly. I think, just like as someone in this business myself, if I look out to that partner ecosystem, they’ve been on that same transformation that creates new challenges for every partner, as well as new opportunities. Those that have been most successful have of course been the ones that continue to evolve their businesses to meet the needs of, ultimately, the end customer. Robert Dutt: When AWS launched S3 back on Pi Day 2006, I don’t think many folks in the Canadian channel were paying attention on that day in particular. As you moved through your career path, when did you first realize, “Okay, cloud isn’t a buzzword. This is a fundamental change both in technology, and it’s going to rewire the channel”? Eric Gales: Yeah, I think there were two things back then. One was, at the time, of course, Amazon was not synonymous with being a technology provider. It was a consumer of technology. So point one was, “Amazon’s launched something.” I didn’t work for them then, and I would be in that community that says, “Why would you buy those services from a bookseller?” So that was one dimension of it. And then the second thing was, there had been managed services before, but I think the thing that a lot of people missed for a while was, a few things had changed. The internet was ubiquitous. People were using the internet for lots of different things. And so it was that new transport that the internet gave you that enabled a company like Amazon to come along with AWS and offer a service that was available to everybody. And then it also changed the way that people thought about consumption. Because up until that point, most software and consumption of services was a long-term contract or a license. And this was pay as you go, use on demand. It was a whole new construct. And I think it took a while for people to realize that AWS had changed a whole set of characteristics about how technology was going to be consumed. And the rest is history. That whole idea took off because it just made so much sense to customers, and many partners got behind that very quickly in terms of seeing the opportunity to transform how they interacted with their own customers. Robert Dutt: You’ve said, and I don’t think this is too much of a secret to the industry, to anyone who’s observed the Canadian business and technology scene, that Canadian businesses are slower to adopt new technology than especially the US, but also European counterparts. There’s that kind of tendency to let someone else see where the mines are in the minefield before you go walking. Looking back over 20 years of cloud in Canada, do you think that gap has closed, or has that sort of conservative approach to technology shifted forward to a new frontier? Are we going to see the same thing with AI now? Eric Gales: I think, you know what, when I first started working over here with the cloud 10 years ago, a lot of my conversations were about why cloud and why it was important, both with partners and end customers. And at that time, I had felt this sort of theme that Canada was slower to adopt technology. And I felt there was a real opportunity there because everyone was at the beginning. And so here’s an opportunity for us to take these capabilities to our customers and help them to play catch up with other jurisdictions. And I learned back then – I’d already learned by then – that it was important to point to Canadian customers to make it okay. To avoid the sort of “first to be second” thing. “Canadian customers are doing this.” And so we went out of our way early on to get key brands on our platform in every industry so we could make it okay. But I’d say in aggregate, yes, we’ve made a huge amount of progress, but the Canadian landscape moved a little bit more slowly than other jurisdictions. I see the same opportunity now, but the landscape has changed, the circumstances have changed. I think politically, geopolitically, there’s a new opportunity, particularly with AI. And I think there’s a great opportunity for Canada, for Canadian firms, for Canadian government, and for Canadian partners to take this opportunity to really see if we can accelerate the consumption and the application of this technology to real business problems and productivity challenges. And again, once again, the world is all at the same starting point. So I think there’s a great opportunity here to accelerate the Canadian adoption of these kind of capabilities in this next era. Robert Dutt: One of the things that certainly arguably helped close that gap, helped make cloud much more de rigueur here in Canada, is that we kind of eliminated the “okay, so my data is going to live where?” question. For you guys, rolling out Montreal in 2016, I think it was, and Calgary a couple years ago – not just data center announcements, these were things that unlocked data residency and sovereignty conversations that Canadian partners and their customers really needed. As those conversations shift from “where does my data live” to “who controls my AI models and my training data,” how does that change the work that partners do and how they frame that to customers? Eric Gales: Yeah, I think it’s interesting again, but go back to the history of it here. Many things have changed that have stayed the same. The importance of security – that hasn’t changed. Arguably, it’s more important. The management and the financial controls of technology they might be using – those haven’t changed. They’ve changed the application of those, but there are some key themes. This question of sovereignty and control of one’s data and the policies around it – those things are very important. They were very important to us. One of the reasons that we built our infrastructure here is the control of this for our customers. That’s why in this AI era, the same things apply. And so we’re super focused on maintaining the same principles that allow customers to use these models with their data in a secure way. That means that their IP doesn’t leak out somewhere. We don’t use their data for anything else. And so to us, the same philosophical approach and the same technical approaches to making sure that customers can be confident that there’s a way of taking advantage of all of these capabilities without compromising the security, the privacy, and their own intellectual property. That is a key feature of our value proposition to our customers – we help you get all of the benefits of these capabilities without the risks associated with using models which sort of live on the internet somewhere. Robert Dutt: For Canadian VARs, MSPs, folks who’ve been around since the early days of cloud, the ones who made that transition from selling boxes to selling services – what did the ones who succeeded have in common? And sort of the flip side of that as well, what did the ones who struggled to make that transition miss? Eric Gales: Yeah, I mean, I think – you’ve heard me say this before, Rob – but I’m a maniacal believer that the only sustainable competitive advantage is innovation. And whatever business you’re in, if you’re not innovating, if you’re not willing to change, then you’re losing. It’s just at what rate. And that’s not a new problem. I’d put it out there that, think of any company that you knew that was top of its game and then it wasn’t. In whatever industry, I would posit that you could trace it to a lack of innovation on product, customer service, supply chain, whatever. And that’s the case with the IT sector and with partners. If you think that you’re going to be able to hold the tide back in a world that’s changing, that’s going to come to a stop. And I’d say the characteristic of those partners that were able to most benefit from these eras of computing were those that were prepared to transform how they were going to make money, where they were going to make money, what they were going to contribute to their customers. And those that didn’t do that are the ones that typically end up in a position where their business isn’t sustainable anymore because that market went away. When I started in the industry, my first job, I was an installation engineer, and there’ll be some people out there – maybe you’re one of them – that remember, we used to put Harvard graphics cards into PCs. People paid money for us, for me, to do that work. And then, you know, graphics cards came in the PC. And so that business went away. And that’s the case. Where the money can be made, where you can build a profitable business, it’s been evolving. But the actual surface area to build businesses and be partners that help customers translate this technology into value for them – that opportunity has only got bigger. And that’s the case today. If you think about the potential for AI and AI services, there’s just a tremendous opportunity out there for partners to help customers translate these capabilities into value for their businesses. Robert Dutt: You guys have talked about partners being the lifeblood of AWS, I think the language that the leadership team has used. The fact that partners are generating $7 for every dollar of AWS service sold. That’s a great number. But for a Canadian MSP who’s in that long tail of the channel, that isn’t a Deloitte or an Accenture – maybe they’re a 15-person shop in the GTA or Calgary or wherever they may be – what does that $7 actually look like for them, and where is that value being created? Eric Gales: Yeah, I’d say there’s a few different areas. So if you think about the continuum, there are many customers out there who have yet to move their on-premises infrastructure to the cloud. And so there is a whole decade’s worth of work or more in helping customers to transform what they’re doing on-prem into the cloud. And there’s a necessity to do that, because the opportunity to leverage these new sets of capabilities like AI, for example – they have a dependency on having proximity of your data to these cloud services. And so at one end of the spectrum you’ve got migrations and modernizations of legacy technologies and architectures to the cloud. And at the other end of the spectrum, there’s building new capabilities, using the features of the cloud, using these new capabilities with AI. And we see three big categories there: helping businesses generate more employee productivity, helping streamline business processes and doing new processes in new ways, and then also thinking about new business models. And so there’s a continuum. The technology itself is a set of tools that can be applied to every business. But the services around that, the people and process part – that’s where that $7 is. That $7 is the people and process, largely, around helping customers to adopt and deploy and take advantage of these capabilities. And then there’s both the SI partners and then ISVs that live on the AWS platform. And we’ve tried to create new opportunities for those too, with things like Marketplace, to help our customers be able to consume software from our partners that build software that runs on AWS too. Robert Dutt: You guys rolled out some pretty significant program changes for 2026 – growth incentives, different benefits, changes to deal registration. For a partner who’s been doing this for a while, what’s sort of the biggest practical change they’ll feel day to day this year in terms of being an AWS partner? Eric Gales: Yeah, I think a lot of those changes are built in sympathy to what we were hearing from our partners and from our customers, to allow us to streamline the way that we’re working with our partners, to allow us to focus more explicitly in solution areas as well as specific industries. Think back to some of my opening comments at the beginning there – it’s more important than ever to be able to translate these capabilities into the language of the customer. And so we have a lot of focus on industry, for example, to help our customers put this technology into context. And so thematically, we’re trying to translate everything we’re learning from our partners and our customers into programming that allows us to jointly focus on the right things. And for us to make sure we’re getting the right support to the right partners in the right places to help them to scale their business. We think this next era of compute, particularly led by AI, provides a tremendous new opportunity for our partners to translate this technology into value for our customers. And so we’re trying to line up our execution and programming in a way that is much clearer, simpler to engage with, more transparent about what we think is important, and allows us to get the right support to the right people at the right time. Robert Dutt: You talked about the idea of AI kind of resetting that starting line, creating a new starting point where everyone’s on a more even footing because, like we were with cloud, it’s a new start. A lot of MSPs that I talk to are still figuring out the basics of it – the where to start, what’s real, what’s hype, how do I find value for my customers? I think you touched on that a little bit in the last answer. But if you were advising a Canadian MSP right now on their first meaningful AI conversation with a customer, what would you tell them to focus on? Eric Gales: I think it’s all about business value. Whenever you have a new era of technology like this, there are a bunch of people just trying to sell stuff. And customers want this stuff to be translated into value for them. And so I think really looking for where is the business value of the application of this technology, and being the translator of that for customers. Because there are tremendous opportunities for AI and generative AI and symbolic AI and machine learning to be applied in whole new ways with our customers. And what we’re finding is our customers need help to translate that into value for them. And so the real opportunity is to identify where are the sweet spots today that you can take a value proposition to a customer that is all about real business value and the “how” part. How do they get that value? And so I think at this stage, that is most important. There’s a high noise-to-signal ratio right now in this world because it’s moving so quickly. And customers are looking for people that can help to translate all of this noise into signal that’s valuable to them. And so that’s my general advice: find the opportunities where you can translate all of this stuff into real business value, whether that’s a particular use case, a particular portfolio of customers. And at the same time, every partner needs to have a business model here, a business that supports scaling and growing into the future, to translate this opportunity into business value for themselves. Robert Dutt: And sort of the flip side of that, what’s the biggest risk for a Canadian partner who looks at it and says, “Okay, still early in the game, going to wait for clarity”? Eric Gales: Yeah, I’d say that there can be no waiting. What we’re finding is that every customer, every partner needs to get moving. There’s a huge amount to be learned by doing here, and every era of compute that you and I have been involved in and the IT sector, it has gone at a faster rate than the previous one. And this one is going at a rate that we’ve never seen before. I think last year, 160,000 customers volunteered that they are adopting some form of AI. And that’s the highest rate of adoption we’ve ever seen of any technology, including internet and mobile phones. So this is happening. One needs to be moving. And there is a certain amount here, I think, for partners, of moving the train whilst laying the track. Those two things are important. I think the folks that wait will find themselves at a disadvantage just because it’s moving too quickly. And in fact, you have to build a business model, just like we’re doing here from my own organization, that is dynamically learning and evolving, because the rate of change here and the applicability – I mean, if you think about two years ago, 18 months ago even, you and I were talking about LLMs. But now we’re talking about agentic workflows. We’re past the LLM. It’s really about the application of this technology with agents. And so even in that very short period, the applicability of this technology and how people consume it has changed pretty profoundly. And so I think it’s super important every partner starts moving, because there’s a lot to learn and a lot to keep up with as this thing continues to accelerate. Robert Dutt: All right, I’m going to ask this one just a little bit tongue in cheek, maybe. 2006, you arrived in Canada and AWS launched. 20 years later, you’re running AWS Canada. If the next 20 years of cloud and AI are as transformative as the last 20 years have been to this business, to this business model, what does the Canadian IT channel look like in 2046? Are there still resellers and MSPs, or has everything been reinvented? Just crystal ball for me. Eric Gales: I think a lot is going to change. There’s no doubt about that. A lot is going to change. We very much see that, just as has been the case to date – if you think about it, IT has been about augmenting and working with humans and human processes and business processes. It’s created new business models. It’s allowed us to do things in new ways and to live, work, and play in all different ways. This next era of the application of AI, in particular at scale, follows the same themes but creates incredible new opportunities. So I think we’re going to see a tremendous amount of change in terms of how we live, work, and play with this technology. But within the context of that, tremendous opportunities to be part of the solution versus part of the problem. Part of helping people to embrace and use and deploy all of these capabilities in ways that are value-added and respecting the things that we know are important – security and privacy and intellectual property protection. There is a tremendous opportunity, I think, ahead. But I would not underestimate how profound the change is going to be over the course of, if you take that 20-year horizon, tremendous change. I think even over the course of the next few years, we’re going to see a lot of change in terms of how we work and how we live and how we interact with each other. Robert Dutt: All right, a more sane final question for you, especially since it is the 20th birthday of AWS. If you could go back to 2006 and tell the Canadian channel one thing about where the cloud was going to take them, 20 years on to 2026, what would it be? Eric Gales: I think, drafting off what we just talked about, it’s: don’t underestimate the opportunity here. When you have a new set of capabilities, back then with the birth of the cloud, there were people that embraced it very early on and were real beneficiaries of it. There are some partners I can think back to at the beginning, when I first came here to Canada, that really embraced that opportunity. And those that waited – those that waited missed out on a tremendous opportunity. So I think I would go back, if I could, and just try and do a better job of helping people to appreciate what the opportunity was here and why the people that were early adopters of it had the most to gain. And I think we’re in that moment now with AI. So the same again – I think tremendous opportunity here for Canada, for Canadian companies, Canadian partners to be the leaders in how these capabilities get applied to businesses and governments and how we work and live together. And so I’d say, lean in. Now is the time to lean in and work out how you can leverage this stuff to build a business and help businesses. Robert Dutt: All right. A very happy 20th birthday to AWS. And Eric, thanks so much for taking the time. Eric Gales: Thanks, Robert. Great to talk to you. Robert Dutt: There you have it. Eric Gales, president of AWS Canada, on 20 years of AWS. Again, the official anniversary is tomorrow, March 14th. I thought Eric’s point about the Harvard graphics card was a great one. The work disappears, but the opportunity doesn’t. It just changes shape. That’s been the story of the channel for as long as I’ve been covering it. And that’s the story again right now with AI. Thanks to Eric for joining us. And thank you for listening. The podcast will be back on Monday with In Case You Missed It, our weekly roundup of some of the headlines that might have flown under the radar this week. And next week on In The Channel, expect to hear about microsegmentation and why “contained by default” is replacing “detect and respond,” what Barracuda’s latest threat data says about how fast ransomware actually moves, and why the network visibility your business relies on might have more blind spots than you think. Between now and then, we’d invite you to subscribe to or follow the podcast in your podcast app of choice. And if it allows you to, please leave a rating and review. Until next time, I’m Robert Dutt for ChannelBuzz.ca, and I’ll see you in the channel.

In dieser Episode des Ja klaHR! Podcasts spreche ich mit einem der bekanntesten HR-Manager Deutschlands: Stefan Ries, ehemaliger CHRO von SAP und langjähriger HR-Leader bei Unternehmen wie Microsoft, Compaq und Egon Zehnder.

In dieser Episode des Ja klaHR! Podcasts spreche ich mit einem der bekanntesten HR-Manager Deutschlands: Stefan Ries, ehemaliger CHRO von SAP und langjähriger HR-Leader bei Unternehmen wie Microsoft, Compaq und Egon Zehnder.

In this episode of Channel Chat, host Marc Sumner is joined in the studio by Andy Bristow, Senior Sales Director for MSS & CSE at Sonic Wall.  With nearly four decades in technology - from Digital Equipment and Compaq to cyber security and defence - Andy shares his journey through the evolution of IT and why managed security services represent one of the biggest opportunities in the channel today.  The conversation explores why most partners struggle to scale security, how MSPs can transition into MSSP models without massive overhead, and what role AI is playing in both cyber defence and cyber attacks.  In this episode, we cover:  Andy's career journey from early enterprise tech to cyber security Why MSS is "a game of scale"  The real cost and complexity of becoming an MSSP How MSPs can deliver 24/7 security without building a SOC Why "hackers aren't breaking in - they're logging in"  The shift from perimeter security to could-first protection  AI's role in modern security operations What success looks like for the channel in 2026 A practical, straight-talking conversation for MSPs, MSSPs, and channel leaders growth, security, and scale in a rapidly changing market. 

Send us a textIn this powerhouse episode, Joey Pinz sits down with one of cybersecurity's most influential builders—a serial market maker who has helped shape some of the industry's most iconic companies. From Sourcefire and Fortinet to Cylance, Javelin, and now Sevco Security, Fitz brings unmatched perspective on what separates successful cyber companies from the rest—and what MSPs must do now to stay relevant.Fitz breaks down why visibility is the core of modern security, why most organizations still don't actually know what assets they have, and how exposure management has become the foundation of cyber resilience. He also explains where the real money is flowing in the MSP/MSSP space, the biggest mistakes founders still make, and what MSPs must do to move confidently into security services.On the personal side, Fitz shares insights from a life built around curiosity, communication, and impact—shaped by early roles at Coca-Cola during the Olympics, BMC, Compaq, and decades of startup leadership. His mission today? Protect the planet through better security, better intelligence, and smarter business decisions.

The guys go deep into the debacle at Droneshield, Corporate Travel Management's refund disaster and will it survive, BOM spends a fortune of taxpayer dollars on dud app, Compaq's fascinating backstory and who is the richest person in NZ. Thanks for listening! Join us on LinkedIn: https://www.linkedin.com/company/the-contrarians-with-adam-and-adir-podcast Subscribe on YouTube for all our video content: https://https://www.youtube.com/@ContrariansPodcast Follow us on Instagram: https://www.instagram.com/contrarianspod Follow us on TikTok: https://www.tiktok.com/@contrarianspodSee omnystudio.com/listener for privacy information.

