Podcasts about Compaq

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.

Konu bilgisayarların tarihi olduğunda hep bir en birinci kimdi rekabetinin ortasında buluyoruz kendimizi. Fakat bu kavgaların dışında birbiriyle daha iyisini yapmak için rekabet eden devler de var. Ki esas farkı yaratanlar da onlar oluyor. Onlar sayesinde “bir tıkla” tüm dünya parmaklarımızın ucunda artık. Bilgisayarların tarihinin ikinci bölümünde, o bir “tıka” nasıl geldiğimiz üzerine konuşacağız. Bugün cebimize sığan teknolojinin gelişimine tanık olacağız. Ve bölümün sonunda şunu çok net bir şekilde anlayacağız aslında: Her şeyin bu kadar kolay olması, hiç de kolay olmadı.Dijital sağlık platformu Eczacıbaşı Evital ile alanlarında uzman psikolog ve diyetisyenlerle internetin olduğu her yerden online görüşmelerinizi hemen yapabilirsiniz. Ücretsiz ön görüşme fırsatına ek olarak görüşmelerinizi %25 indirimle planlamak için PODBEE25 kodunu kullanabilirsiniz. Evital'i deneyimlemek için hemen tıklayınSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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:

Negocios del Futuro: Adaptarse y prosperar en la era digital Resumen: Esta presentación profundiza en el impacto de la Inteligencia Artificial (IA) en los negocios, centrándose en su evolución, aplicaciones actuales y las habilidades necesarias para prosperar en un futuro digital. Puntos Clave: Evolución de la IA: Desde su concepción en los años 50 hasta su “invierno” y posterior resurgimiento en 2010, la IA ha experimentado un crecimiento exponencial gracias a la digitalización masiva y la inversión de gigantes tecnológicos como Google, Microsoft y OpenAI. Impacto en Sectores: La IA está transformando sectores como: Finanzas: Algoritmos del SAT y software contable automatizado (ej: CompaQ). Manufactura: Fábricas inteligentes con miles de robots (ej: Xiaomi en Shanghai). Salud: Diagnósticos asistidos por IA y desarrollo de fármacos (ej: IBM Watson, AlphaFold). Educación: Plataformas de aprendizaje personalizadas (ej: Khan Academy, Duolingo). Transporte: Vehículos autónomos y optimización de rutas (ej: UPS). Recursos Humanos: Análisis de comportamiento y detección de mentiras (ej: Datakalab). Habilidades Esenciales:No digitales: Creatividad, pensamiento crítico, comunicación efectiva, adaptabilidad, flexibilidad mental y trabajo en equipo. Digitales: Ingeniería de prompts (formular instrucciones precisas para IA), análisis de datos, desarrollo de software, ciberseguridad. Predicciones y Reflexiones:La IA automatizará tareas rutinarias, liberando a los humanos para trabajos más creativos y estratégicos. Se requerirá una mayor colaboración entre humanos e IA, con la IA como "copiloto" en la toma de decisiones. Es crucial regular la IA para evitar escenarios distópicos y garantizar su uso ético. La Renta Básica Universal se discute como posible solución ante la automatización masiva del trabajo. Importancia del factor humano: A pesar del auge de la IA, el valor del trabajo humano, la conexión personal y la experiencia genuina se revalorizarán. "Lo hecho por humanos" podría convertirse en un sello de calidad y exclusividad. Citas: Branding de la IA: "Él dijo si yo nombro como siento que se debe nombrar lo que estamos vendiendo ahorita o queremos que la gente invierta que es tecnologías informáticas pensadas en algoritmos para definición semejante al humano eso no va a vender." Inversión de Elon Musk: "Oye Ya pensaste Qué vas a hacer si la Inteligencia artificial más adelante quiere destruir a la humanidad y nos sigue hasta Marte." DeepMind y la ética: "La empresa que se hiciera con el conocimiento y con el equipo de Deep Mind tenía que firmar un contrato donde dijera que nunca iba a usar su tecnología para fines militares y dos tenía que ser supervisada por un consejo tipo de administración que fuera formado por tecnólogos y filósofos con el fin de que el uso de la tecnología fuera un uso correcto para la humanidad." Potencial de la IA: "En los últimos días he estado probando modelos de Open AI el o1 que es el último de los que salió o un mini Para desarrollar proyectos a nivel de doctorado postgrado puedo afirmar con seguridad que la inteligencia artificial ha llegado a un punto en el que puede producir resultados comparables o incluso superiores a los de los seres humanos en muchas áreas." El futuro del trabajo: "Una inteligencia no te va a quitar el trabajo una persona que sepa usar una inteligencia artificial sí te lo va a quitar." Conclusión: La Inteligencia Artificial está redefiniendo el panorama empresarial y laboral. Adaptarse a esta nueva era implica no solo dominar las habilidades digitales, sino también fortalecer las cualidades humanas que nos diferencian, como la creatividad, la empatía y el pensamiento crítico. El futuro del trabajo dependerá de nuestra capacidad para colaborar con la IA y aprovechar su potencial para construir un futuro próspero y ético.