Avui parlarem d'un tema que ens toca ben de prop: la ciberseguretat a casa. Catalunya i Espanya estan a la llista dels països més castigats pels atacs digitals, i amb tants mòbils, tauletes, rellotges intel·ligents i dispositius connectats, protegir-nos s'ha convertit en una necessitat bàsica. Per això, aprofitant que el 30 de novembre és el Dia Internacional de la Seguretat Informàtica, parlarem amb una experta, per entendre quins errors cometem i quines mesures senzilles podem aplicar per protegir tota la família, especialment infants i gent gran.I després… arriba la tertúlia frik on repassarem les novetats més potents de la setmana: el nou DNI Digital Europeu, internet d'1 Gbps des de l'espai gràcies a Amazon, el comiat definitiu de Google Assistant als Galaxy, consells per sobreviure al Black Friday, una IA capaç de diagnosticar malalties ultraràres, filtracions sobre l'iPhone plegable… i atenció: Android i iPhone, per fi, començaran a compartir AirDrop.Efeméride;Viajamos a tal dia como hoy viajamos de 1994. Este día, siete gigantes de la informática —Compaq, DEC, IBM, Intel, Microsoft, NEC y Nortel— presentaron la primera versión de algo que, sin saberlo, iba a acompañarnos durante décadas: el USB. En aquella época, conectar un dispositivo al ordenador era un pequeño drama: puertos distintos, cables imposibles y configuraciones eternas. Cada aparato tenía su propio estándar. El USB llegó para poner orden: un conector universal, sencillo y reconocido automáticamente por el ordenador. Una idea simple, pero revolucionaria. Y mira dónde estamos hoy: de aquel primer USB hemos pasado a toda una familia… hasta llegar al USB Tipo C, ese conector reversible que ya usan móviles, portátiles, tablets e incluso cámaras. Enchufar sin mirar, cargar más rápido y transferir más datos que nunca. Una evolución que mantiene vivo el espíritu de aquel invento de 1994: hacerlo todo más fácil.  

Kevin O'Donovan is the founder of A Bit of This & That, a consultancy specialising in technology advocacy and advisory services. He has worked in senior leadership roles at major companies such as Intel, HP, and Compaq. He served as Intel's Worldwide Sales Director for the Energy Industry and helped drive the adoption of innovative technology solutions. He is recognised as a thought leader, with a particular focus on how emerging technologies like AI and digital twin technology can accelerate the shift to cleaner energy.To read more about Kevin O'Donovan, please visit- https://businessabc.net/wiki/kevin-o-donovanKevin O'Donovan Interview Questions00:00 -  05:18Introduction05:19 -10:37 Background10:38 - 17:49 Leadership at major global corporations17:50 -21:27  Corporate experiences21:28 - 29:30 Influencer, creator29:31 - 36:33 Marketing the technology36:34 - 41:43 The journey as a creator41:44 - 50:54 Areas of research49:38 - 56:57 Industrial metaverse vs digital twins56:58 - 1:03:43 Energy transition1:03:44- 1:13:48 AI & Data1:13:49 - 1:21:36 Tech Scouting1:21:37 - 1:28:50 Quantum Computing1:28:51 - 1:38:43 ClosureUseful Links and Resourceshttps://www.linkedin.com/in/kevinodonovan/https://www.youtube.com/@KevinODonovanhttps://www.instagram.com/kevin_odonovan/About businessabc.nethttps://www.businessabc.net/About citiesabc.comhttps://www.citiesabc.com/​​​​​​​​​​​ About fashionabc.orghttps://www.fashionabc.org/ About Dinis Guardahttps://www.dinisguarda.com/https://businessabc.net/wiki/dinis-guardaBusiness Inquiries- info@ztudium.comSupport the show

professorjrod@gmail.comA census solved with cardboard, a company remade by a $5 billion gamble, and a tiny firmware layer that cracked open the PC market—this is the human story behind how computing became a platform, not a product. We go from Hermann Hollerith's 1890 insight to IBM's sales-first system that taught the world to think in fields and records, and then to the cultural and ethical crosscurrents that come with scale. Those punched holes didn't just count people; they trained generations to quantify work, plan logistics, and make decisions with data.The narrative turns at a crossroads in the early 1960s. Thomas J. Watson Jr. sees a maze of incompatible machines and bets the company on a single, compatible architecture: System/360. It demanded new chips, code, factories, and nerve. Launch day lands with shock and relief—orders flood in for a family of computers that finally speak the same language. That choice redefined the industry's economics: software could live longer than hardware, upgrades didn't mean rewrites, and customers stopped fearing growth. Architecture became destiny, and IBM set the standard that everyone from Apple to ARM would later emulate in their own ecosystems.Then the stage shifts again to 1981, where a humble BIOS turns one machine into a platform. IBM documented how its firmware behaved; Compaq legally reimplemented it; the clone market ignited. Prices dropped, innovation surged, and the Wintel era took shape. IBM lost tight control but the world gained a common PC standard that carried software across brands and borders. From punch card schemas to UEFI, from batch jobs to cloud migrations, the same lesson repeats: design for compatibility, bet on continuity, and accept that openness can multiply impact.If the story made you think differently about the architecture beneath your apps and devices, follow the show, share it with a friend, and leave a review to help others find Technology Tap. What bold standard—or act of openness—should today's tech leaders champion next?Inspiring Tech Leaders - The Technology PodcastInterviews with Tech Leaders and insights on the latest emerging technology trends.Listen on: Apple Podcasts SpotifySupport the showArt By Sarah/DesmondMusic by Joakim KarudLittle chacha ProductionsJuan Rodriguez can be reached atTikTok @ProfessorJrodProfessorJRod@gmail.com@Prof_JRodInstagram ProfessorJRod

เคยสงสัยไหมครับว่า บริษัทที่เคยถูกจารึกว่าเติบโตเร็วที่สุดในประวัติศาสตร์ธุรกิจของอเมริกา บริษัทที่เคยยืนอยู่บนจุดสูงสุดของโลกเทคโนโลยี แซงหน้ากระทั่งยักษ์ใหญ่อย่าง IBM และทำกำไรมหาศาลในขณะที่คู่แข่งอย่าง Apple กำลังประสบปัญหาอย่างหนัก จะหายไปจากความทรงจำของเราได้อย่างไร ย้อนกลับไปในปี 1993 Compaq คือราชาแห่งวงการคอมพิวเตอร์ส่วนบุคคล พวกเขาสร้างยอดขายได้สูงถึง 7,000 ล้านดอลลาร์ และทำกำไรได้มากถึง 867 ล้านดอลลาร์ ในปีเดียวกันนั้น Apple ต้องเจ็บตัวกับการปรับโครงสร้างองค์กรกว่า 320 ล้านดอลลาร์ บริษัท Dell ก็กำลังขาดทุ น 75 ล้านดอลลาร์ ส่วน IBM ทำได้แค่เท่าทุนเท่านั้น ภาพมันชัดเจนมากว่า Compaq คือผู้ชนะในยุคนั้น แต่คำถามที่น่าสนใจก็คือ แล้วเกิดอะไรขึ้น ที่ทำให้วันนี้ เราแทบไม่ได้ยินชื่อของ Compaq อีกต่อไป เรื่องราวนี้มีครบทุกรสชาติ ทั้งความฝัน ความสำเร็จ ความขัดแย้ง และบทเรียนราคาแพงที่นักธุรกิจทุกคนควรศึกษา เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ #Compaq #ประวัติธุรกิจ #กรณีศึกษาธุรกิจ #เรื่องเล่าธุรกิจ #ความล้มเหลวทางธุรกิจ #ประวัติศาสตร์เทคโนโลยี #คอมพิวเตอร์ยุค90 #HP #HewlettPackard #IBM #Dell #การควบรวมกิจการ #กลยุทธ์ธุรกิจ #สาระความรู้ #ประวัติคอมพิวเตอร์ #geekstory #geekforeverpodcast

Business Networking From Amstrad to AI: Thomas Power's Journey at the Cutting EdgeIn this episode of the Business Growth Podcast, powered by ActionCOACH UK, we welcome Thomas Power – a tech pioneer, futurist, and master networker. Over nearly four decades, Thomas has worked with the likes of Alan Sugar, Michael Dell, and senior leaders at Microsoft, while building global communities that shaped the foundations of LinkedIn.Thomas has always lived “on the edge” of business and technology. As he says:“Always stay on the edge, always on the front line. Otherwise you miss it.”This conversation covers everything from AI to Bitcoin, from Twitter/X to LinkedIn, and why community may be the last thing humans truly have left.Key Highlights and Quotes from Thomas Power:On working with Alan Sugar at Amstrad in the 1980s:“I learned about gross margin. I learned about cash flow. I learned about preservation of cash and reserve cash… and I learned about the pain of customer service. Selling a hundred thousand computers a month with no call centre or CRM - it was brutal.”On Twitter/X being the front line of knowledge:“All the best minds in the world are on Twitter. You've got to be reading it one or two hours a day to stay on the edge. Otherwise you miss it.”“It's the most advanced platform ever created - way ahead of Facebook.”On Elon Musk:“Whether you like him or not, he's the highest-performing individual in business on the planet. He started with nothing and built it all between 21 and 51. And now he owns Twitter.”On networking with the greats:“Fly with the eagles and you'll become one. From Alan Sugar I met Michael Dell. I worked with directors at Microsoft. These brilliant minds taught me lessons I've carried for life.”On Michael Dell (1987 meeting):“I spent four mind-blowing hours with him at Olympia when he was just 21. He wasn't focused on Amstrad - he was going after IBM and Compaq. I told Alan Sugar, ‘He's cleverer than you are.' And time proved it.”On what's next (his A-B-C):“AI, Bitcoin, and Community. One is about automation. One is about money. And one is about the last thing left for humans - community.”On Bitcoin:“You get the price of Bitcoin you deserve to pay. Some bought at $1, some at $200, some at $5,000. Today it's $120,000. By the end of the decade it'll be $1 million. By 2050, $50 million.”On community vs networking:“Networking is about hunting down information, contacts and deals. Community is about emotional support, identity, and belonging. One is a hunter, the other a farmer. My wife Penny is the farmer - I'm the hunter.”On his legacy:“When I'm dead, I want to be known simply as a networker. I love connecting people. That's what I've always done.”On the risk of falling behind:“If you miss a nudge in tech, you're dead. The tech minds rule the world now - not politicians, not CEOs. Less than 400 people globally are really shaping the future. And I study them every day.”This isn't just a podcast episode - it's a rare chance to hear the lived experience of someone who's been at the front line of tech revolutions for nearly 40 years. From the early PC boom, to the rise of online communities, to today's AI-driven future, Thomas Power has always asked one question: What's next?

Hoy se cumplen 24 años de la compra por parte de HP de una marca mítica como Compaq.

Fred Diamond is the co-founder and president of the Institute for Excellence in Sales. The Institute helps sales leaders around the globe acquire, motivate, retain, and elevate top-tier sales talent.   He shares his journey from corporate marketing roles at Apple and Compaq to launching IES as a lead-generation effort that evolved into a full-scale organization serving global sales leaders.    Fred highlights how the Institute supports sales professionals through membership programs, leadership development events, and its award-winning Sales Game Changers Podcast.    Fred explains the critical role of sales in business success and notes that even the best product won't survive without effective selling.   Fred also shares his productivity system, inspired by Hal Elrod's The Miracle Morning, which includes daily early rising, exercise, journaling, and goal visualization.   He emphasizes the importance of delegating tasks that others can do better, so leaders can focus on vision, growth, and team-building.    Website: Institute for Excellence in Sales LinkedIn: Fred Diamond   Previous Episode: iam345-founder-helps-sales-leaders-acquire-and-retain-top-tier-sales-talent   Check out our CEO Hack Buzz Newsletter–our premium newsletter with hacks and nuggets to level up your organization. Sign up HERE.  I AM CEO Handbook Volume 3 is HERE and it's FREE. Get your copy here: http://cbnation.co/iamceo3. Get the 100+ things that you can learn from 1600 business podcasts we recorded. Hear Gresh's story, learn the 16 business pillars from the podcast, find out about CBNation Architects and why you might be one and so much more. Did we mention it was FREE? Download it today!

Please enjoy this encore of Career Notes. Senior Vice President and Executive in Residence with Rapid7 and Chairman for Cyversity, Julian Waits, grew up in the era of the Justice League and Superman and it shaped his career. Julian always wanted to do something where he could find a way to help society to basically help others. Starting out as a Baptist minister with aspirations of being a professional musician, Julian found it more practical to take some technology classes and practice his saxophone when he had time. His first tech job was at Texaco where he worked on early networks and moved into systems engineering at Compaq. Julian notes his ADD made coding less attractive than talking with others to solve problems and Compaq provided him with opportunities to pivot. Searching out diversity, Julian moved to DC, and had his first taste of startups. He now describes himself as a serial entrepreneur. We thank Julian for sharing his story with us. Learn more about your ad choices. Visit megaphone.fm/adchoices

Please enjoy this encore of Career Notes. Senior Vice President and Executive in Residence with Rapid7 and Chairman for Cyversity, Julian Waits, grew up in the era of the Justice League and Superman and it shaped his career. Julian always wanted to do something where he could find a way to help society to basically help others. Starting out as a Baptist minister with aspirations of being a professional musician, Julian found it more practical to take some technology classes and practice his saxophone when he had time. His first tech job was at Texaco where he worked on early networks and moved into systems engineering at Compaq. Julian notes his ADD made coding less attractive than talking with others to solve problems and Compaq provided him with opportunities to pivot. Searching out diversity, Julian moved to DC, and had his first taste of startups. He now describes himself as a serial entrepreneur. We thank Julian for sharing his story with us. Learn more about your ad choices. Visit megaphone.fm/adchoices