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 

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 

Negocios del Futuro: Adaptarse y prosperar en la era digital Resumen: Esta presentación profundiza en el impacto de la Inteligencia Artificial (IA) en los negocios, centrándose en su evolución, aplicaciones actuales y las habilidades necesarias para prosperar en un futuro digital. Puntos Clave: Evolución de la IA: Desde su concepción en los años 50 hasta su “invierno” y posterior resurgimiento en 2010, la IA ha experimentado un crecimiento exponencial gracias a la digitalización masiva y la inversión de gigantes tecnológicos como Google, Microsoft y OpenAI. Impacto en Sectores: La IA está transformando sectores como: Finanzas: Algoritmos del SAT y software contable automatizado (ej: CompaQ). Manufactura: Fábricas inteligentes con miles de robots (ej: Xiaomi en Shanghai). Salud: Diagnósticos asistidos por IA y desarrollo de fármacos (ej: IBM Watson, AlphaFold). Educación: Plataformas de aprendizaje personalizadas (ej: Khan Academy, Duolingo). Transporte: Vehículos autónomos y optimización de rutas (ej: UPS). Recursos Humanos: Análisis de comportamiento y detección de mentiras (ej: Datakalab). Habilidades Esenciales:No digitales: Creatividad, pensamiento crítico, comunicación efectiva, adaptabilidad, flexibilidad mental y trabajo en equipo. Digitales: Ingeniería de prompts (formular instrucciones precisas para IA), análisis de datos, desarrollo de software, ciberseguridad. Predicciones y Reflexiones:La IA automatizará tareas rutinarias, liberando a los humanos para trabajos más creativos y estratégicos. Se requerirá una mayor colaboración entre humanos e IA, con la IA como "copiloto" en la toma de decisiones. Es crucial regular la IA para evitar escenarios distópicos y garantizar su uso ético. La Renta Básica Universal se discute como posible solución ante la automatización masiva del trabajo. Importancia del factor humano: A pesar del auge de la IA, el valor del trabajo humano, la conexión personal y la experiencia genuina se revalorizarán. "Lo hecho por humanos" podría convertirse en un sello de calidad y exclusividad. Citas: Branding de la IA: "Él dijo si yo nombro como siento que se debe nombrar lo que estamos vendiendo ahorita o queremos que la gente invierta que es tecnologías informáticas pensadas en algoritmos para definición semejante al humano eso no va a vender." Inversión de Elon Musk: "Oye Ya pensaste Qué vas a hacer si la Inteligencia artificial más adelante quiere destruir a la humanidad y nos sigue hasta Marte." DeepMind y la ética: "La empresa que se hiciera con el conocimiento y con el equipo de Deep Mind tenía que firmar un contrato donde dijera que nunca iba a usar su tecnología para fines militares y dos tenía que ser supervisada por un consejo tipo de administración que fuera formado por tecnólogos y filósofos con el fin de que el uso de la tecnología fuera un uso correcto para la humanidad." Potencial de la IA: "En los últimos días he estado probando modelos de Open AI el o1 que es el último de los que salió o un mini Para desarrollar proyectos a nivel de doctorado postgrado puedo afirmar con seguridad que la inteligencia artificial ha llegado a un punto en el que puede producir resultados comparables o incluso superiores a los de los seres humanos en muchas áreas." El futuro del trabajo: "Una inteligencia no te va a quitar el trabajo una persona que sepa usar una inteligencia artificial sí te lo va a quitar." Conclusión: La Inteligencia Artificial está redefiniendo el panorama empresarial y laboral. Adaptarse a esta nueva era implica no solo dominar las habilidades digitales, sino también fortalecer las cualidades humanas que nos diferencian, como la creatividad, la empatía y el pensamiento crítico. El futuro del trabajo dependerá de nuestra capacidad para colaborar con la IA y aprovechar su potencial para construir un futuro próspero y ético.

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

pWotD Episode 2610: Elon Musk Welcome to popular Wiki of the Day where we read the summary of a popular Wikipedia page every day.With 121,853 views on Monday, 24 June 2024 our article of the day is Elon Musk.Elon Reeve Musk (; born June 28, 1971) is a businessman and investor known for his key roles in space company SpaceX and automotive company Tesla, Inc. Other involvements include ownership of X Corp., formerly Twitter, and his role in the founding of The Boring Company, xAI, Neuralink and OpenAI. He is one of the wealthiest people in the world; as of June 2024, Forbes estimates his net worth to be US$214 billion.Musk was born in Pretoria, a member of the South African Musk family, and briefly attended the University of Pretoria before immigrating to Canada at age 18, acquiring citizenship through his Canadian-born mother. Two years later, he matriculated at Queen's University at Kingston in Canada. Musk later transferred to the University of Pennsylvania and received bachelor's degrees in economics and physics. He moved to California in 1995 to attend Stanford University, but dropped out after two days and, with his brother Kimbal, co-founded online city guide software company Zip2. The startup was acquired by Compaq for $307 million in 1999. That same year, Musk co-founded X.com, a direct bank. X.com merged with Confinity in 2000 to form PayPal. In October 2002, eBay acquired PayPal for $1.5 billion. Using $100 million of the money he made from the sale of PayPal, Musk founded SpaceX, a spaceflight services company, in 2002. In 2004, Musk was an early investor in electric vehicle manufacturer Tesla Motors, Inc. (later Tesla, Inc.). He became the company's chairman and product architect, assuming the position of CEO in 2008. In 2006, Musk helped create SolarCity, a solar-energy company that was acquired by Tesla in 2016 and became Tesla Energy. In 2013, he proposed a hyperloop high-speed vactrain transportation system. In 2015, he co-founded OpenAI, a nonprofit artificial intelligence research company. The following year, Musk co-founded Neuralink—a neurotechnology company developing brain–computer interfaces—and The Boring Company, a tunnel construction company. In 2018, the U. S. Securities and Exchange Commission (SEC) sued Musk, alleging that he had falsely announced that he had secured funding for a private takeover of Tesla. To settle the case, Musk stepped down as the chairman of Tesla and paid a $20 million fine. In 2022, he acquired Twitter for $44 billion. He subsequently merged the company into newly created X Corp. and rebranded the service as X the following year. In March 2023, Musk founded xAI, an artificial intelligence company.Musk has expressed views that have made him a polarizing figure. He has been criticized for making unscientific and misleading statements, including COVID-19 misinformation and appearing to endorse antisemitic conspiracy theories, the latter of which he later apologized for. His ownership of Twitter has been similarly controversial, being marked by layoffs of large numbers of employees, an increase in hate speech, misinformation and disinformation posts on the website, and changes to Twitter Blue verification.This recording reflects the Wikipedia text as of 02:19 UTC on Tuesday, 25 June 2024.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 Joanna Standard.

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.

Is technology out to get us, Slackers?With the looming threat of AI, I wanted to take a look at all of the technological advancements that have happened just in our lifetime. Remember your first computer? Or your first cell phone?With the 1971 introduction of the Intel 4004 microprocessor, the pace in which tech has moved is terrifying. Even something that now seems so quaint, like the Sony Walkman, was the first big leap forward for personal, portable devices. Apple and Microsoft have been at this since the 70's and still going strong today, while so many others have fallen by the wayside. Remember Netscape or when Compaq was the computer brand in the 90's? I remember my first real accounting job and falling in love with Lotus 1-2-3 - despite needing to save my data to a floppy disk and bring it to another machine that was running Windows 2.1 - just to produce our nightly reports!PCs. The Internet. Email. Cell phones. GPS systems. All of these entered into daily life within about 20 years. Now all of that those elements are available on phones that fit in the palms of our hands. Not to mention the fact that we now have self driving cars! What does the future have in store?

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!