Nintendo owns CES, The future belongs to the internet & EA disses Sega These stories and many more on this episode of the VGNRTM! This episode we will look back at the biggest stories in and around the video game industry in September 1994.  As always, we'll mostly be using magazine cover dates, and those are of course always a bit behind the actual events. Alex Smith of They Create Worlds is our cohost.  Check out his podcast here: https://www.theycreateworlds.com/ and order his book here: https://www.theycreateworlds.com/book Get us on your mobile device: Android:  https://www.google.com/podcasts?feed=aHR0cHM6Ly92aWRlb2dhbWVuZXdzcm9vbXRpbWVtYWNoaW5lLmxpYnN5bi5jb20vcnNz iOS:      https://podcasts.apple.com/de/podcast/video-game-newsroom-time-machine And if you like what we are doing here at the podcast, don't forget to like us on your podcasting app of choice, YouTube, and/or support us on patreon! https://www.patreon.com/VGNRTM Send comments on Mastodon @videogamenewsroomtimemachine@oldbytes.space Or twitter @videogamenewsr2 Or Instagram https://www.instagram.com/vgnrtm Or videogamenewsroomtimemachine@gmail.com Links: If you don't see all the links, find them here:     https://www.patreon.com/posts/131691264 7 Minutes in Heaven: Zero Tolerance Video Version: https://www.patreon.com/posts/131666929     https://www.mobygames.com/game/10115/zero-tolerance/ Corrections: August 1994 Ep - https://www.patreon.com/posts/august-1994-123352781 Ethan's fine site The History of How We Play: https://thehistoryofhowweplay.wordpress.com/     https://en.wikipedia.org/wiki/Magic:_The_Gathering     https://en.wikipedia.org/wiki/Sega     https://www.retroreversing.com/super-famicom-snes-sdk/     https://archive.org/details/st-report             https://patentarcade.com/tag/alpex-computer-v-nintendo 1994: Street Fighter loses its luster     A Warrior of Video Games, The New York Times, September 6, 1994, Tuesday, Late Edition - Final, Distribution: Financial Desk, Section: Section D; ; Section D; Page 1; Column 6; Financial Desk ; Column 6; Byline: By ANDREW POLLACK,     Capcom's video game superhero, Mega Man, debuts this week in nationally syndicated cartoon series; Interactive software giant embraces Hollywood to create precedent-setting entertainment, Business Wire, September 7, 1994, Wednesday     https://www.imdb.com/title/tt0111301/?ref_=fn_all_ttl_2         https://www.imdb.com/title/tt0219458/?ref_=fn_all_ttl_14         https://www.imdb.com/title/tt0115421/?ref_=fn_all_ttl_1         https://en.wikipedia.org/wiki/USA_Action_Extreme_Team     https://www.imdb.com/title/tt0165046/?ref_=fn_all_ttl_1         Joe Morici - Capcom - https://www.patreon.com/posts/37289815 CD duplicators expand their offerings     "Keeping Track Of All Trades; Replicators Go Beyond The Basics, Branching Out Into Packaging,Distribution And More, Billboard, September 3, 1994, Section: CD REPLICATION; Spotlight; Pg. 86, Byline: BY PAUL VERNA           The Expanding Universe Of Replication; Companies Roll Out The Format Welcome Mat, Opening The Door To CDROM And Others, Billboard, September 3, 1994, Section: CD REPLICATION; Spotlight; Pg. 84, Byline: BY STEVE TRAIMAN" CD piracy explodes in Hong Kong     Software pirates strike gold, South China Morning Post (Hong Kong), September 15, 1994, Section: FEATURE; Pg. 25          https://www.youtube.com/watch?app=desktop&v=eEUNtQprsc0 Best Buy expands     Best Buy Plans Southern Calif. Invasion; Discounter Promises 'New Shopping Experience', Billboard, September 10, 1994, Section: Pg. 5, Byline: BY EILEEN FITZPATRICK Woolworth UK hit hard by drop  in computer software sales     Kingfisher offshoots turn in mixed performance, Financial Times (London,England), September 14, 1994, Wednesday, London, Section: UK Company News; Pg. 25,  Rhino sees slowdown     Rhino runs deeper into red at midway, Financial Times (London,England), September 20, 1994, Tuesday, Section: UK Company News; Pg. 26, Byline: By GARY EVANS Video game slump hits Wong         Video-game slump hits firm, South China Morning Post (Hong Kong), September 30, 1994, Section: BUSINESS; Pg. 18     Raymond Yap - Wong's International, Mondex - https://www.patreon.com/posts/108390526 Playmates shifts to games     Post-TMNT Playmates Goes Vid, Ad Day, September 19, 1994, Section: NEW PRODUCTS; Pg. 17 Software Toolworks becomes Mindscape     THE SOFTWARE TOOLWORKS, INC. BECOMES MINDSCAP , INC., PR Newswire, September 30, 1994, Friday - 19:34 Eastern Time Strauss Zelnick to head BMG     "Ex-IBM chief to head Canadian films group, Financial Times (London,England), September 15, 1994, Thursday, London; Section: International Company News; Pg. 27, Byline: By LOUISE KEHOE and REUTER          Ex-Film Executive Chosen To Head Bertelsmann Unit, The New York Times, September 14, 1994, Wednesday, Late Edition - Final, Distribution: Financial Desk, Section: Section D; ; Section D; Page 8; Column 5; Financial Desk ; Column 5; Byline: By SALLIE HOFMEISTER,            https://en.wikipedia.org/wiki/Strauss_Zelnick Katzenberg out at Disney     Now Playing: Disney in Turmoil, The New York Times, September 23, 1994, Friday, Late Edition - Final, Distribution: Financial Desk, Section: Section D; ; Section D; Page 1; Column 3; Financial Desk ; Column 3; Byline: By BERNARD WEINRAUB with GERALDINE FABRIKANT,     https://en.wikipedia.org/wiki/DisneyWar     https://www.amazon.com/Men-Who-Would-King-DreamWorks/dp/0547520271 Battletech Centers go online     L.A.-Vegas link makes virtual a new reality, The Hollywood Reporter, September 2, 1994, Friday            DISNEY'S GAME LINK, Variety, September 12, 1994 - September 18, 1994, Section: SPECIAL REPORT: INTERTAINMENT; Update; Pg. 33 Nicastro's to co-CEO WMS     Neil D. Nicastro appointed co-chief executive officer of WMS Industries, Business Wire, September 12, 1994, Monday Arnie's Place closes down     Scrappy Arcade Owner Gives Up the Fight, The New York Times, September 20, 1994, Tuesday, Late Edition - Final, Distribution: Metropolitan Desk, Section: Section B; ; Section B; Page 4; Column 1; Metropolitan Desk ; Column 1; ; Biography, Byline: Arnie Kaye, Special to The New York Times, Dateline: WESTPORT, Conn., Sept. 19           https://www.nytimes.com/1994/09/20/nyregion/scrappy-arcade-owner-gives-up-the-fight.html?searchResultPosition=1          http://arniesplacearcade.com/pictures.html Nintendo owns CES     https://archive.org/details/edge-012-september-1994/page/10/mode/2up?view=theater     https://archive.org/details/edge-012-september-1994/page/44/mode/1up?view=theater RPGs, adventures and doom clones abound on pc at ces     https://archive.org/details/computer-gaming-world-issue-122-september-1994/page/22/mode/1up?view=theater      Sega bypasses Japanese distributors     SEGA DECIDES TO SELL DIRECT TO RETAILERS, Computergram International, September 13, 1994 EA disses Saturn     No Headline In Original, Consumer Electronics, September 19, 1994, Section: NOTEBOOK, Vol. 34, No. 38 3DO's next gen system is a dog...     https://archive.org/details/edge-012-september-1994/page/6/mode/2up     https://en.wikipedia.org/wiki/Panasonic_M2 ESRB rates its first game     No Headline In Original, Consumer Electronics, September 12, 1994, Section: NOTEBOOK, Vol. 34, No. 37 Mortal Kombat II breaks records     Acclaim's 'Mortal Kombat II' breaks video game and film industry records with $50 million opening week, Business Wire, September 22, 1994, Thursday Sega and Nintendo plan big Xmas ad spends     Sega and Nintendo Prepare to Do Battle Over Holiday Season Sales, Wall Street Journal (3 Star, Eastern (Princeton, NJ), Edition), , September 21, 1994, Business and Industry, Section: Pg. B10; Vol. CCXXIV; No. 57; ISSN: 0099-9660 EA sees CD future     Electronic Arts Shifts Focus to CD-ROM Video Games, Wall Street Journal (3 Star, Eastern (Princeton, NJ) Edition), September 7, 1994, Business and Industry, Section: Pg. B4; Vol. CCXXIV; No. 47; ISSN: 0099-9660 CDi gets new slogan     A NEW STRATEGY FOR CD-I PHILIPS LOWERS PRICE, CHANGES SLOGAN  TO DRIVE SALES, Advertising Age, September 26, 1994, Section: Pg. 14         https://youtu.be/TgtBDVRwKCQ?si=77kblLoNQUYxSl16 China seen as growth market by Nintendo     Nintendo to launch game software production in China, Japan Economic Newswire, SEPTEMBER 6, 1994, TUESDAY, Dateline: TOKYO, Sept. 6 Kyodo     Taiwan firm to compensate Nintendo, Singapore Business Times, September 18, 1994 Sanyo avoids face off with Matsushita         Sanyo to market 32-bit computer game, Report From Japan, September 1, 1994     https://www.linkedin.com/feed/update/urn:li:activity:7327486440387289088/ Konix lives     Aiming to succeed where others have failed - MSU's CD systems look set to find their way into homes world-wide / Growth from Technology, Financial Times (London,England), September 8, 1994, Thursday, London, Section: UK Company News; Pg. 30, Byline: By ALAN CANE     https://www.konixmultisystem.co.uk/index.php?id=interviews&content=wyn Myst coming to laseractive     https://segaretro.org/Myst_(Mega_LD)         Pioneer gets LaserActive with 'Myst' software hit; Redford eco entertainment also set for format, The Hollywood Reporter, September 6, 1994, Tuesday, Byline: Scott Hettrick       https://segaretro.org/Legacy Time Warner picks up Rise of the Robots     Time Warner Interactive to release "Rise of the Robots" on CD-ROM and Floppy in United States; TWi also to release "Rise" on 10 interactive platforms in Europe, Business Wire, September 6, 1994, Tuesday, Dateline: MILPITAS, Calif.      Sega bets on Cornhuskers     "Sega Sports opens college football season by predicting this weekend's winners on the new ""College Football National Championship"" video game;Nebraska Cornhuskers take national championship on Sega Sports field, Business Wire, September 2, 1994, Friday" Shaq goes multiple media     ive, EA Hope Shaq Game/CD Promo Hits Nothing But Net, Billboard, September 24, 1994, Section: ARTISTS & MUSIC; Pg. 10, Byline: BY MARILYN A. GILLEN Chaos Studios renamed     Gamepro September 1994 pg. 161      Tensions between Intel and Compaq heat up     Compaq-Intel spat is fascinated dread, Financial Times (London,England), September 20, 1994, Tuesday, Section: Pg. 21, Byline: By LOUISE KEHOE and ALAN CANE PowerPC alliance unravels     BUSINESS TECHNOLOGY; Computing's Bold Alliance Falters, The New York Times, September 14, 1994, Wednesday, Late Edition - Final, Distribution: Financial Desk, Section: Section D; ; Section D; Page 1; Column 3; Financial Desk ; Column 3; Target moving out of PC business     No Headline In Original, Consumer Electronics, September 12, 1994, Section: NOTEBOOK, Vol. 34, No. 37 MOS technology sold         STARTING FROM ASHES OF OLD FIRM COMMODORE'S NORRISTOWN PLANT CAN BE SOLD TO A START-UP COMPANY, U.S. BANKRUPTCY COURT SAID., The Philadelphia Inquirer, September 24, 1994 Saturday FINAL EDITION, Section: BUSINESS; Pg. D01     CONTENDER FOR FIRM ADVERTISES FOR HELP ONE BIDDER FOR COMMODORE IS ALREADY SEEKING WORKERS. THE OTHER BIDDER SAYS IT WANTS THE RESUMES, TOO., The Philadelphia Inquirer, September 22, 1994 Thursday FINAL EDITION, Section: BUSINESS; Pg. C01     Der PC-Pionier stellte Antrag auf Konkurs,  Handelsblatt, September 13, 1994, Business and Industry, Section: Pg. 11; ISSN: 0017-7296 Wing Commander budget to break records     Computer Gaming World, September 1994 pg. 12     https://en.wikipedia.org/wiki/Transmetropolitan Activision brings back 2600 classics     ACTIVISION'S NEW ATARI 2600(TM) ANTHOLOGY - A REAL BLAST FROM THE PAST; ORIGINAL BEST-SELLING HITS TO BE AVAILABLE FOR WINDOWS EARLY '95, PR Newswire, September 20, 1994, Tuesday - 15:02 Eastern Time, Section: Financial News Monty Python comes to CDRom     COMPUTER GAMES: THE CIRCUS COMES TO TOWN; Jack Schofield on something very silly a CD-ROM celebration of Monty Python, The Guardian (London), September 22, 1994, Section: THE GUARDIAN ONLINE PAGE; Pg. T7      The Information Super Highway is destined to fail     "The information highway heads for the exit lane, The Age (Melbourne, Australia), September 13, 1994 Tuesday Late Edition, Section: NEWS; Features; Pg. 15" Ads will make the interactive world go round.     into the ring, ADWEEK, September 5, 1994, All Southeast EditionSouthwest EditionWestern Advertising News Edition, Section: SPECIAL REPORT, Byline: By Michael Schrage      The future belongs to content     "start your content engines, ADWEEK, September 5, 1994, All Southeast EditionSouthwest EditionWestern Advertising News Edition, Section: SPECIAL REPORT, byline: By Michael Krantz"      FCC to investigate interactive TV bidders     FCC probing interactive video bidders, The Hollywood Reporter, September 1, 1994, Thursday AT&T pushes The Edge over a ledge     AT&T Scraps Plan to Sell Gear For Video Game, Wall Street Journal (3 Star, Eastern (Princeton, NJ) Edition), September 1, 1994          AT&T PULLS PLUG ON EDGE 16, Consumer Electronics, September 5, 1994, Section: THIS WEEK'S NEWS, Vol. 34, No. 36; Pg. 15          WHEN IT COMES TO NEW MEDIA, AT&T'S NOT PLAYING GAMES; AT THE MOVIES: TWO-WAY TV; RETAILERS SIGN ON TO INTERACTIVE TV; COMPUSERVE TO BE INTERNET PROVIDER; OTHER NEWS: , Advertising Age, September 05, 1994, Section: Pg. 13      BellAtlantic, Time Warner and Viacom face delays     Discord and Delay for Bell Atlantic Network, The New York Times, September 9, 1994, Friday, Late Edition - Final, Section: Section D; ; Section D; Page 1; Column 3; Financial Desk ; Column 3; Byline: By EDMUND L. ANDREWS, Compuserve moves to the internet     WHEN IT COMES TO NEW MEDIA, AT&T'S NOT PLAYING GAMES; AT THE MOVIES: TWO-WAY TV; RETAILERS SIGN ON TO INTERACTIVE TV; COMPUSERVE TO BE INTERNET PROVIDER; OTHER NEWS: , Advertising Age, September 05, 1994, Section: Pg. 13# Online services days numbered     The Executive Computer; In the On-Line Market, the Name of the Game Is Internet, The New York Times, September 25, 1994, Sunday, Late Edition - Final, Distribution: Financial Desk, Section: Section 3; ; Section 3; Page 7; Column 1; Financial Desk ; Column 1; XBAND to launch as Genesis exclusive     Sega and Catapult sign agreement to support XBAND game modem and network service, Business Wire, September 6, 1994, Tuesday,                   Catapult Video-Game Modem Gets a Boost From Sega, Nintendo, Wall Street Journal (3 Star, Eastern (Princeton, NJ) Edition), September 7, 1994, Section: Pg. B8; Vol. CCXXIV; No. 47; ISSN: 0099-9660     T-HQ announces debt and equity financings, Business Wire, September 19, 1994, Monday Playstation to go online... in France     Sony, France Telecom link in video game business, Japan Economic Newswire, SEPTEMBER 16, 1994, FRIDAY CDRom gets online updates     RealTime Moving Quickly Into Sports Arena; BMG, Nederlander Behind New CD-ROM Supplier, Billboard, September 17, 1994, Section: THE ENTER*ACTIVE FILE; Pg. 68, Byline: MARILYN A. GILLEN Mondex aims to revolutionize payments     A Visionary Pushes Toward the Cashless Revolution, American Banker, September 15, 1994, Business and Industry, Section: Pg. 12; Vol. 159; No. 178; ISSN: 0002-7561        https://www.patreon.com/posts/108390526?collection=481857 Futurist sees internet as savior of democracy     Books and Authors, The Associated Press, September 2, 1994, Friday, BC cycle, Section: Entertainment News, Byline: By ELIZABETH WEISE, Associated Press Writer           https://www.researchgate.net/publication/318765343_The_Virtual_Community_Homesteading_on_the_Electronic_Frontier UK magazine market collapses     GAMES MAGAZINES: A MILLION CRUEL CUTS, The Guardian (London), September 22, 1994, Section: THE GUARDIAN ONLINE PAGE; Pg. T3      Atari and Sega bury the hatchet     Sega and Atari Announce Longterm Licensing Agreements, Equity, Investment, and Resolution of Disputes, Business Wire, September 28, 1994, Wednesday Nintendo sues TSMC         NINTENDO FI ES SUIT AGAINST TAIWAN COMPANY TO STOP COUNTERFEITING OF VIDEO GAME SEMICONDUCTOR CHIPS, PR Newswire, September 13, 1994, Tuesday - 16:47 Eastern Time     919  921     COUNTERFEIT CHIP SUIT, Consumer Electronics, September 19, 1994, Section: THIS WEEK'S NEWS, Vol. 34, No. 38     https://archive.org/details/AtariCorporationAnnualReport1994 Nintendo wins in Taiwan Court     Taiwan firm to compensate Nintendo, Singapore Business Times, September 18, 1994 9th Circuit rebukes Apple     Apple's Copyright Suit Against Rivals Rejected, The Associated Press, September 19, 1994, Monday, AM cycle, Section: Business News, Byline: By BOB EGELKO, Associated Press Writer      George Forman KOs Power Punch II in court     No Headline In Original, Consumer Electronics, September 5, 1994, Section: NOTEBOOK, Vol. 34, No. 36; Pg. 12      Acclaim mocap comes to the big screen     Acclaim Motion Capture Technology Tapped For Warner Bros. 'Batman Forever'; Special Effects to Employ Motion Capture, Business Wire, September 1, 1994, Thursday        https://www.youtube.com/watch?v=mZrZK9-stCM Watch the future of computing on your TV     https://archive.org/details/jcnhomecomputing/Home.Computing.1.XviD-VHSRip.avi          PCTV, INC. ANNOUNCES NEW @OME O FICE COMPUTER SHOWS AS PART OF FALL LINEUP OF TV PROGRAMS, PR Newswire, September 13, 1994, Tuesday - 06:57 Eastern Time Photoshop gets layered     Byte September 1994 pg. 30 Pulp Fiction wins Palm D'Or     THE MOVIE JUNKIE; The critics hated it, the audience hurled abuse: stand by for Quentin Tarantino's Pulp Fiction, The Guardian (London), September 19, 1994, Section: THE GUARDIAN FEATURES PAGE; Pg. T8 Recommended Links: The History of How We Play: https://thehistoryofhowweplay.wordpress.com/ Gaming Alexandria: https://www.gamingalexandria.com/wp/ They Create Worlds: https://tcwpodcast.podbean.com/ Digital Antiquarian: https://www.filfre.net/ The Arcade Blogger: https://arcadeblogger.com/ Retro Asylum: http://retroasylum.com/category/all-posts/ Retro Game Squad: http://retrogamesquad.libsyn.com/ Playthrough Podcast: https://playthroughpod.com/ Retromags.com: https://www.retromags.com/ Games That Weren't - https://www.gamesthatwerent.com/ Sound Effects by Ethan Johnson of History of How We Play. Copyright Karl Kuras

ถ้ากล่าวถึงแบรนด์อย่าง Compaq คิดว่าหลายคนคงจะลืมกันไปแล้วว่ามีแบรนด์ นี้อยู่ในโลกด้วยหรือ แต่ถ้าย้อนไปในยุคเริ่มต้นของการกำหนดของ PC หรือ ยุคคอมพิวเตอร์ส่วนบุคคลนั้น ต้องถือว่า Compaq เป็นแบรนด์แรก ๆ ที่กล้ามาต่อกรกับยักใหญ่อย่าง IBM ในสมัยนั้นได้ ต้องบอกว่า Compaq นั้นมีประวัติที่น่าสนใจ ที่ไม่ค่อยมีคนกล่าวถึงกันนัก ซึ่ง Campaq นั้นเกิดขึ้นในช่วงประมาณปี 1982 ซึ่งเป็นยุคตั้งไข่ของ PC พอดิบพอดี ซึ่งก่อตั้งโดยอดีตพนักงานของบริษัทยักษ์ใหญ่ในสมัยนั้นอย่าง Texus Intrument ซึ่งเหล่าผู้ก่อตั้งทั้ง 3 คนประกอบไปด้วย Rod Canion , Jim Harris และ Bill Murto เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ #CompaqStory #ประวัติCompaq #ธุรกิจต้องรู้ #บทเรียนธุรกิจ #StartupLesson #TechHistory #BusinessCase #HistoryOfTechnology #PCHistory #RetroComputer #CompaqThailand #ประวัติคอมพิวเตอร์ #เทคโนโลยี #ธุรกิจเทคโนโลยี #การบริหารธุรกิจ #CaseStudy #DigitalTransformation #TechBusiness #BusinessFailure #BusinessLesson #geekstory #geekforeverpodcast

Apple's licensing approach (ca. 1994-1997) is a bad idea. Original text by Steven Levy, Macworld January 1995. Andy Bechtolscheim quote about SPARC licensing and Macintosh clones: “Sun had a unified business… it wasn't really selling separate software. … that whole notion of defining success [as] ‘other people adopt your thing'… Apple was criticized for being a closed system, then they licensed SuperMac … to build clones …. and the first thing Steve Jobs did when he came back to Apple was he killed all the clones, right? ‘cause if you cannot build a better system yourself, you don't need the clones for sure, right?” Transcript. Guerrino de Luca's time with Apple goes back to at least 1992 (appearance at 1m52s), included a stint at Claris, and ended shortly after Steve Jobs returned in 1997. Guerrino's last appearance with Apple. Don't worry; he did fine for himself–he went to Logitech and was its president and CEO until 2008. Guerrino bookending Apple's System 7.5 promo video. Given Apple's tendency to undergo frequent reorgs throughout the '90s, Don Strickland did not last as head of licensing operations. Unfortunately Don passed away in 2022 though his website is still up. Compaq was a much more creative and technically significant company in its early days before it was forced to produce bargain basement PCs. Rod Canion's excellent and highly entertaining (for nerds) book “Open” recounts the story. Power Computing only made it halfway to its goal of selling 100,000 Macs in its first year.

Doug Johns has spent his career at the forefront of the tech industry—from shaping operations at IBM and Compaq to helping build internet security systems that protected enterprises worldwide. In this Knowledgecast episode, Doug reflects on the rise (and fall) of tech giants, what it takes to scale innovation, and the operational backbone behind industry-changing products.Doug also shares the lessons he's now passing on as a mentor to CEOs and founders—helping them focus on the important over the urgent, and avoid the pitfalls of distraction in a fast-paced world. From pioneering the Internet of Things with Nivis to understanding what's really behind AI hype, this episode is a front-row seat to decades of tech wisdom and leadership insight.“The CEO's job is to absorb chaos, sort what matters, and execute with focus.”Listen now to hear:Why Compaq's culture and strategy disrupted the PC marketWhat it was like managing through the dot-com boom and bustHow Doug helped lead Nivis to acquisition by HoneywellWhat he looks for when mentoring emerging leadersHis perspective on the real business impact of AI and the future of innovationLearn more at www.jackwwilliams.com/podcast

pWotD Episode 2843: Elon Musk Welcome to Popular Wiki of the Day, spotlighting Wikipedia's most visited pages, giving you a peek into what the world is curious about today.With 393,980 views on Wednesday, 12 February 2025 our article of the day is Elon Musk.Elon Reeve Musk (; born June 28, 1971) is a businessman and U. S. special government employee, best known for his key roles in Tesla, Inc. and SpaceX, and his ownership of Twitter. Musk is the wealthiest individual in the world; as of February 2025, Forbes estimates his net worth to be US$397 billion. A member of the wealthy South African Musk family, Musk was born in Pretoria before immigrating to Canada, acquiring its citizenship. He moved to California in 1995 to attend Stanford University, and with his brother Kimbal co-founded the software company Zip2, that was later acquired by Compaq in 1999. That same year, Musk co-founded X.com, a direct bank, that later formed PayPal. In 2002, Musk acquired U. S. citizenship, and eBay acquired PayPal. Using the money he made from the sale, Musk founded SpaceX, a spaceflight services company, in 2002. In 2004, Musk was an early investor in electric vehicle manufacturer Tesla and became its chairman and later CEO. In 2018, the U. S. Securities and Exchange Commission (SEC) sued Musk for fraud, alleging he falsely announced that he had secured funding for a private takeover of Tesla; he stepped down as chairman and paid a fine. In 2022, he acquired Twitter, and rebranded the service as X the following year.His political activities and views have made him a polarizing figure. He has been criticized for making unscientific and misleading statements, including COVID-19 misinformation, affirming antisemitic and transphobic comments, and promoting conspiracy theories. His acquisition of Twitter was controversial due to a subsequent increase in hate speech and the spread of misinformation on the service. Musk has engaged in political activities in several countries, including as a vocal and financial supporter of U. S. president Donald Trump. He was the largest donor in the 2024 United States presidential election, and is a supporter of far-right activists, causes, and political parties. In January 2025, Musk was appointed leader of Trump's newly restructured Department of Government Efficiency.This recording reflects the Wikipedia text as of 02:37 UTC on Thursday, 13 February 2025.For the full current version of the article, see Elon Musk on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Mastodon at @wikioftheday@masto.ai.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm neural Kajal.

The show you are about to experience serves twofold. First and foremost, this conversation design elicits knowledge from an experienced individual or expert. It is modeled on conversational theory and utilizes a protagonist, me, to crack into deeper knowledge by a vigorous discussion.  Pioneer Knowledge Services has become adept in this practice and offers it as a service. Think of all those super smart people retiring.  It is the best way to secure and transfer knowledge. The other piece of what this show provides is a self-help guide leading a community group. It will aid anyone as an example to leading communities. Stan Garfield, a true leader in the field of knowledge management, has been a friend to Pioneer Knowledge Services® for many years. Find him on LinkedIn and learn more about the Systems Integration and Knowledge Management (SIKM) Leaders Community. Stan Garfield is a knowledge management author, speaker, and community leader based in Northville, Michigan. This is his 30th year in the field of knowledge management.. Stan spent 8 years at Deloitte leading communities and enterprise social networking. Prior to that, he spent 25 years at HP, Compaq, and Digital Equipment Corporation. Stan launched Digital's first knowledge management program in 1996, helped develop the corporate KM strategy for Compaq, and led the Worldwide Consulting & Integration Knowledge Management Program for HP. He also worked for PricewaterhouseCoopers, St. Louis University School of Medicine, and Washington University School of Medicine. Stan holds a BS in Applied Mathematics and Computer Science from Washington University in St. Louis.  He leads the SIKM Leaders Community, February 2025, it has 1,264 members globally. The community's main activities are Online threaded discussions – discussions on the field of knowledge management, questions and answers, and links to job postings Monthly calls – presentations by members and invited speakers Stan is invited to present at numerous conferences, including KMWorld and the APQC KM Conference. He has published over 1,000 articles on leadership, innovation, knowledge management, communities of practice, enterprise social networks, and social media. He is the author of the Profiles in Knowledge series featuring knowledge management thought leaders. Books Implementing a Successful KM Program (2007) Successful Knowledge Leadership: Principles and Practice (2013), Chapter 5: The Modern Knowledge Leader: A Results-Oriented Approach Gaining Buy-in for KM (2014), Chapter 2: Obtaining support for KM: The ten commitments Measuring the ROI of Knowledge Management (2016), 2nd Edition, Chapter 7: The case against ROI for knowledge management Proven Practices for Promoting a Knowledge Management Program (2017) Knowledge Management Matters: Words of Wisdom from Leading Practitioners (2018), Chapter 6: Communities Manifesto Handbook of Community Management: A Guide to Leading Communities of Practice (2020) The Five Cs of KM (2022) Knowledge Nuggets: 100 KM Infographics (2023) Profiles in Knowledge: 120 Thought Leaders in Knowledge Management (2024) Content Knowledge Management Site: http://sites.google.com/site/stangarfield/ LinkedIn Profile: http://www.linkedin.com/in/stangarfield/ Twitter Feed: http://twitter.com/stangarfield

I'm thrilled to share the latest episode of our podcast with you! This time, I had the pleasure of chatting with Jim Hamilton, a serial entrepreneur, CEO of Identity Ventures, and an adjunct professor at the University of Dallas College of Business. Jim's journey through the computer industry and his insights on leadership and entrepreneurship are inspiring.Here are some key takeaways from our conversation that I think you'll find fascinating:

ในปี 1982 เมื่อโลกของคอมพิวเตอร์ส่วนบุคคลยังอยู่ในช่วงเริ่มต้น เรื่องราวอันน่าทึ่งของ Compaq Computer ได้เริ่มขึ้น จากการรวมตัวของวิศวกรคอมพิวเตอร์สามคนจากบริษัท Texas Instruments ได้แก่ Rod Canion, Jim Harris และ Bill Murto ด้วยเงินลงทุนเริ่มต้นเพียง 1,000 ดอลลาร์จากแต่ละคน พวกเขาได้สร้างปรากฏการณ์ที่ไม่เคยมีมาก่อนในประวัติศาสตร์ธุรกิจ การก่อตั้ง Compaq เกิดขึ้นในช่วงเวลาที่เหมาะสมอย่างยิ่ง เมื่อตลาดคอมพิวเตอร์ส่วนบุคคลกำลังเติบโตอย่างรวดเร็ว และผู้บริโภคเริ่มมองหาทางเลือกนอกเหนือจาก IBM PC ที่ครองตลาดอยู่ในขณะนั้น ความสำเร็จดำเนินต่อเนื่องในปี 1993 โดย Compaq สามารถเพิ่มรายได้เป็น 7 พันล้านดอลลาร์และทำกำไรสูงถึง 867 ล้านดอลลาร์ ในขณะที่คู่แข่งอย่าง Apple ต้องแบกรับภาระการปรับโครงสร้าง 320 ล้านดอลลาร์ Dell ขาดทุน 75 ล้านดอลลาร์ และ IBM เพียงแค่เท่าทุน แล้วมันเกิดอะไรขึ้นที่ในทุกวันนี้เราแทบจะไม่ได้ยินชื่อ Campaq อีกต่อไป เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ #CompaqStory #ประวัติCompaq #ธุรกิจต้องรู้ #บทเรียนธุรกิจ #StartupLesson #TechHistory #BusinessCase #HistoryOfTechnology #PCHistory #RetroComputer #CompaqThailand #ประวัติคอมพิวเตอร์ #เทคโนโลยี #ธุรกิจเทคโนโลยี #การบริหารธุรกิจ #CaseStudy #DigitalTransformation #TechBusiness #BusinessFailure #BusinessLesson #geekstory #geekforeverpodcast

On this episode of the Crazy Wisdom Podcast, host Stewart Alsop interviews Tim Bajarin, Chairman of Creative Strategies, Inc., for a fascinating exploration of the evolution of technology. The conversation spans Tim's early career during the dawn of personal computing in the 1980s, historical reflections on pivotal inventions like Gutenberg's printing press, the legacy of Xerox PARC, and the rise of Apple's graphical interface and desktop publishing. They also discuss the human dynamics of innovation, from the tight-knit tech communities of Silicon Valley to parallels with historic institutions like the Royal Society. For more insights into Tim Bajarin's ongoing work, you can explore his articles on Forbes or visit Creative Strategies at creativestrategies.com.Check out this GPT we trained on the conversation!Timestamps00:00 Introduction and Guest Background00:54 Entering the PC Market in the 1980s05:39 Historical Context and Technological Evolution13:21 The Impact of Desktop Publishing24:54 The Role of Historical Knowledge in Technology38:12 The Influence of British Technological Advancements47:30 Conclusion and Final ThoughtsKey InsightsThe Historical Context of Innovation is Crucial for Understanding Technology's Future: Tim Bajarin emphasizes that to forecast the future of technology, one must understand its historical roots. His career as an analyst has been informed by studying transformative moments like Gutenberg's printing press and innovations in the 1800s, including the Royal Society's influence on science and technology. This perspective underscores how historical breakthroughs set the stage for modern advancements.The Birth of Personal Computing Was a Collaborative Effort: Bajarin's entry into the tech industry coincided with the IBM PC launch in 1981. He became one of the first PC analysts, working with companies like Compaq, Dell, and Apple. The development of personal computing was fueled by close-knit communities of engineers and innovators who shared ideas, much like the collaborative environment of historical groups like the Royal Society.Xerox PARC's Innovations Were the Bedrock for Modern Computing: The role of Xerox PARC in shaping today's computing landscape is highlighted as pivotal. Bajarin recounts their invention of the graphical user interface (GUI) and the mouse, which were foundational for Apple's Mac. Although Xerox didn't capitalize on these ideas, their contributions enabled Steve Jobs and others to build the computing paradigms we use today.Desktop Publishing Revolutionized Communication and Creativity: Bajarin predicted the desktop publishing boom, thanks to innovations like Apple's laser printer, PageMaker software, and PostScript technology. These advancements transformed the publishing industry, allowing individuals and small businesses to create professional-quality content, democratizing access to creative tools.Steve Jobs' Return to Apple Marked a Turning Point in Design and Vision: When Steve Jobs returned to Apple in 1997, the company was near bankruptcy. Bajarin describes how Jobs refocused Apple on its core customers, introduced innovative industrial design, and created products like the colorful iMac. This redefined how consumers viewed computers, blending functionality with aesthetic appeal and cementing Apple's market position.The Evolution of Technology is Driven by Both Process and Innovation: Bajarin explains how every major technological leap, from the printing press to the PC, has involved the convergence of innovative devices and refined processes. For instance, advancements in printing presses during the 1800s mirrored the systematic innovations in the tech industry during the 1980s and 1990s.The Role of Community and Networks in Driving Innovation: The episode draws a parallel between the 1980s tech clubs in Silicon Valley and earlier knowledge-sharing networks, such as the letter-writing analysts of Renaissance Italy or the Royal Society. Bajarin illustrates how communities of like-minded individuals, whether in tech or science, have always been instrumental in fostering innovation.

One of the key lessons that helped advance Jim Benson down the CFO path was one in clarity and focus during his tenure as FP&A leader for the customer service division of Compaq, freshly acquired by Hewlett-Packard. Eager to influence how the division's performance was presented, Benson dedicated himself to crafting detailed reports and narratives. However, each time he handed his work to the general manager—a skilled storyteller in his own right—his carefully prepared materials were distilled down to two or three essential points.At first, Benson, a ten year HP veteran, found the process frustrating. “You work very hard to prepare a set of materials and a narrative,” he recalls, “but he would take my materials and build his own narrative.” Yet over time, Benson began to see the value of simplicity and focus, especially in conveying complex financial information to large audiences. The customer service division was in the spotlight for HP's earnings, so every quarter required a clear, compelling story that was rooted in financial reality and accessible to diverse audiences.Through this process, Benson honed his storytelling skills, learning to construct narratives that cut to the core of the message without sacrificing key details. This foundational experience shaped his leadership style, setting a high standard for strategic communication throughout his career. Today, as CFO of Dynatrace, Benson applies these skills to ensure that every financial story aligns with the company's mission, balancing growth, profitability, and innovation.