At some point, businesses have to make a pivot, be that through mergers and acquisitions or rebranding. Crucial to this is the ability of a branding professional to get the people aligned and marching in the same direction. Engelina Jaspers, a corporate executive with 30 years of experience, has seen what it takes to make pivots successful. In this episode, she joins Gabe Cohen to share with us the wisdom she earned from her incredible professional journey in marketing and brand. From working with Kodak to being at the scene during the major merger of HP and Compaq, Engelina recounts the lessons she learned. She then gives an inside view of the rebranding of Flextronics to Flex, sharing the role she played, the challenges in the process, and the factors that contributed to their success. Tune in now to gain valuable insights as Engelina unveils the essential elements that drive successful business pivots.

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

Politiets Efterretningstjeneste intensiverer nu overvågningen af de formodede terrorister, og til det formål tager de en helt særlig metode i brug. Den metode indbefatter en gammel computerskærm fra Compaq, som er købt på Den Blå Avis. Hør hele afsnittet i DR Lyd.

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.

IBM was late to the 386 PC party, but when they finally arrived they made a statement about what they thought the future of computing would be. With a 32-bit Micro Channel bus and room for six drives IBM aimed this tower directly at the likes of Compaq. But what's inside this monstrous machine and how can it be upgraded? And what can you do with an old boat anchor like this? Join me as I pull this PC apart to see what you got when you bought a $6,845 workstation in 1990.  -=- Chapters -=- 00:00 - Intro 00:35 - Adopting a Micro Channel PC 04:38 - The Case 07:35 - Drive Bays and Power Supply 09:30 - Disassembling the Model 80 13:35 - Micro Channel Slots and Cards 15:53 - Auxiliary Video Extension 18:38 - Token Ring Network Card 19:05 - IBM PS/2 SCSI Adapter 19:51 - IBM Enhanced 80386 Memory Adapter w/ ROM 23:12 - Programmable Option Select  25:31 - Auto Configuration In Action 27:51 - Period Appropriate Productivity 29:15 - XGA-2 Graphics Adapter 34:21 - Conclusion & Outro -=- Links -= * Ardent Tool of Capitalism - https://www.ardent-tool.com * Model 8580-081 Resources - https://www.ardent-tool.com/8580/Planar_T2.html * Tube Time's MCA Tutorial: https://github.com/schlae/mca-tutorial * The Micro Channel Architecture Handbook by Chet Heath and Winn Rosch: https://archive.org/details/microchannelarch00heat * IBM Museum - https://www.youtube.com/@IBM_Museum/ * BOPT 16 MB Barrier Walkthrough: https://groups.google.com/g/comp.sys.ibm.ps2.hardware/c/SIRXr3RBBLM/m/4fDpZeg-YtkJ -=- Contact -=- Follow on Mastodon: https://bitbang.social/@kefkafloyd Follow on Bluesky: https://bsky.app/profile/kefkafloyd.bsky.social Visit The Website: https://www.userlandia.com Join The Userlandia Discord: https://discord.com/invite/z2jmF93   Theme Song by Space Vixen: https://spacevixenmusic.bandcamp.com   Follow them on Twitter @SpaceVixenMusic: https://twitter.com/spacevixenmusic