John Dues and Andrew Stotz are diving deeper into the improvement model that John is building with his team. In this episode, learn the three ways to think about an improvement frame for your big challenge.  TRANSCRIPT 0:00:02.6 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. And the topic for today is Frame the Challenge. John, take it away.   0:00:23.6 John Dues: Hey Andrew, it's good to be back. Yeah, we're gonna talk about Framing the Challenge today. We kicked off a new series a couple of episodes ago. I introduced this improvement model that we can use to set ambitious goals backed with this sound methodology. Make this disclaimer again, we're sort of building the plane while we are flying it. So this improvement model is new at United Schools where I work. And so again, we're actually letting listeners sort of see it as it's being built and first put to use. And so I think just starting out with a quick recap of the model is a good place to start. So what is this improvement model that we've been looking at? I'll pull up my screen so we can share a visual of the model for those that are watching. Right. Can you see that all right?   0:01:21.2 AS: Yep.   0:01:21.3 JD: Great. Give me one second. All right. So we have this improvement model. Basically the core idea of the model is it gives us the scientific way of thinking. And remember, we talked about we're working to close this gap between current conditions in our organizations and future aspirations. In order to close this gap, we're walking through the four steps on the model. So first, we set the challenge of direction. That's really where we focused our time last episode. The second step is to grasp the current condition. The third step is to establish the next target condition. And then the fourth step is to experiment to overcome obstacles. And that's where we spend most of our time in this four-step process. And then the other thing we've talked about is we do it with this team. The people working in the system, that's one part of the system, one part of the team.   0:02:19.8 JD: And we've talked about this in our case. This can be students, it can be teachers, whoever the frontline people are in your organization. Then there's those with the authority to work on the system, to make changes to the design or the architecture of the system. That could be a teacher in a classroom, or we've said the principal of a school, or maybe the superintendent of a system of schools. And then one of the innovations that we've made to this improvement model is that that third group or that third person on the team is someone that has Profound Knowledge, someone that's using Deming's principles to guide the work. So that's the basic model that we looked at in the first episode and...   0:03:11.8 AS: And I would just highlight... By the way, can you put it on slideshow?   0:03:15.3 JD: Sure.   0:03:15.4 AS: And I've been reading Mike Rother's book, rereading his book on Toyota Kata and stuff. And so this has really got me back to it. But what you're doing is applying this and helping us understand it as you're putting it into action at your school, right?   0:03:35.0 JD: Yeah, we've had an improvement model. And I think... Yeah, so like it says down in the right hand corner, that this model, it's based on Mike Rother's work, the Toyota Kata work. I think one thing that was missing from our model previously was like, how do you set this challenge or direction? How do you do that in an ambitious but reasonable way? And I think Mike Rother's sort of model speaks to this. So that's why I like his four-step model. I also like the four steps because it's pretty simple. It's not 15 steps. It's not 20 steps. It's four steps. Now there are some steps that you have to learn and stuff like that. There are different pieces to each of the steps, but I like that it's four steps. It's sort of easy to remember. It's memorable. And I think the innovation that we've done so far is who is the team that's working through this? And I think to frame it as the people working in the system, the people working on the system, and then someone with Profound Knowledge, I think that's an innovation, from what I've read about Mike Rother's work.   0:04:39.6 AS: Yep.   0:04:40.4 JD: Yeah. And so to continue the recap from last time, I think in the last episode, so we introduced the model two episodes ago. And then last episode, what we said we were gonna do is start walking through each of the steps, episode by episode, and do a deeper dive into each of the steps. And we did that with step one last time. So we did Set the Challenge last time. And just as a refresher, this is that longer range goal that would differentiate us from other schools in our case, if we achieve it. But remember, we also said it seems nearly impossible at the outset. This is something that's off in the horizon. It's probably gonna take at least six months, probably more like two or three years. And then I gave this example at United where I am. So we're a school system. One of the challenges that we've set is to reduce our chronic absenteeism from 52%. So that's sort of the current condition. And we wanna bring that down to 5%. And there's this huge gap between those things. Obviously, we talked about an order of magnitude, and we don't quite know how to get there right now.   0:05:48.7 AS: Yeah, I think that's the point is we don't know how to get there right now.   0:05:57.6 JD: Yeah. Yeah. And I think... And so what I originally had planned to do is to go on to step two. And I think we're gonna do that next. But I wanted to pause because last time we briefly touched on this idea of Framing the Challenge as an improvement goal. And so with this episode, what I wanna do first before we go on to step two is talk about how to sort of think about that framing. And I sort of have studied a little bit of performance management from healthcare specifically. And there's really these three phases of performance management. When you're setting a goal, there's sort of performance measurement that has a research orientation. There's performance measurement that has an accountability orientation. And there's performance management that has an improvement orientation. And I think it's really important to understand the difference between those three types of measurement because I think conflation of those three things can derail and often derail improvement efforts. And in fact, as I was doing some research for this episode, I read this quote in one of the journal articles that I was sort of reviewing. It said, "the problem with measurement is that it can be a loaded gun, dangerous if misused, and at least threatening if pointed in the wrong direction."   [laughter]   0:07:19.6 JD: Right. So, when I read that I was like, this is important enough to take a pause and do a little bit deeper dive into that, you know, the differences between the three that we sort of got into on a surface level last time.   0:07:33.5 AS: One of the things that I like to say these days when I talk to people about measurement is measurement... If the subject being measured, let's say a table, I'm gonna measure the length of a table versus measuring the performance of an individual as an example. If the subject being measured knows, is aware that they're being measured, you're gonna have a problem.   0:08:02.0 JD: Yeah, I think that's very well put. And...   0:08:07.5 AS: The table doesn't care.   0:08:09.3 JD: The table doesn't care, but people always do. No doubt. No doubt. So I thought it'd be... I put together a table for those that are watching 'cause there is a lot of nuance to this and we'll kind of walk through this step by step, sort of the differences between goals or measurement for research, measurement for accountability, and then measurement for improvement. So I think just... I came up with these dimensions in some of the research I was doing. So, what's the purpose of each of those? What questions are you trying to answer? What are some example questions that are answered with that type of measurement? What's actually getting measured? How often is it getting measured? And then why does quality improvement or quality measurement matter in that particular area? So let's start with the purpose first. So when we're thinking about measurement for research, what we're really trying to do is contribute to some knowledge base, right?   0:09:01.8 JD: You know, I think the classic example is, what a university professor is often doing in their research. The second type of measurement is measurement for accountability. And really there, what we talked about last time is the purpose is to determine the application of rewards and sanctions or rewards and punishments. And that's really juxtaposed against measurement for improvement, which is... The purpose there is to learn our way to a system that produces a higher level of performance, right? And so let's look at measurement for research. We talked about the purpose being contributing to the knowledge base. If the questions that we're asking are about constructs or relationships between constructs or theories, then research is probably the direction we wanna go. An example question would be what's the relationship between two conceptual variables and what gets measured is... Could be numerous latent variables, but how often is this measurement happening? Typically once or twice during a study. And what we're trying to do is detect a relationship where they exist, right?   0:10:16.8 AS: So it could be... Like in a school, it could be a relationship between being late, the late rate and the absenteeism rate.   0:10:29.9 JD: Yeah. I mean, you could do research into why is it that student... Why are students chronically absent? You could do research into what's the best way scientifically to teach reading, right? And so you're gonna sort of come up with some answers there, at least answers that are sort of coming out of a lab, right? And a lot of times measurement for research or research goal or research study, that can be helpful to sort of initially point you in the right direction. You might do a literature review when you're trying to come up with solutions in your particular context.   0:11:10.3 AS: And it's important to remember that surveys properly done are a great form of research. So not only going back and seeing what's already been... What is the knowledge base on attendance, but also trying to do some research into what do students or teachers or parents think are root causes as an example.   0:11:33.3 JD: Sure.   0:11:34.8 AS: Okay. Great.   0:11:35.5 JD: Gives you a starting point, right? And so you certainly need measurement for research for sure. In that second bucket, we have measurement for accountability. And this is probably the thing that teachers and educators are most used to because there's accountability systems in all 50 states, right? And remember, we said the purpose is to determine who should be rewarded and who should be sanctioned. That's the purpose of an accountability measure. It's gonna answer questions about merit or status or accomplishment. It could be of someone like an individual teacher in a classroom, or perhaps about a school, for example. It's gonna answer questions like who's performing well and who isn't, who should be considered knowledgeable enough to do whatever, something X, right? But when we're talking about measurements, they're typically end-of-the-line outcomes, usually once per year after the fact. I've given state tests as an example multiple times. That's a very typical accountability measure end-of-the-line outcome. And why it's important to have quality measurement for accountability is that we can assign consequences based on measurement that lacks sufficient technical rigor so.   0:12:56.0 AS: Consequences as in rewards and sanctions?   0:13:00.4 JD: Could be... Yeah, consequences as in rewards and sanctions. And so there's technical guides that go with accountability systems. So how is the state, for example, calculating all of these different measures that show up on a school report card, test scores, value-added progress scores, chronic absenteeism rates? All those things have to be well-defined. Data has to be collected systematically. And it has to be done the same across the entire system so that rewards and sanctions are meted out equally amongst all the districts and schools and classrooms. But those two things are very different than measurement for improvement. And that's where I focus most of my time and where these talks really, really focus. And again, we said the purpose is to learn our way to a system that produces a higher level of performance.   0:13:48.4 JD: So we're talking about questions about specific changes as potential improvements to our systems. So some questions might be, are the changes I'm making leading to improvement? How are my changes affecting other parts of my system? And really, we're talking about outcomes and processes relevant to the object of change in terms of what gets measured. And that's happening... Those measurements for outcomes or processes are happening frequently as the practice or as the process occurs, right? Because we want feedback on a much more frequent basis than once or twice per study or at the end of the school year. That's one of the advantages here of measurement for improvement. And why does quality measurement matter in this particular area? Well, we wanna learn which changes are an improvement without wasting resources or will. Those are both very finite things in organizations, schools are... That's the same in schools.   0:14:55.2 AS: Will as in energy towards this objective, is that what you mean by will?   0:15:01.7 JD: Yeah. So two finite things, resources, which could be time or money. But will, I literally mean the will of the people, the will of the frontline people that you have to get on board with whatever this change is gonna be. And if you're moving between this thing and that, you sort of use up that will for good...   0:15:23.4 AS: It seems you have depleted the will of the people.   0:15:27.4 JD: And that happens all the time, especially where you're in a service business like education, the frontline people are being burned out all the time, teachers, in hospitals it's nurses and other folks in other industries. So that's the basic overview. And then I think one of the key things here is that there are some real measurement limitations when it comes to accountability measures and research measures or goals, when we're thinking about organizational improvement.   0:16:08.5 JD: I think the key limitation for accountability goals is that... The key limitation for improvement is that it does not illuminate why the outcomes occur or what should be done to change them when we're thinking about accountability system. For research, the key limitation for improvement is that it is impractical to administer it and not designed to inform changes in practice. So those are some real limitations. But what often happens, I think... And I should say again, like we said at the outset, that the three types of measurement are complementary. Like we need each of these three different types of performance measurement. But I think what happens is that problems arise when they're not used for their intended purpose. Remember, we said research, we wanna contribute to the knowledge base, that's the purpose. For accountability, application of award and sanctions. And for improvement, there we're actually learning our way to a better system, right? So, I thought it would be useful here. I may put you through like a little quiz here to apply the purposes of measurement to the right scenario. So, I have three situations here. They're unrelated to education. So, there's no pressure there. So, I'll read the three situations and then you're gonna tell me how would you... Which of the measurement purposes would you use?   0:17:47.7 AS: So, research, accountability, or improvement.   0:17:49.2 JD: Research, accountability, or improvement so.   0:17:53.6 AS: And I'm doing this on behalf of our listeners and readers so... And listeners and viewers.   0:17:55.7 JD: Everyone yeah.   0:17:56.7 AS: So, pay attention ladies and gentlemen, 'cause my answers may be wrong, but yours may be right. Okay.   0:18:01.7 JD: This is the check for understanding. This is a true education exercise here. And we're gonna be talking about avocados, right? So, there's no prior knowledge needed. So, I'll read through the first three situations, give you a chance to think, and I can repeat them if necessary, and you kind of think between those three. So, the first situation is rank the grocery stores in Columbus, Ohio, according to the quality of their avocados. So, would you use measurement for accountability, measurement for research, measurement for improvement? That's the first situation. The second situation is understand the relationship between weather, soil, acidity, and the eventual quality of an avocado grown in California. And the third situation is improve the quality of avocados on sale across all stores in Columbus. So, let's go back to that first situation. So, if you're gonna rank the grocery stores in Columbus according to the quality of their avocados, what type of measurement orientation makes the most sense?   0:19:15.5 AS: So I'm thinking accountability.   0:19:20.0 JD: Yeah, that's exactly right. Accountability, it's basically a grading system for avocados. You think how meat gets graded, it's grade A meat. That's really an accountability system.   0:19:33.6 AS: Okay, so listeners, viewers, did you get that one right? These are tough. John's a tough teacher. All right. Next one.   0:19:39.0 JD: You're one for one, and you have A grade schools, right? So you have A grade avocados, and that's an accountability measure. The second one was you're understanding the relationship between weather, soil, acidity, and the eventual quality of an avocado grown in California.   0:20:00.2 AS: Ladies and gentlemen, is this research, accountability, and improvement? Well, we've already eliminated accountability, so it's got to be either research or improvement. And if I get this one right, then I'm gonna get the third one right naturally. And I would say that sounds to me more like research.   0:20:15.8 JD: Yeah, that's exactly right. Research, right? So 'cause you're experimenting to see how the manipulation of variables, in this case weather, like the pH level of soil, acidity, impact the quality of an avocado. So you're basically a researcher trying to figure out what's the best combination of those things that gives you the best avocado. But this experimenting is gonna take probably years as you adjust those variables, right? And the last...   0:20:46.5 AS: Yeah, avocados don't grow so fast.   0:20:50.2 JD: They don't grow so fast, yeah. And then the third situation was you wanna improve the quality of avocados on sale across all stores in Columbus. There's only one left, so it's got to be...   0:21:03.5 AS: Well you used the word improve in it, so I think it's improvement orientation, huh?   0:21:06.8 JD: There you go. That's a giveaway. So aim is the quality of the avocado. So the basic theory of change is something like maybe improving the transport time from the field to the store. So there you can see that it's not like one is bad in terms of a measurement orientation and one is good. It's just... Is it being applied to the appropriate situation?   0:21:35.6 JD: There are certainly appropriate situations for accountability, appropriate situations for research and appropriate situations for improvement. So basically to sort of wrap this up, I mean, I thought it was really important because last time we talked, when you set the challenge and then it's gonna be something like a vision far out into the future, maybe two or three years, it's gonna be really important that that challenge is framed correctly because you're gonna be working on this thing for a long time. So with the model, we now have a way to bridge the gap between conditions and future aspirations. There's always gonna be a gap. We now have this model that gives us the scientific way of thinking and working to close the gap. And then we've said it's the responsibility of upper management to set this overall challenge as a key priority.   0:22:37.5 JD: And then we've said it's really important to understand the difference between these three types of performance measurement because conflation of the three can derail our improvement efforts. So the key takeaway here is you wanna frame this challenge or this far out direction that we're heading in as an organization as an improvement goal. And that's gonna orient the work. It's gonna orient the types of questions that you're asking. It's gonna orient the people, and the outcomes and processes that they're tracking. It's gonna orient your measurement system. You're gonna have to come up with frequent process and outcome measures that let you know how you're doing along the way. And the purpose of all of this is to learn our way to a better system. That's the purpose of measurement for improvement.   0:23:34.1 AS: That's great. A great summary. I wanna ask a question. Recently I've been teaching my corporate strategy course and I've been talking about the teachings of Richard Rumelt, who wrote the book called Good Strategy Bad Strategy, which is such a great book on strategy. But one of the things he complains about when he says his bad strategy is just setting an aspirational goal. Because as we learned from Dr. Deming, by what method? Like now, so there's... You've got to have a vision. You've got to have an aspiration of where you're going. But what he really focuses on... I think we're gonna talk about this in next sections. He really focuses on, have we really identified what the problem is?   0:24:21.7 AS: Like, what is the constraint? What is the thing that is holding us back from getting there? And what ends up happening is, when you clearly articulate the problem, what happens is it focuses... It becomes hard. Because to solve that problem, you need new resources. You need to get rid of old stuff. You've got to make substantial changes. And so it's much more comfortable for people to set strategies that are based upon wonderful visions. But never really deal with the problem. And then the workers in the companies, an employee in a company just looks up and goes, what did management just do for that long weekend? They did a weekend getaway to do their corporate strategy. And then they just came up with a fluffy vision of whatever with no help for us of how do we deal with the hardest problem is that we can't beat our competitor with the technology that we have. And we're never gonna get to that goal if we can't solve that problem.   0:25:28.7 JD: Yeah. And that's really the essence of the steps two, three, and four. I mean, the very next thing that we're gonna talk about is one, what's the current situation on the ground? Now we have this aspiration, but what's actually happening? For whatever data we have, whatever time period, 10 years, five years, whatever it is, we're gonna look at that data in a way that gives us a very firm understanding. And then remember, there's that crack in the model. That's the threshold of knowledge. So right up front, we're acknowledging.   0:25:58.0 AS: We don't know how to get over this. We don't know what's blocking us. We don't know...   0:26:03.3 JD: Yeah. We may have some ideas, but... Some initial ideas, but we do not know how to solve this chronic absenteeism problem. And that's where the experimentation comes in.   0:26:11.4 AS: So let me ask you one last question before we go. This is completely selfish, but also for the listeners and viewers out there, that is, I always ask my students this question in corporate strategy, should corporate strategy be kind of secretive in the sense that you're trying to build a competitive advantage and therefore some of the best battle attacks in war were kept secret. Stonewall Jackson was famous in his Shenandoah Valley campaign for not letting anybody know what he was gonna do the next morning. And then... Or should it be public? Like your number of 50 to five is pretty scary. And I'm just curious, what are your thoughts on that?   0:27:00.4 JD: Well, if you're in war, I think you should keep it secret. But pretty much anywhere else, I think public. Now that'd be my opinion. Now I'm in a school setting. I acknowledge that. But I've also seen...   0:27:11.4 AS: This is my quiz for you, by the way.   0:27:14.7 JD: What's that?   0:27:15.6 AS: This is my quiz for you.   0:27:15.7 JD: Your quiz for me. Yeah. Well, I have seen... And I've had the same thought. I think it was one of the founders of Toyota, or maybe someone that was an early CEO basically said, well, you give away your playbook basically. And he's like, well, just because someone has my playbook does not mean they can do it. And so education is a different orientation. There's not corporate secrets. And we're very open, we often share our practices. But I've often been on the...   0:27:45.2 AS: If you could get from 50 to five, you would want the world to know.   0:27:48.8 JD: I would want the world to know. I want everybody to do it. But I've been on the other side of this where I've gone to school and I've reached out to people get a manual or an artifact or something that they have that they do really well at their school system. And I look at it and I'm like, I don't know what to do with this. Right? So it's something altogether different to have the thing and then be able to do it. In our case, it's gonna benefit kids. We're gonna share it as far and wide as possible. So yeah, I think the setting matters. If I'm... The Union Army fighting Stonewall Jackson, then I'm gonna keep my secrets secret, my battle plan secret. But for most of the things I'm gonna share.   0:28:32.9 AS: Nathaniel Banks taking on Jackson. It was a rough series of battles for him. So I'll close out with my thoughts on this, which is that, yeah, I think ultimately once you've decided on what's your goal, where you wanna be, then I think you've got to make it public. And the reason why is because you need your employees to deliver that. It can't be... Everybody needs to be bought in. But even more importantly from a marketing and a relationship with customers, suppliers and others, they need to feel that vision. And they need to feel that mission. I think another great book is Start With Why. And that is why are we doing this? And I just read a great book on corporate strategy that is called Corporate Strategy Demystified.   0:29:25.5 AS: But it's just great because it was written in 2006. So he's talking about the battle between Apple and Compaq and Dell and all of these and IBM. And he doesn't know the outcome that Apple ends up being this multi-trillion dollar business. And basically his last sentence that I read in the last chapter is, it's over for Apple. They just can't compete in this space. And what he missed... This is what I'm teaching tonight, what he missed was the trusting connection that the customers had to Apple, to Apple's mission. Somehow Steve Jobs was able to create that mission and get it out to the world. And in the valley of death, when they were going through the worst time and it didn't seem like they were ever going to be able to do anything, it was customers that stuck with them because they believed in the mission of what they communicated. And it is that total, let's say intangible, that is very hard to measure and very hard to understand. But this is what I got when I was reading that book from 3:00 AM 'till 4:00 AM This morning, John.   0:30:44.4 JD: Whoever that author is was a small miss, a small miss.   0:30:48.8 AS: Yeah. And he's a brilliant guy. And so it's also a great point that just stick with your vision 'cause people's commitment to Apple and all that is so so strong. So being public about what you're doing and sharing it is critical because the last thing, as you said, even if somebody else has your playbook, I like to tell people that if somebody was working at General Motors and they had all the list of all the parts for Cadillac or whatever it is that they're building, and then they went to Toyota and said, build this, just because you have a list of parts and you have that operating system doesn't mean that they can build it because the product was actually designed for the operating system. And it's that entanglement in the actual process of production that makes that corporate strategy almost impossible to duplicate, even if you have the playbook.   0:31:41.8 JD: Yep. Yeah, that's it right there, I think. That's it.   0:31:46.5 AS: So fantastic. Well, on behalf of everyone at The Deming Institute, I wanna thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. You can find John's book, Win-Win: W. Edwards Deming, The System of Profound Knowledge and the Science of Improving Schools on amazon.com. This is your host, Andrew Stotz. And I'll leave you with one of my favorite quotes from Dr. Deming. "People are entitled to joy in work" and in school.  

The Compaq Computer Company's early years of absolutely insane growth remain the stuff of legends. Founded in 1982. First year revenue? $111 million. 0 to $111 million. One year. IPO, December 1983. And year 2, 1984? $329 million revenue, 200% growth. Year 3, $504 million, 53% growth and the Fortune 500. Later, Compaq hit $1.2 billion in revenue for 1987, the fastest ever in history. Along the way, Compaq led an insurgency of IBM PC clone-makers against Big Blue, overwhelming the old lion and unlocking the PC standard for a new generation of PC-makers. That is when the problems began. The tragedy of Compaq is that they led the revolution. And then as it so often happens, the revolution turned on them. In this video, we take a look at the fall of Compaq.

The Compaq Computer Company's early years of absolutely insane growth remain the stuff of legends. Founded in 1982. First year revenue? $111 million. 0 to $111 million. One year. IPO, December 1983. And year 2, 1984? $329 million revenue, 200% growth. Year 3, $504 million, 53% growth and the Fortune 500. Later, Compaq hit $1.2 billion in revenue for 1987, the fastest ever in history. Along the way, Compaq led an insurgency of IBM PC clone-makers against Big Blue, overwhelming the old lion and unlocking the PC standard for a new generation of PC-makers. That is when the problems began. The tragedy of Compaq is that they led the revolution. And then as it so often happens, the revolution turned on them. In this video, we take a look at the fall of Compaq.

Let us know your thoughts. Send us a Text Message. Follow me to see #HeadsTalk Podcast Audiograms every Monday on LinkedInEpisode Title:

We like to throw around the word "revolution". But the birth and rise of the microcomputer really was a revolution. In 1981, IBM joined that revolution with the IBM PC, and it immediately took over the market. But the giant, for all of its vaunted power and resources, saw its leading place in the revolution slowly be taken away by the hoard. We all know how the story ends. But how did it unfold? And what can we learn from it? In this video, how IBM lost its grip on the PC revolution.

We like to throw around the word "revolution". But the birth and rise of the microcomputer really was a revolution. In 1981, IBM joined that revolution with the IBM PC, and it immediately took over the market. But the giant, for all of its vaunted power and resources, saw its leading place in the revolution slowly be taken away by the hoard. We all know how the story ends. But how did it unfold? And what can we learn from it? In this video, how IBM lost its grip on the PC revolution.

Founders ✓ Claim Key Takeaways  “If Steve Jobs studied Edwin Land, I think every other founder should as well.” – David Senra Optimize for breadth as well as depth; hire the chemist who does photography on the side! Something magical exists at the intersection of the humanities and the sciences “Missionaries make better products.” – Jeff Bezos Missionaries and mercenaries are the two types of people that will be attracted to a companyWhile the mercenaries are there for the perks, status, and money, the missionaries are there to make better products because they believe in what the company is doingLeverage the power of demonstration: No argument in the world can compare with one dramatic demonstrationA first-class product needs first-class packaging and marketing! The founder is the guardian of the company's soul If you are lucky enough to find your life's work, why would you quit? You should take yourself seriously, but don't make yourself miserable; none of us get out of this alive Read the full notes @ podcastnotes.orgWhat I learned from rereading Instant: The Story of Polaroid by Christopher Bonanos. ----Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more. ----Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here. ----Join my free email newsletter to get my top 10 highlights from every book----Episode Outline: — The most obvious parallel is to Apple Computer. Both companies specialized in relentless, obsessive refinement of their technologies. Both were established close to great research universities to attract talent. Both fetishized superior, elegant, covetable product design. And both companies exploded in size and wealth under an in-house visionary-godhead-inventor-genius. At Apple, that man was Steve Jobs. At Polaroid, the genius was Edwin Land. Just as Apple stories almost all lead back to Jobs, Polaroid lore always seems to focus on Land.— Both men were college dropouts; both became as rich as anyone could ever wish to be; and both insisted that their inventions would change the fundamental nature of human interaction.— Jobs expressed his deep admiration for Edwin Land. He called him a national treasure.— Books on Edwin Land:Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #263)A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein (Founders #134)Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #133)The Instant Image: Edwin Land and the Polaroid Experience by Mark Olshaker (Founders #132)Insisting On The Impossible: The Life of Edwin Land and Instant: The Story of Polaroid(Founders #40)— Biography about Steve Jobs: Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli— Edwin Land of Polaroid talked about the intersection of the humanities and science. I like that intersection. There's something magical about that place. There are a lot of people innovating, and that's not the main distinction of my career. The reason Apple resonates with people is that there's a deep current of humanity in our innovation. I think great artists and great engineers are similar, in that they both have a  desire to express themselves. In fact some of the best people working on the original Mac were poets and musicians on the side. In the seventies computers became a way for people to express their creativity. Great artists like Leonardo da Vinci and Michelangelo were also great at science. Michelangelo knew a lot about how to quarry stone, not just how to be a sculptor. —  Steve Jobs: The Exclusive Biography by Walter Isaacson (Founders #214)— Book on Henry Ford:I Invented the Modern Age: The Rise of Henry Ford by Richard Snow (Founders #9)The Autobiography of Henry Ford by Henry Ford (Founders #26) Today and Tomorrow Henry Ford (Founders #80) My Forty Years With Ford by Charles Sorensen  (Founders #118)The Story of Henry Ford and Thomas Edison's Ten Year Road Trip by Jeff Guinn (Founders #190) — Another parallel to Jobs: Land's control over his company was nearly absolute, and he exercised it to a degree that was compelling and sometimes exhausting.— When you read a biography of Edwin land you see an incredibly smart, gifted, driven, focused person endure decade after decade of struggle. And more importantly —finally work his way through.— Another parallel to Jobs: You may be noticing that none of this has anything to do with instant photography. Polarizers rather than pictures would define the first two decades of lands intellectual life and would establish his company. Instant photos were an idea that came later on, a secondary business around which his company was completely recreated.— “Missionaries make better products.” —Jeff Bezos— His letter to shareholders gradually became a particularly dramatic showcase for his language and his thinking. These letters-really more like personal mission statements-are thoughtful and compact, and just eccentric enough to be completely engaging. Instead of discussing earnings and growth they laid out Land's World inviting everyone to join.— Land gave him a four-word job description: "Keeper of the language.”— No argument in the world can ever compare with one dramatic demonstration. — My Life in Advertising by Claude Hopkins (Founders #170)— The leap to Polaroid was like replacing a messenger on horseback with your first telephone.— Hire a paid critic:Norio Ohga, who had been a vocal arts student at the Tokyo University of Arts when he saw our first audio tape recorder back in 1950. I had had my eye on him for all those years because of his bold criticism of our first machine.He was a great champion of the tape recorder, but he was severe with us because he didn't think our early machine was good enough. It had too much wow and flutter, he said. He was right, of course; our first machine was rather primitive. We invited him to be a paid critic even while he was still in school. His ideas were very challenging. He said then, "A ballet dancer needs a mirror to perfect her style, her technique.— Made in Japan: Akio Morita and Sony by Akio Morita.— Another parallel to Jobs: Don't kid yourself. Polaroid is a one man company.— He argued there was no reason that well-designed, wellmade computers couldn't command the same market share and margins as a luxury automobile.A BMW might get you to where you are going in the same way as a Chevy that costs half the price, but there will always be those who will pay for the better ride in the sexier car. Rather than competing with commodity PC makers like Dell, Compaq and Gateway, why not make only first-class products with high margins so that Apple could continue to develop even better first-class products?The company could make much bigger profits from selling a $3,000 machine rather than a $500 machine, even if they sold fewer of them.Why not, then, just concentrate on making the best $3,000 machines around? — Jony Ive: The Genius Behind Apple's Greatest Products by Leander Kahney.— How To Turn Down A Billion Dollars: The Snapchat Story by Billy Gallagher — Books on Enzo FerrariGo Like Hell: Ford, Ferrari, and Their Battle for Speed and Glory at Le Mans by A.J. Baime. (Founders #97) Enzo Ferrari: Power, Politics, and The Making of an Automotive Empire by Luca Dal Monte (Founders #98) Enzo Ferrari: The Man and The Machine by Brock Yates (Founders #220) — Soul in the game. Listen to how Edwin Land describes his product:We would not have known and have only just learned that a new kind of relationship between people in groups is brought into being by SX-70 when the members of a group are photographing and being photographed and sharing the photographs: it turns out that buried within us—there is latent interest in each other; there is tenderness, curiosity, excitement, affection, companionability and humor; it turns out, in this cold world where man grows distant from man,and even lovers can reach each other only briefly, that we have a yen for and a primordial competence for a quiet good-humored delight in each other:we have a prehistoric tribal competence for a non-physical, non-emotional, non-sexual satisfaction in being partners in the lonely exploration of a once empty planet.—  “Over the very long term, history shows that the chances of any business surviving in a manner agreeable to a company's owners are slim at best.” —Charlie Munger----“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast 

Founders ✓ Claim Key Takeaways  “If Steve Jobs studied Edwin Land, I think every other founder should as well.” – David Senra Optimize for breadth as well as depth; hire the chemist who does photography on the side! Something magical exists at the intersection of the humanities and the sciences “Missionaries make better products.” – Jeff Bezos Missionaries and mercenaries are the two types of people that will be attracted to a companyWhile the mercenaries are there for the perks, status, and money, the missionaries are there to make better products because they believe in what the company is doingLeverage the power of demonstration: No argument in the world can compare with one dramatic demonstrationA first-class product needs first-class packaging and marketing! The founder is the guardian of the company's soul If you are lucky enough to find your life's work, why would you quit? You should take yourself seriously, but don't make yourself miserable; none of us get out of this alive Read the full notes @ podcastnotes.orgWhat I learned from rereading Instant: The Story of Polaroid by Christopher Bonanos. ----Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more. ----Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here. ----Join my free email newsletter to get my top 10 highlights from every book----Episode Outline: — The most obvious parallel is to Apple Computer. Both companies specialized in relentless, obsessive refinement of their technologies. Both were established close to great research universities to attract talent. Both fetishized superior, elegant, covetable product design. And both companies exploded in size and wealth under an in-house visionary-godhead-inventor-genius. At Apple, that man was Steve Jobs. At Polaroid, the genius was Edwin Land. Just as Apple stories almost all lead back to Jobs, Polaroid lore always seems to focus on Land.— Both men were college dropouts; both became as rich as anyone could ever wish to be; and both insisted that their inventions would change the fundamental nature of human interaction.— Jobs expressed his deep admiration for Edwin Land. He called him a national treasure.— Books on Edwin Land:Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #263)A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein (Founders #134)Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #133)The Instant Image: Edwin Land and the Polaroid Experience by Mark Olshaker (Founders #132)Insisting On The Impossible: The Life of Edwin Land and Instant: The Story of Polaroid(Founders #40)— Biography about Steve Jobs: Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli— Edwin Land of Polaroid talked about the intersection of the humanities and science. I like that intersection. There's something magical about that place. There are a lot of people innovating, and that's not the main distinction of my career. The reason Apple resonates with people is that there's a deep current of humanity in our innovation. I think great artists and great engineers are similar, in that they both have a  desire to express themselves. In fact some of the best people working on the original Mac were poets and musicians on the side. In the seventies computers became a way for people to express their creativity. Great artists like Leonardo da Vinci and Michelangelo were also great at science. Michelangelo knew a lot about how to quarry stone, not just how to be a sculptor. —  Steve Jobs: The Exclusive Biography by Walter Isaacson (Founders #214)— Book on Henry Ford:I Invented the Modern Age: The Rise of Henry Ford by Richard Snow (Founders #9)The Autobiography of Henry Ford by Henry Ford (Founders #26) Today and Tomorrow Henry Ford (Founders #80) My Forty Years With Ford by Charles Sorensen  (Founders #118)The Story of Henry Ford and Thomas Edison's Ten Year Road Trip by Jeff Guinn (Founders #190) — Another parallel to Jobs: Land's control over his company was nearly absolute, and he exercised it to a degree that was compelling and sometimes exhausting.— When you read a biography of Edwin land you see an incredibly smart, gifted, driven, focused person endure decade after decade of struggle. And more importantly —finally work his way through.— Another parallel to Jobs: You may be noticing that none of this has anything to do with instant photography. Polarizers rather than pictures would define the first two decades of lands intellectual life and would establish his company. Instant photos were an idea that came later on, a secondary business around which his company was completely recreated.— “Missionaries make better products.” —Jeff Bezos— His letter to shareholders gradually became a particularly dramatic showcase for his language and his thinking. These letters-really more like personal mission statements-are thoughtful and compact, and just eccentric enough to be completely engaging. Instead of discussing earnings and growth they laid out Land's World inviting everyone to join.— Land gave him a four-word job description: "Keeper of the language.”— No argument in the world can ever compare with one dramatic demonstration. — My Life in Advertising by Claude Hopkins (Founders #170)— The leap to Polaroid was like replacing a messenger on horseback with your first telephone.— Hire a paid critic:Norio Ohga, who had been a vocal arts student at the Tokyo University of Arts when he saw our first audio tape recorder back in 1950. I had had my eye on him for all those years because of his bold criticism of our first machine.He was a great champion of the tape recorder, but he was severe with us because he didn't think our early machine was good enough. It had too much wow and flutter, he said. He was right, of course; our first machine was rather primitive. We invited him to be a paid critic even while he was still in school. His ideas were very challenging. He said then, "A ballet dancer needs a mirror to perfect her style, her technique.— Made in Japan: Akio Morita and Sony by Akio Morita.— Another parallel to Jobs: Don't kid yourself. Polaroid is a one man company.— He argued there was no reason that well-designed, wellmade computers couldn't command the same market share and margins as a luxury automobile.A BMW might get you to where you are going in the same way as a Chevy that costs half the price, but there will always be those who will pay for the better ride in the sexier car. Rather than competing with commodity PC makers like Dell, Compaq and Gateway, why not make only first-class products with high margins so that Apple could continue to develop even better first-class products?The company could make much bigger profits from selling a $3,000 machine rather than a $500 machine, even if they sold fewer of them.Why not, then, just concentrate on making the best $3,000 machines around? — Jony Ive: The Genius Behind Apple's Greatest Products by Leander Kahney.— How To Turn Down A Billion Dollars: The Snapchat Story by Billy Gallagher — Books on Enzo FerrariGo Like Hell: Ford, Ferrari, and Their Battle for Speed and Glory at Le Mans by A.J. Baime. (Founders #97) Enzo Ferrari: Power, Politics, and The Making of an Automotive Empire by Luca Dal Monte (Founders #98) Enzo Ferrari: The Man and The Machine by Brock Yates (Founders #220) — Soul in the game. Listen to how Edwin Land describes his product:We would not have known and have only just learned that a new kind of relationship between people in groups is brought into being by SX-70 when the members of a group are photographing and being photographed and sharing the photographs: it turns out that buried within us—there is latent interest in each other; there is tenderness, curiosity, excitement, affection, companionability and humor; it turns out, in this cold world where man grows distant from man,and even lovers can reach each other only briefly, that we have a yen for and a primordial competence for a quiet good-humored delight in each other:we have a prehistoric tribal competence for a non-physical, non-emotional, non-sexual satisfaction in being partners in the lonely exploration of a once empty planet.—  “Over the very long term, history shows that the chances of any business surviving in a manner agreeable to a company's owners are slim at best.” —Charlie Munger----“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast 

What I learned from rereading Instant: The Story of Polaroid by Christopher Bonanos. ----Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more. ----Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here. ----Join my free email newsletter to get my top 10 highlights from every book----Episode Outline: — The most obvious parallel is to Apple Computer. Both companies specialized in relentless, obsessive refinement of their technologies. Both were established close to great research universities to attract talent. Both fetishized superior, elegant, covetable product design. And both companies exploded in size and wealth under an in-house visionary-godhead-inventor-genius. At Apple, that man was Steve Jobs. At Polaroid, the genius was Edwin Land. Just as Apple stories almost all lead back to Jobs, Polaroid lore always seems to focus on Land.— Both men were college dropouts; both became as rich as anyone could ever wish to be; and both insisted that their inventions would change the fundamental nature of human interaction.— Jobs expressed his deep admiration for Edwin Land. He called him a national treasure.— Books on Edwin Land:Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #263)A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein (Founders #134)Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #133)The Instant Image: Edwin Land and the Polaroid Experience by Mark Olshaker (Founders #132)Insisting On The Impossible: The Life of Edwin Land and Instant: The Story of Polaroid(Founders #40)— Biography about Steve Jobs: Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli— Edwin Land of Polaroid talked about the intersection of the humanities and science. I like that intersection. There's something magical about that place. There are a lot of people innovating, and that's not the main distinction of my career. The reason Apple resonates with people is that there's a deep current of humanity in our innovation. I think great artists and great engineers are similar, in that they both have a  desire to express themselves. In fact some of the best people working on the original Mac were poets and musicians on the side. In the seventies computers became a way for people to express their creativity. Great artists like Leonardo da Vinci and Michelangelo were also great at science. Michelangelo knew a lot about how to quarry stone, not just how to be a sculptor. —  Steve Jobs: The Exclusive Biography by Walter Isaacson (Founders #214)— Book on Henry Ford:I Invented the Modern Age: The Rise of Henry Ford by Richard Snow (Founders #9)The Autobiography of Henry Ford by Henry Ford (Founders #26) Today and Tomorrow Henry Ford (Founders #80) My Forty Years With Ford by Charles Sorensen  (Founders #118)The Story of Henry Ford and Thomas Edison's Ten Year Road Trip by Jeff Guinn (Founders #190) — Another parallel to Jobs: Land's control over his company was nearly absolute, and he exercised it to a degree that was compelling and sometimes exhausting.— When you read a biography of Edwin land you see an incredibly smart, gifted, driven, focused person endure decade after decade of struggle. And more importantly —finally work his way through.— Another parallel to Jobs: You may be noticing that none of this has anything to do with instant photography. Polarizers rather than pictures would define the first two decades of lands intellectual life and would establish his company. Instant photos were an idea that came later on, a secondary business around which his company was completely recreated.— “Missionaries make better products.” —Jeff Bezos— His letter to shareholders gradually became a particularly dramatic showcase for his language and his thinking. These letters-really more like personal mission statements-are thoughtful and compact, and just eccentric enough to be completely engaging. Instead of discussing earnings and growth they laid out Land's World inviting everyone to join.— Land gave him a four-word job description: "Keeper of the language.”— No argument in the world can ever compare with one dramatic demonstration. — My Life in Advertising by Claude Hopkins (Founders #170)— The leap to Polaroid was like replacing a messenger on horseback with your first telephone.— Hire a paid critic:Norio Ohga, who had been a vocal arts student at the Tokyo University of Arts when he saw our first audio tape recorder back in 1950. I had had my eye on him for all those years because of his bold criticism of our first machine.He was a great champion of the tape recorder, but he was severe with us because he didn't think our early machine was good enough. It had too much wow and flutter, he said. He was right, of course; our first machine was rather primitive. We invited him to be a paid critic even while he was still in school. His ideas were very challenging. He said then, "A ballet dancer needs a mirror to perfect her style, her technique.— Made in Japan: Akio Morita and Sony by Akio Morita.— Another parallel to Jobs: Don't kid yourself. Polaroid is a one man company.— He argued there was no reason that well-designed, wellmade computers couldn't command the same market share and margins as a luxury automobile.A BMW might get you to where you are going in the same way as a Chevy that costs half the price, but there will always be those who will pay for the better ride in the sexier car. Rather than competing with commodity PC makers like Dell, Compaq and Gateway, why not make only first-class products with high margins so that Apple could continue to develop even better first-class products?The company could make much bigger profits from selling a $3,000 machine rather than a $500 machine, even if they sold fewer of them.Why not, then, just concentrate on making the best $3,000 machines around? — Jony Ive: The Genius Behind Apple's Greatest Products by Leander Kahney.— How To Turn Down A Billion Dollars: The Snapchat Story by Billy Gallagher — Books on Enzo FerrariGo Like Hell: Ford, Ferrari, and Their Battle for Speed and Glory at Le Mans by A.J. Baime. (Founders #97) Enzo Ferrari: Power, Politics, and The Making of an Automotive Empire by Luca Dal Monte (Founders #98) Enzo Ferrari: The Man and The Machine by Brock Yates (Founders #220) — Soul in the game. Listen to how Edwin Land describes his product:We would not have known and have only just learned that a new kind of relationship between people in groups is brought into being by SX-70 when the members of a group are photographing and being photographed and sharing the photographs: it turns out that buried within us—there is latent interest in each other; there is tenderness, curiosity, excitement, affection, companionability and humor; it turns out, in this cold world where man grows distant from man,and even lovers can reach each other only briefly, that we have a yen for and a primordial competence for a quiet good-humored delight in each other:we have a prehistoric tribal competence for a non-physical, non-emotional, non-sexual satisfaction in being partners in the lonely exploration of a once empty planet.—  “Over the very long term, history shows that the chances of any business surviving in a manner agreeable to a company's owners are slim at best.” —Charlie Munger----“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast 

Welcome to Better Business, Better Life. Join Host Debra Chantry-Taylor with guest, Andrew Seerden, co-founder and director of Fresh Perspective Sales. With a career that spans from selling mainframes at IBM in the Netherlands to taking leadership roles at Compaq and Hewlett-Packard in New Zealand before establishing his own company, Andrew shares his extensive experience in corporate sales and marketing.  In this episode, Andrew shares his journey from corporate life to entrepreneurship, discussing the four key pillars of high-performing sales: strategy, customer focus, people, and sales enablement. Tune in to discover practical tips for transforming your business's sales approach and achieving sustainable growth.  HOST'S DETAILS: ___________________________________________ ►Debra Chantry-Taylor is a Certified EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner ►See how she can help you: ⁠https://businessaction.co.nz/ ⁠____________________________________________          GUESTS DETAILS: ____________________________________________ ► ⁠https://www.freshperspectivesales.com/⁠ ► ⁠Andrew Seerden⁠ - LinkedIn     Chapters:    0:25 - Introduction and Guest Introduction 1:56 - Andrew's Journey and Entrepreneurial Background 5:17 - Passion for Sales and Common Sales Challenges 11:43 - Sales Leadership and Performance Management 15:36 - Fresh Perspective Sales' Methodology 34:29 - Implementing Sales and Marketing Strategies 34:40 - Top Tips for Sales and Marketing Success 41:34 - The Importance of Integrated Sales and Marketing 42:40 - Final Remarks

Jason Howell sits down with Matteo Doni, a familiar voice from All About Android, to discuss his journey through the tech industry and the evolution of mobile technology. From growing up in Milan to running the Tech Travel Geeks YouTube channel, Matteo shares insights on how technology has shaped his life and career.