KALENDARIUM 1971 - w Pretorii, w Republice Południowej Afryki na świat przychodzi Elon Reeve MUSK 1984 - Elon, mając lat 13, wypuszcza w świat swoją pierwsza grę komputerową, BLASTAR, którą kupuje od niego za 500 dolarów magazyn komputerowy 1988 - Elon przynosi się do Kanady i otrzymuje kanadyjskie obywatelstwo 1992 - Elon przenosi się do USA, gdzie na uniwersytecie Wharton rozpoczyna studia na kierunku ekonomia oraz fizyka 1995 - Elon przenosi się do Kalifornii by robić doktorat z fizyki na Stanfordzie, jednak rezygnuje bo rusza ze swoją pierwszą firmą, Zip2 1999 - Elon sprzedaje Zip2 firmie Compaq za 307 milionów dolarów, w tym 22 miliony są dla niego. Ma 28 lat. Całość pieniędzy inwestuje w nowy start up: X.com (minus 1 mln $ na zakup McLarena...) 2000 - X.com łączy się z Confinity. Elon zostaje CEO. Jednak pod koniec roku zostaje z tej funkcji zwolniony 2001 - X.com zostaje przemianowany na PayPal. 2002 - Elon otrzymuje obywatelstwo USA. PayPal debiutuje na giełdzie, chwilę później za 1,5 mld $ kupuje go eBay. Elon, największy udziałowiec, dostaje 180 milionów dolarów. Ma 31 lat. Na nagłą śmierć łóżeczkowa umiera pierwszy syn Elona, Nevada. Za część pieniędzy z PayPal Elon startuje z nową spółką, SpaceX. 2004 - Elon inwestuje 6,5 miliona dolarów w firmę Tesla i zostaje przewodniczącym jej rady nadzorczej, oraz aktywnym uczestnikiem prac projektowych 2008 - Tesla Roadster trafia w końcu do pierwszych klientów i właściwie nie działa... Tesla wpada w głębokie finansowe kłopoty ale ogłasza nowy Model S; rakieta Falcon 1, po 3 nieudanych próbach w końcu osiąga orbitę; Elon się rozwodzi; oraz zostaje CEO Tesli; oraz rzutem na taśmę, w ostatniej chwili ratuję od upadłości i Teslę i SpaceX 2010 - Tesla trafią na giełdę zyskując w ten sposób 226,1 mln $. W ciągu pierwszego dnia jej akcje rosną o 40,5%. Elon żeni się ponownie. 2012 - Rynki szacują wartość Tesli na 1,3 mld $; pod koniec roku wycena jest dwukrotnie wyższa (2,4 mld); Elon się rozwodzi; Model S zostaje wybrany samochodem roku 2013 - Elon bierze ponownie ślub (z b. żoną z która rok wcześniej się rozwiódł); SpaceX wykonuje niemal 50 startów a Tesla produkuje ponad 20 tyś samochodów rocznie; Elon zostaje Przedsiębiorcą Roku magazynu Fortune 2014 - Tesla ogłasza, że otwiera wszystkie swoje patenty i każdy może z nich korzystać; w grudniu Elon wnosi ponownie o rozwód ale potem się rozmyśla 2015 - Tesla wypuszcza pierwsze sztuki Modelu X; Elon ogłasza rozpoczęcie projektu OpenAI; rakieta Falcon 9 wynosi na orbitę 11 satelit po czym wraca i bezpiecznie ląduje, udowadniając, że wielokrotne użycie jednej rakiety jest możliwe; w ramach SpaceX powstaje projekt Starlink 2016 - Tesla ogłasza wypuszczenie „masowego” Modelu 3 i w ciągu tygodnia otrzymuje 300 tyś zamówień i przedpłat; do sądu trafia finalny wniosek o rozwód; rakieta Falcon 9 ponownie skutecznie ląduje, tym razem na wodzie; Tesla otwiera Gigafactory, największą fabrykę akumulatorów na świecie; oraz kupuje za 2,6 mld inną spółkę Elona, SolarCity; wybucha rakieta Falcon 9 2017 - Tesla wypuszcza Model 3 i kolejne pół miliona osób składa zamówienie, wymuszając potrzebę znacznie szybszej produkcji samochodów 2018 - Elon wystrzeliwuje w kosmos czerwony Roadster Tesli; poważne problemy z płynnością produkcji Modelu 3; Elon rozkręca się na Twitterze ale notowania jego i Tesli zaczynają gwałtowanie spadać; krytyka Elona zaczyna przybierać na sile; Elon ogłosza, że uczyni Teslę prywatną, co rozpętuje burzę i kosztuje go 20 mln kary; Elon przyznaje, że był to najtrudniejszych i najbardziej bolesny rok w karierze 2019 - Tesla zwalnia 7% pracowników, ogłaszając jednocześnie pracę nad Cybertruck i Model Y, oraz, w raptem 168 dni otwiera nową fabrykę w Chinach 2020 - Mimo lockdownu, Elon nie zamyka fabryki Tesli; FORBES ogłasza Elona 5-tym najbogatszym człowiekiem na świecie; Elon ogłasza powstanie Neuralink - czipów wszczepianych do mózgu; pod koniec roku,