The legendary CEOs of the 1990s included Jack Welch of GE and John Chambers of Cisco, who was on our show last season. Another dominant figure was Lou Gerstner of IBM, the first IBM CEO recruited from outside the company. When he became CEO in 1993, IBM was struggling against competitors like Microsoft, Dell, and Compaq. Gerstner famously declared, "The last thing IBM needs right now is a vision," and instead focused on breaking through internal bureaucracy and making tough decisions. His approach transformed IBM, boosting its market cap from 29 billion to 168 billion over nine years. In this 2020 conversation, Lou shares his journey to the CEO role and the principles behind IBM's turnaround.

In this episode of the Better Leadership Team Show, we dive into the key ideas and insights from the author of the book 'Selling Without Selling Out,' exploring strategies and principles for effective and ethical sales. Sunny Vanderbeck began his leadership journey as a Section Leader of the 2nd Ranger Battalion (U.S. Special Operations Command), where he learned to lead under challenging circumstances. Transitioning to the business world, he co-founded and became CEO of Data Return in 1996. Under his leadership, the company attracted investments from Compaq, Level 3, and Microsoft, and achieved a market capitalization over $3 billion following a successful IPO. However, after a failed acquisition and the buyer's bankruptcy, Sunny bought back Data Return and eventually sold it successfully.Today, Sunny is a sought-after investor and advisor. As co-founder and managing partner of Satori Capital, he partners with companies focused on sustainable growth. He is also an active member of the Young Presidents' Organization (YPO), having co-founded YPO's Entrepreneurship and Innovation Network and served as the North American co-chair of the sustainable business network. His book, Selling Without Selling Out, aims to empower entrepreneurs and CEOs to create enduring value in their businesses.Selling Without Selling Out - Get it Now Sunnyvanderbeck.comsatoriapital.com Thanks for listening! Connect with us at mike-goldman.com/blog and on Instagram@mikegoldmancoach and on YouTube @Mikegoldmancoach

Elon Musk's first big hit, Zip2, wasn't just another startup—it revolutionized online city guides and business directories in the late '90s. Founded in 1995 with his brother and Greg Kouri, Zip2 combined mapping with business listings, paving the way for modern services like Google Maps. By partnering with major newspapers, Zip2 brought rich local content online, expanding the reach and credibility of digital city guides. The company's innovative software allowed direct communication between businesses and users, a precursor to today's online interaction. This game-changing venture not only earned Musk $22 million from its $307 million sale to Compaq but also set the stage for his future tech triumphs.

Send Us Feedback via TextToday's guest is Alan Eustace, who captured global attention on October 24, 2014, by setting the world record for the highest altitude jump at 135,890 feet and the longest freefall distance. His suit from this jump is displayed at the Smithsonian's National Air and Space Museum in Virginia. Prior to this, Alan was a significant figure in Silicon Valley, having worked at Digital, Compaq, and Hewlett Packard's Western Research Laboratory. He later joined Google in 2002, where he served as Senior Vice President of Knowledge, overseeing engineering in maps, search, and research. Currently, Alan is a technical advisor at Pivotal, focusing on innovative vertical take-off and landing vehicles, and CEO of Aqua Satellite, aimed at making ocean data more accessible. He also holds various board positions, contributing to fields like fusion energy and neutral carbon space travel. Alan, a co-author of nine publications and co-inventor in ten patents, was inducted into the International Skydiving Museum and Hall of Fame in 2019 for his extraordinary achievements.

Steve Monaghan stands as a credible example of incredible success, shaped by deep career transitions filled with both triumphs and challenges.Starting as a commercial pilot, Steve has piloted a transformative journey across various industries and continents. His acute financial acumen has revolutionized major banks, and his innovative foresight has propelled him from Australia to Tokyo, influencing many regions in between. He shares his bold plan to foster a real-time economy that promises substantial social impactsEight Key Insights from Steve's Sustainable Career Transitions Over 30+ Years:Learning as the Catalyst for Transformation: Essential for both organizational and personal development.Embracing Failures as Lessons: Real value is found in the lessons learned from failures.The Value of an Outsider's Perspective: Offers a fresh, unbiased view, enriching problem-solving.Overcoming Resistance to Change: Transforming opposition into understanding by turning a 'no' into knowledge.Empowering Ownership of Change: Eliminates fear and drives more effective, extensive change.Advantages of Experience in the AI Era: Mature employees have unique insights into integrating technology with human processes.The Importance of Mental Wellness: Critical for everyone, from employees to entrepreneurs.Maintaining a Balanced Reading Portfolio: Key to staying informed, curious, and effectively continuous in learning.Episode Rundown:1:47 — Steve's career journey: From aviation to tech giants like Dell and Compaq, and leadership roles at Citi, DBS, AIA, and Shinsei Bank.6:05 — The core motivation behind his career transitions: A thirst for learning.7:41 — I've succeeded. I've failed. Always learning.10:19 — How an outsider's perspective is crucial in driving change and innovation.11:12 — Steve's laws of change: From "no" to "know" to "now."18:04 — Why mature and experienced employees excel in the AI era.24:21 — Steve's next big venture: Changing the economy for social impact.28:12 — Supporting mental wellness for investees and employees.36:04 — The importance of a balanced reading portfolio for continuous learning.Connect with Us:Steve Monaghan: Linkedin and Personal WebsiteVince Chan: Linkedin and Podcast WebsiteAbout the Podcast:Chief Change Officer: Make Your Laws of ChangeA Credible Community for Incredible Careers.Highest Rankings Since Launch:Top 1 in Careers US | Apple PodcastsTop 13 in Business US | Apple PodcastsTop 24 in Business US | SpotifySubscribe and Be Inspired!

We're back with the whack attack eating a snack pack on a Compaq.Catch the livestreams for every new episode on YouTube. Follow the pod on Apple Podcasts and Spotify. Outro Music by Matt Kincaid and Johnny Roberts, formerly of Woe Of Tyrants

Edgar Guillermo Solano is the author of the Best Seller ·Innovation for square heads·. His new book, ·Playliving· shows how to take strategies used on games into the business world. Creator of the game and the book WakeUpBrain to accelerate innovation using games.. He has been Commercial and Marketing Manager in tech companies such as Hewlett Packard, Compaq and Lexmark. He is the director and host of the Podcast ·Square heads club·. He is the director of the WakeUpBrain Academy. He is also the creator of i-Tournaments, innovation tournaments designed to transform culture in companies.

Andrew Kahl has spent 30 years in tech, and has had many wonderful experiences. He graduated in 1992, and actually accidentally entered the industry, when he came across a job ad for Compaq. He's been in tech ever since, all around the building of things. Outside of tech, he is marred with 2 daughters - one of which he just sent to college, and one in high school. Along side of that, they have 3 overly energetic German shepherds.Andrew was part of a private equity group, which acquired BackBox in late 2021. He stepped in as CEO, maintaining the technology team in Israel and bringing the GTM team to the US. Taking over a fantastic product, Andrew set his sights on growing the company.This is the creation story of BackBox.SponsorsCipherstashTreblleCAST AI FireflyTursoMemberstackLinksWebsite: https://backbox.com/LinkedIn: https://www.linkedin.com/in/andrewkahl/Support this podcast at — https://redcircle.com/code-story/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Welcome back to another episode of "The Secret to Success" podcast. In today's episode, we delve into the art of making yourself stand out in a crowded marketplace. Drawing inspiration from "The 22 Immutable Laws of Marketing" by Al and Laura Ries, we explore key strategies to differentiate yourself from the competition and establish a unique position in the minds of your customers.Here are key points discussed in this episode.1. Create a Distinct Category:  - Discuss the importance of creating a category in which you can be the first and foremost player.  - Emphasize the need for a category that is supported by a singular word, making it easier for customers to associate your brand with a specific concept.2. Be the Opposite of the Leader:  - Highlight the strategy of fighting against the market leader by positioning yourself as their opposite, rather than attempting to be better than them.  - Explain how this approach can help you carve out a distinct niche and attract customers who are seeking an alternative to the market leader.3. Avoid Line Extensions:  - Share insights from "The 22 Immutable Laws of Marketing" regarding the risks of brand extensions.  - Discuss the idea that your brand is not necessarily the one that works, but rather the association with something.  - Encourage listeners to focus on building associations and connections that resonate with their target audience.4. Study Customers, Market, and Trends:  - Emphasize the importance of conducting thorough research to understand your customers, market dynamics, and emerging trends.  - Discuss the concept of finding the "one move" that will have the greatest impact on your brand's success.  - Encourage listeners to analyze their customers' needs and preferences, identify gaps in the market, and adapt their strategies accordingly.In a competitive business landscape, it's crucial to make yourself stand out from the crowd. By following the principles outlined in "The 22 Immutable Laws of Marketing," you can create a unique category, position yourself as the opposite of the leader, avoid ineffective brand extensions, and make strategic moves based on customer insights and market trends. Join us next time as we continue to uncover the secrets to success in various aspects of life and business.Here are notes for this class:Day 2Making Yourself Stand Out The 22 Immutable Laws of Marketing by Al and Laura Ries     Create a category that you can be first in — and make sure that the category is supported by a singular word. Fight the leader by not being better, but being their opposite. Don't extend your brand through line extension; it rarely works. Plus, your brand is not the one that works, it's the association with something. Study your customers, market and trends to find the “one move” that works.The Law of Leadership – It's better to be first that is it is to be better.The first person to fly across the Atlantic was Charles Lindbergh. Neil Armstrong was the first person to walk on the moon. Roger Bannister was the first person to run the four minute mile.What are the names of the people who accomplished these feats second?Bert Hinkler was the second man to fly across the Atlantic. Buzz Aldrin followed Neil Armstrong onto the moon's surface. John Landy was the second man to run a mile in less than four minutes (only six weeks after Bannister did).While you may have heard of Aldrin, you're most likely not familiar with the names Hinkler and Landy.Similarly, the leading category in any brand is almost always the first brand into the prospect's mind. Hertz with rent-a-cars. IBM with computers. Coca-Cola in cola.After WWII, Heineken was the first imported beer to make a name for itself in America. Decades later, it's still number one. Advil was the first Ibuprofen and is still number one. Time still leads Newsweek. Coke leads PepsiIf you're second in your prospects mind you'll languish with the Buzz Aldrins, John Landys and Bert Hinklers of the world.In spite of the benefits of being first though, most companies tend to wait companies until a market develops and then they jump in.Chapter 1: The Law of Leadership It's better to be first than it is to be better. The basic issue in marketing is not convincing prospects that you have a better product or service. The basic issue in marketing is creating a category you can be first in. It's much easier to get into the mind first than to try to convince someone you have a better product than the one who got there first. The leading brand in any category is almost always the first brand into the prospect's mind. E.g Hertz in rent-a-cars, IBM in computers, Coca-Cola in cola. Not every first is going to be successful. The timing could be an issue — for e.g your first could be too late. Some firsts are also just bad ideas that will never go anywhere. E.g Frosty Paws, the first ice cream for dogs. The law of leadership applies to any product, brand or category. Imagine you didn't know the name of the first college founded in America. You can always make a good guess by substituting leading for first. What's the name of the leading college in US? Most people would say Harvard, and that is indeed the name of the first college founded in America. One reason why the first brand tends to maintain its leadership is that the name often becomes generic. Xerox, the first plain-paper copier became the name for all plain-paper copies. Kleenex. Coke. Scotch tape.The Law of the Category – If you can't be first in a category, set up a new category you can be first in.-Antonio set up a newer category when it comes to business and he is the first in it. Who else do you know that is doing what he is doing?While Bert Hinkler's name is not a household word, I'm sure you know the name of the third person who successfully flew across the Atlantic Ocean. Her name was Amelia Earhart. The first female to fly across the Atlantic.If you can't be first in a category, set up a new category you can be first in.Charles Schwab didn't open a better brokerage firm; he opened up the first discount broker. Lear's isn't the best selling woman's magazine; they're the best selling magazine for mature women. Dell wasn't the biggest computer company; they're the biggest computer company to sell their computers over the phone.Chapter 2: The Law Of The Category If you can't be first in a category, set up a new category you can be first in. Example: What's the name of the third person to fly the Atlantic Ocean solo? You probably don't know. Yet you do. It's Amelia Earhart. But she isn't known for that. She is known as the first woman to do so. IBM was the first in computers. DEC competed by becoming the first in minicomputers. Cray Research came up with the first supercomputer. Today, Cray is an $800 million company. Convex put two and two together and came up with the first mini super-computer. Today Convex is a $200 million company. You can turn an also-ran into a winner by inventing a new category. Commodore was a manufacturer of home PCs that wasn't going anywhere until it positioned the Amiga as the first multi-media computer. There are many different ways to be first. Dell was the first to sell computers by phone. When you launch a new product, the first question to ask yourself is not “How is this new product better than the competition?”, but “First what?” Forget the brand. Think categories. Everyone is interested in what's new. Few people are interested in what's better. When you're the first in a new category, promote the category. In essence, you have no competition.The Law of the Mind – It's better to be first in the mind than to be first in the marketplace.First personal computer was the MITS Altair 8800. Duryea was the first automobile. Du Mont is the first commercial TV set.What's going on? Is the just mentioned Law of Leadership wrong.Not at all. Here's the thing …IBM wasn't first in the marketplace with a mainframe computer, Remington was.However, IBM began a massive marketing campaign to get into people's mind first and when they did they won the computer battle early.Being first in the mind is everything in marketing. Being first in the marketplace is important only to the extent that it allows you to get into the mind first.Chapter 3: The Law Of The Mind It's better to be first in the mind than it is to be first in the marketplace. The law of the mind modifies the law of leadership. Being first in the mind is everything in marketing. Being first in the marketplace is important only to the extent it allows you to get in the mind first. Marketing is a battle of perception, not product, so the mind takes precedence over the marketplace. The problem for would-be entrepreneurs is getting the revolutionary idea or concept into the prospect's mind. The conventional solution is money. But it's not. More money is wasted in marketing than any other human activity. You can't change a mind once it's made up. The single most wasteful thing you can do in marketing is try to change a mind. Having a simple, easy-to-remember name helps get into prospect's minds.The Law of Perception – Marketing is not a battle of products, it's a battle of perceptions.Some marketers see the product as the hero of the marketing program and that you win and lose based on the merits of your products.Ries and Trout disagree – what's important is the perceptions that exist in the minds of your prospects and customers. They cite as an example the three largest selling Japanese imports, Honda, Toyota and Nissan.Most people think the battle between the three brands is based on quality, styling horse power price. Not true. It's what people think about Honda Toyota and Nissan which determines which brand will win.Chapter 4: The Law of Perception Marketing is not a battle of products, it's a battle of perception. It's an illusion. There is no objective reality. There are no facts. There are no best products. All that exists in the world of marketing are perceptions in the minds of the customer or prospect. The perception is the reality. Everything else is an illusion. Marketing is a manipulation of these perceptions. Most marketing mistakes stem from the assumption that you're fighting a product battle rooted in reality. What some marketing people see as the natural laws of marketing are based on a flawed premise that the product is the hero of the marketing program and that you'll win or lose based on the merits of the product. This is why the natural, logical way to market a product is invariably wrong. Only by studying how perceptions are formed in the mind and focusing your marketing programs on those perceptions can you overcome your basically incorrect marketing instincts.The Law of Focus – The most powerful concept in marketing is owning a word in the prospect's mind.A company can become incredibly successful if it can find a way to own a word in the mind of the prospect.Federal Express was able to put the word ‘overnight' in the minds of their prospects. Xerox owns ‘copier'; Hershey owns ‘chocolate bar'; Coke owns ‘cola'; Heinz owns ‘ketchup'; Crest owns ‘cavities'; Volvo owns safety; Nordstrom's owns service.The word should be simple and benefit oriented. One word is better than three or four.Words can change ownership. In the early days of the personal computer, Lotus owned the word ‘spreadsheet'. Now it belongs to Microsoft thanks to ‘Excel'.Chapter 5: The Law Of Focus The most powerful concept in marketing is owning a word in the prospect's mind. Not a complicated word, or an invented word. Simplest words are the best, words taken right out of the dictionary. You “burn” your way into the mind by narrowing the focus to a single word or concept.Just Do It. The Best Part of Waking up…. Prime Membership.   The law of leadership enables the first brand or company to own a word in the mind of the prospect. The leader owns the word that stands for the category. For e.g IBM owns the word “computer”. If you're not a leader, your word has to have a narrow focus. Your word has to be “available” in your category. No one else can have a lock on it. The most effective words are simple and benefit-oriented. No matter how complicated the product, no matter how complicated the needs of the market, it's always better to focus on one word or benefit rather than two or three or four. While words stick in the mind, nothing lasts forever. There comes a time when a company must change words. You can't take somebody else's words. What won't work is leaving your own word in search of a word owned by others. The essence of marketing is narrowing the focus. You can't stand for something if you chase after everything. You can't narrow the focus with quality or any other idea that doesn't have proponents for the opposite point of view. For example: You can't position yourself as an honest politician, because nobody is willing to take the opposite position.Once you have your word, you must go out of your way to protect it in the marketplace.The Law of Exclusivity – Two companies cannot own the same word in the prospect's mind.When a competitor owns a word or position it's futile to own the same word. For instance Volvo owns the word ‘safety'. Many automakers have tried to wrestle that word away from them, but none have been successful.Energizer tried to wrestle ‘long lasting' away from Duracell. But Duracell got in people's minds first.Chapter 6: The Law Of Exclusivity Two companies cannot own the same word in the prospect's mind. It's wrong to think that if you spend enough money, you can own the idea.The Law of the Ladder – The strategy to use depends on which rungs you occupy on the ladder.The primary objective is to be first, but if you're not – all is not lost.Avis lost money for 13 years in a row when they used the slogan “Finest in rent-a-cars”. It wasn't until they changed it to “Avis is only No.2 in rent-a-cars. So why go with us? We try harder” that their fortune turned around. (Avis was later sold to ITT who ordered up the advertising theme “Avis is going to be number one” which bombed.)Another campaign that worked was when 7 Up, the leader in the lemon-lime soda category wanted to make inroads into the larger cola market. When they positioned themselves as “The Uncola” they climbed to the third largest selling soft drink in America.Chapter 7: The Law Of The Ladder The strategy to use depends on which rung you occupy on the ladder. All products are not created equal. There is a hierarchy in the mind that prospects use in making decisions. For each category, there is a product ladder in the mind. On each rung is a brand name. For e.g car rental. Hertz is on the top rung, Avis is on the 2nd rung, and National on the third. Your marketing strategy should depend on how soon you got into the mind and consequently which rung of the ladder you occupy. Example: Avis admitted it was #2. Told prospects to go with them because they tried harder. They made money. The mind is selective. Prospects use their ladders in deciding which information to accept and which information to reject. In general, a mind only accepts new data that is consistent with its product ladder in that category. Everything else is ignored. How many rungs are there on your ladder? Products you use every day tend to be high-interest products with many rungs. And vice versa. There's a relationship between market share and your position on the ladder in the prospect's mind. Sometimes your own ladder or category might be too small. It might be better to be a small fish in a big pond than to be a big fish in a small pond. It's sometimes better to be №3 on a big ladder than №1 on a small ladder.The Law of Duality – In the long run, every market becomes a two-horse race.In batteries, it's Eveready and Duracell. In photographic film, it's Kodak and Fuji. In rent-a-cars, it's Hertz and Avis. In mouthwash, it's Listerine and Scope. In fast food, it's McDonalds and Burger King. In running shoes, it's Nike and Reebok. In toothpaste, it's Crest and Colgate.Chapter 8: The Law Of Duality In the long run, every market becomes a two-horse race. Early on, a new category is a ladder of many rungs. Gradually, the ladder becomes a two-rung affair. E.g Coke vs Pepsi.The Law of the Opposite – If you're shooting for second place, your strategy is determined by the leader.If you're number two it makes sense to try and leverage the leader's strength into a weakness. An example of this is the campaign Pepsi Cola used to become the choice of the new generation (versus Coke-Cola being the old established product).Scope successful hung the “medical breath” label on market leader Listerine by becoming the good tasting mouthwash that kills germs.Other examples are Lowenbrau's “You've tasted the German beer that's the most popular in American. Now taste the German beer that's the most popular in German” and advertising slogan used to launch Tylenol in 1955 “For the millions who should not take aspirin” (when it was discovered that aspirin caused stomach bleeding).Chapter 9: The Law Of The Opposite If you're shooting for second place, your strategy is determined by the leader. Wherever the leader is strong, there is an opportunity for a would-be №2 to turn the tables. A company should leverage the leader's strength into a weakness. You must discover the essence of the leader and then present the prospect with the opposite. Too many potential №2 try to emulate the leader. This is an error. You must present yourself as the alternative. The law of the opposite is a two-edged sword. It requires honing in on a weakness that your prospect will quickly acknowledge. Marketing is often a battle for legitimacy. The first brand that captures the concept is often able to portray its competitors as illegitimate pretenders. A good#2 cannot afford to be timid.The Law of Division – Over time a category will divide and become two or more categories.A category starts off as a single entity. But over time it breaks up into other segments.Computers for example, you have: mainframes, minicomputers, workstations, personal computers, laptops, notebooks.Beer is the same way. Today's there's imported and domestic beer. Light, draft and dry beers. Even non-alcoholic beers.Each segment has its own leader (which is rarely the leader in the original category).Chapter 10: The Law Of Division Over time, a category will divide and become two or more categories Each segment is a separate, distinct entity. Each segment has its own reason for existence. Each segment has its own leader, which is rarely the same as the leader of the original category.The way for the leader to maintain its dominance is to address each emerging category with a different brand name.The Law of Perspective – Marketing effects takes place over an extended period of time.Does a sale increase a company's business or decrease it? Obviously in short term it increases it, but more and more there's evidence to show sales decrease business in the long term by educating customers not to buy at regular prices.Sales also say to people that your regular prices are too high. To maintain volume some companies find they have to run continuous sales. In the retail field, the big winners are Kmart and Wal-mart who are known for their everyday low prices.Chapter 11: The Law Of Perspective Marketing effects take place over an extended period of time      Many marketing move exhibit the same phenomenon. The long-term effect is often the exact opposite of the short-term effect. For e.g a sale. A sale increase in a business in the short-term, but there are increasing evidence that shows that sales educate customers not to buy at regular prices.The Law of Line Extension – There is an irresistible pressure to extend the equity of the brand.Here are two examples they give of companies harming their brand by overextending it:The introduction of Coors Light caused the collapse of regular Coors which today sells one-fourth of what it used to.Back in 1978, 7 Up had a 5.7 percent market share. Then they added 7Up Gold, Cherry 7 Up and assorted diet versions. In the early 90's, 7 Up's share had fallen to 2.5 percent.Chapter 12: The Law Of Line Extension There's an irresistible pressure to extend the equity of a brand. One day a company is tightly focused on a single product that is highly profitable. The next day the same company is spread thin over many products and is losing money. When you try to be all things to all people, you inevitably wind up in trouble. Line extension usually involves taking the brand name of a successful and putting it on a new product you plan to introduce. Marketing is a battle of perception, not product. In the mind, for example, A-1 is not the brand name, but the steak sauce itself. Less is more. If you want to be successful today, you have to narrow the focus in order to build a position in the prospect's mind.The Law of Sacrifice – You have to give up something to get something.If you want to be successful today you should give something up.The first area you could sacrifice in is your product line. The example they give is Federal Express who focused on one service: small overnight deliveries.The second is market share. Pepsi gave up part of their market when they focused on the youth market and it worked brilliantly – it brought them within 10% market share of Coca Cola. Here a few of the other companies Reis and Trout cite as having given up market share by specializing: Foot Locker (athletic shoes); The Gap (casual clothing for the young at heart); Victoria Secret (sexy undergarments); The Limited (upscale clothing for working women).The third sacrifice is constant change. One of the examples they list is White Castle whose restaurants look the same as they did sixty years ago and still sell the same frozen sliders, yet they still average over a million dollars per year per location.Chapter 13: The Law Of Sacrifice You have to give up something in order to get something This law is the opposite of Law 12. If you want to be successful, you have to give up something. There are 3 things to sacrifice: product line, target market and constant change.        The generalist is weak.The Law of Attributes – For every attribute, there is an opposite, effective attribute.The Law of Exclusivity says that two companies can't own the same word or position. A company must seek out another attribute (it's much better to find an opposite attribute, similar won't do).For instance, Crest owns the word “cavities”. Other toothpastes avoided “cavities”. Instead they focused on taste, whitening, and breath protection.Of course, all attributes aren't created equally. When it comes to toothpaste “cavities” is the best. If the best one is taken you must move on to an attribute and live with a smaller share of the market. And then dramatize its value and increase your market share.Chapter 14: The Law Of Attributes For every attribute, there is an opposite, effective attribute. Too often a company attempts to emulate the leader. It's much better to search for an opposite attribute that will allow you to play off against the leader. All attributes are not created equal. Some attributes are more important to customers than others. You must try and own the most important attribute. You cannot predict the size of a new attribute's share, so never laugh at one.The Law of Candor – When you admit a negative, the prospect will give you a positive.First admit a negative and then twist it into a positive.Examples:“Avis is only No.2 in rent-a-cars” (Avis tries harder)“With a name like Smuckers it has to be good” (We have a bad name, but a good product.)“The 1970 VW will stay ugly longer.” (A car that ugly must be reliable.)“Joy. The Most expensive perfume in the world.” (At $375 an ounce, it has to be sensational.)When you state a negative it's automatically viewed as the truth. When you state a positive it's looked upon as dubious at best.Another great example of twisting a negative into a positive is how Listerine reacted when Scope entered the market with a “good-tasting” mouthwash. They came out with “Listerine: The taste you hate twice a day.”Chapter 15: The Law Of Candor When you admit a negative, the prospect will give you a positive. It goes against corporate and human nature to admit a problem. Yet one of the most effective ways to get into a prospect's mind is to first admit a negative and twist it into a positive. Candor is disarming. Every negative statement you make about yourself is instantly accepted as truth (NOTE: This is a similar law stated in 48 Laws of Power.) You have to prove a positive statement to the prospect's satisfaction. No proof is needed for a negative statement. When a company starts a message by admitting a problem, people tend to almost instinctively open their minds. Example: Listerine used to advertise with “The taste you hate twice a day.” which set them up for selling the idea of killing a lot of germs. The Law of Candor must be used carefully and with great skill. Your negative must be widely perceived as a negative. It has to trigger an instant agreement with your prospect's mind. Next, you have to shift quickly to the positive. The purpose of candor isn't to apologize. It is to set up a benefit that will convince your prospect.The Law of Singularity – In each situation, only one move will produce substantial results.According to Reis and Trout “many marketing people see success as the sum total of a lot of small efforts beautiful executed. They think as long as they put the effort in they'll be successful whether you try hard or try easy, the differences are marginal”. They say the one thing that works in marketing is the single, bold stroke.An example they give is the two strong moves that were made against General Motors. The Japanese came at the low end with small cars like Toyota, Datsun and Honda. The Germans came at the high end with super premium cars like Mercedes and BMW.Chapter 16: The Law Of Singularity In each situation, only one move will produce substantial results (similar to 80/20 principle.) Many marketing people see success as the sum total of a lot of small efforts beautifully executed. They think they can pick and choose from a number of different strategies and still be successful as long as they put enough effort into the program. They seem to think the best approach is “get into everything.” Trying harder is not the secret of marketing success. History teaches that the only thing that works in marketing is the single, bold stroke. In any given situation, there is only one move that will produce substantial results. What works in marketing is the same as what works in the military — the unexpected. To find that singular idea of concept, marketing managers have to know what's happening in the marketplace.The Law of Unpredictability – Unless you write your competitors' plans, you can't predict the future.Marketing plans based on what will happen in the future are usually wrong. It's very difficult to predict your market. You can get a handle on trends, but the danger for many companies is they jump to conclusions about how far a trend will go.Chapter 17: The Law Of Unpredictability Unless you write your competitor's plans, you can't predict the future. Implicit in most marketing plans is an assumption about the future. Yet such marketing plans are usually wrong. Most companies live from quarterly report to quarterly report. That's a recipe for problems. Companies that live by the numbers, die by the numbers. Good short-term planning is coming up with that angle or word that differentiates your product or company. Then you set up a coherent long-term marketing direction that builds a program to maximize that idea or angle. Not a long-term plan, but a long-term direction. While you can't predict the future, you can get a handle on trends, which is a way to take advantage of change. The danger of working with trends is extrapolation. Many companies will jump to conclusions about how far a trend will go. Equally as bad as extrapolation is the common practice of assuming the future will be a replay of the present. One way to cope with an unpredictable world is to build an enormous amount of flexibility into your organization. NOTE: There is a difference between predicting the future and taking a chance on the future.The Law of Success – Success often leads to arrogance and arrogance to failure.Ego is the enemy of successful marketing. Objectivity is what is needed.Companies who became arrogant according to Ries and Trout are General Motors, Sears, Roebuck and IBM. Quite simply they felt they could anything they wanted to in the marketplace. And of, course, they were wrong.In my opinion, IBM's arrogance peaked back in the days of the IBM PC, XT, AT and the PS/2 line of computers. The difference between models was based more on marketing considerations rather than supplying their customers with a technically superior product. Compaq computers, on the other hand, focused on pushing the technical limits of their products and soon gained a reputation for building a superior computer, eventually outselling IBM.The bottom line being while ego can be an effective driving force when it comes to building a business – it can hurt if you inject it into your marketing.Chapter 18: The Law Of Success Success often leads to arrogance, and arrogance to failure. Ego is the enemy of successful marketing. Objectivity is what is needed. When people become successful, they tend to become less objective. They often substitute their own judgment for what the market wants. Ego can be an effective driving force in building a business. What hurts is injecting your ego in the marketing process. Brilliant marketers have the ability to think like how a prospect thinks. They put themselves in the shoes of their customers.The Law of Failure – Failure is to be expected and accepted.Too many companies try to fix things rather than drop things. For instance, American Motors should have abandoned passenger cars and focused on the Jeep. IBM should have dropped copiers and Xerox should have dropped computers years before they finally recognized their mistakes.Chapter 19: The Law Of Failure Failure is to be expected and accepted. Too many companies try to fix things rather than drop things. Admitting a mistake and not doing anything about it is bad for your career. A better strategy is to recognize failure early and cut losses.The Law of Hype – The situation is often the opposite of the way it appears in the press.Hype usually means a company's in trouble. According to Ries and Trout, when things are going well you don't need hype.For example, new coke had tons of publicity, but as everyone knows it bombed. Remember Steve Job's NeXt Computers? All the hype in the world couldn't turn NexT Computers into the next big thing in computers.History is full of failures that were successful in the press. Tucker 48, US Football league, Videotext, the automated factory, the personal helicopter, the manufactured home, the picture phone, polyester suits. The essence of the hype was not just that these products would be successful, but they would render existing products obsolete.For the most part hype is hype. The authors tell us that "real revolutions don't arrive at high noon with marching bands and coverage on the 6:00 pm news. Real revolutions arrive unannounced in the middle of the night and sneak up on you."Chapter 20: The Law Of Hype The situation is often the opposite of the way it appears in the press. When things are going well, a company doesn't need the hype. When you need the hype, it usually means you're in trouble. Real revolutions in the industry don't arrive at high noon with marching bands. They arrive unannounced in the middle of the night and sneak up on you.The Law of Acceleration – Successful programs are not built on fads, they're built on trends.According to Ries and Trout, "A fad is a wave. A trend is the tide. A fad gets hype. A trend gets very little. A fad is a short-term phenomena that in the long-term doesn't do a company that much good".A great example they cite is Coleco Industries Cabbage Patch Kids. They hit the market in 1983. Two years later they had sales of 776 million with profits of 83 million.Then in 1988 the bottom fell out. Coleco filed for Chapter 11. (In 1989, they were acquired by Hasbro where Cabbage Patch Kids with more conservative marketing are doing quite well.)Fads don't last. When everyone has a Ninja turtle, nobody wants one anymore. Compare that to Barbie which is a trend and continues to be popular.Chapter 21: The Law Of Acceleration Successful programs are not build on fads, they are built on trends. A fad is like a wave in the ocean, and a trend is the tide. Like the wave, the fad is very visible but it goes up and down in a hurry. Like the tide, a trend is almost invisible, but very powerful over the long-term.A paradox: if you were faced with a rapidly rising business, with all the characteristics of a fad, the best thing you could do is to dampen the fad and stretch it out.The Law of Resources – Without adequate funding an idea won't get off the ground.The best idea in the world needs money to make it happen. A mediocre idea and a million dollars is better than a great idea with no money.Chapter 22: The Law Of Resources Without adequate funding, an idea won't get off the ground. You need money to get into a mind. And you need money to stay there. First get the idea, then get the money to exploit it.Support this podcast at — https://redcircle.com/the-secret-to-success/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

David Fradin has trained thousands of managers throughout the world. He infuses his workshops with insights and experiences gained as a product leader at companies like Apple & HP.  He was classically trained as an HP Product Manager and was then recruited by Apple to bring the first hard disk drive on a PC to market. As a result of his leadership & management skills, Apple promoted David first to Apple Group Product Manager & later Business Unit Manager at the same organizational level at the same time as Steve Jobs.  Based upon his over five decades of experience, David is the author of the Wiley Book "Successful Product Design and Management Toolkit", "Building Insanely Great Products" and "Organizing and Managing Insanely Great Products" all available on Amazon worldwide. Over the years, David has been responsible for 75+ products representing over $250M in revenue. In addition to all these, he is also a Distinguished Professor of Practice and Advisor in Product Management Programs.  Key Takeaways David talks about the knowledge and skills that he's picked during his career at HP and AppleThe events that led up to the misguided decisions that Hp made; including the acquisition of Compaq and Tandem under Carly Fiorina The underdog mistake that most small computer companies make i.e. Defining themselves as focused on the mini-computing market rather than the computing market. Much like how railroad companies in the past have failed to identify themselves as being a part of the larger transportation marketThe devastating side effects caused by the chasing of quarterly profits by top management - as opposed to pursuing increased annual results - and how this has devastated top companies such as HP, resulting in financially based decision making instead of customer-based decision making. Why customer satisfaction will always be the number one indicator for success in businessThe evolution of tech companies through the years, and why companies such as Xerox, even with their amazing inventions, failed to reach peak potential or market dominance David shares his 5-step process for product success; one that has been fruitfully used by  massive companies like Apple Connect with David Website - https://spicecatalyst.com/  LinkedIn - https://www.linkedin.com/in/davidfradin/  Twitter -  https://twitter.com/DavidFradin1