Zero to One - Peter Thiel Contrarian Thinker + Disruption AZ TRT S04 EP50 (213) 12-17-2023   What We Learned This Week Contrarian Thinking – think for yourself and differently than everyone else Innovation great companies have unique products that go from Zero to one, vertical Founders are important and challenge the Status Quo to change the world Competition is for losers, strive for a Monopoly Secrets – What Great Company is No One Building? Disruption in Business & Tech World - How to Handle The Innovator's Dilemma     Zero to One: Notes on Startups, or How to Build the Future (c- 2014)       #1 NEW YORK TIMES BESTSELLER • “This book delivers completely new and refreshing ideas on how to create value in the world.”—Mark Zuckerberg, CEO of Meta “Peter Thiel has built multiple breakthrough companies, and Zero to One shows how.”—Elon Musk, CEO of SpaceX and Tesla The great secret of our time is that there are still uncharted frontiers to explore and new inventions to create. In Zero to One, legendary entrepreneur and investor Peter Thiel shows how we can find singular ways to create those new things. Thiel begins with the contrarian premise that we live in an age of technological stagnation, even if we're too distracted by shiny mobile devices to notice. Information technology has improved rapidly, but there is no reason why progress should be limited to computers or Silicon Valley. Progress can be achieved in any industry or area of business. It comes from the most important skill that every leader must master: learning to think for yourself. Doing what someone else already knows how to do takes the world from 1 to n, adding more of something familiar. But when you do something new, you go from 0 to 1. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won't make a search engine. Tomorrow's champions will not win by competing ruthlessly in today's marketplace. They will escape competition altogether, because their businesses will be unique. Zero to One presents at once an optimistic view of the future of progress in America and a new way of thinking about innovation: it starts by learning to ask the questions that lead you to find value in unexpected places. Book on Amazon: HERE     Zero to One Book Summary: HERE   By XDEV 200 from 8/2020     Notes:   Seg. 1:   Zero to One - Rethinking the Future   Zero to One - 0 to 1 The idea that new innovation goes vertical or up, technological progress If you just make a car that goes a little faster, that is horizontal progress (1 to n), like globalization, copying existing ideas and then improve a little   Founders are Important, and challenge the Status Quo   Competition is over-rated, and you should strive to be a Monopoly.   Innovation is based on Secrets   Startups, Cults, & The PayPal Mafia   There Has been Little Progress…     Contrarian Thinking   Thiel believes contrarian thinking can change the future.  “What important truth do very few people agree with you on?”     Innovation Easier to copy a model than to make something new. Doing what we already know how to do takes the world from 1 to n, adding more of something familiar. But every time we create something new, we go from 0 to 1. The act of creation is singular, as is the moment of creation, and the result is something fresh and strange. Thiel's approach for this question stems from a phrase that he used, “Brilliant thinking is rare but courage is in even shorter supply than genius.” Mark Twain: “If you find yourself on the side of the majority its time to pause and reflect.”   Build a hyper niche company with a product 10x better than predecessors   Go from Zero to One and truly innovate to change the world.     Founders The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won't make a search engine. And the next Mark Zuckerberg won't create a social network. If you are copying these guys, you aren't learning from them. There is no entrepreneur roadmap. It's all different and unique than before.   You have to think for yourself and create your own path.   Founders have vision and know how to build a startup team that believes in them so much – like a cult. Founders are not like everyone else. They challenge themselves, their team and the status quo.        Seg 2:   Competition Per Thiel - ”All happy companies are different: each one earns a monopoly by solving a unique problem. All failed companies are the same: they failed to escape competition.”   He asks the difficult question: “What valuable company is nobody building?” Your company must be unique and serve a niche to create value, and not be a commodity.   You are looking for Blue Oceans with little competition vs a Red Ocean with business' eating away at each other and no profits.   Thiel explains the differences between a Monopoly (inherently not evil) vs. a Perfect Competition (arguably dangerous for businesses vitality). Oddly, Monopolies try to act like they are not dominant, while competitive business act as if they are unique.   Examples: Firm A — disguised as a monopoly: Google has a monopoly on search but emphasizes the small share of global online advertising, and other miscellaneous business models.   Firm B — disguised as a perfect competition: A local restaurant tries to find fake differentiators by being the “only British restaurant in Palo Alto” yet they are using inaccurate metrics. The real marker would be “restaurants” not “Restaurant type”   Business and MBA students obsess over competition and use the Art of War for metaphors.   Thiel, asks a challenge question: “Why do people compete?”   1.    Marx model: Since we are inherently different and possess distinct goals, and 2.    Shakespeare model: All competitors are more-or-less similar (ex: Montague vs Capulet)   This distracts companies to focus on the competition and not their core goal of good products and customers.   For example, while Microsoft and Google were obsessively competing with each other Apple emerged and surpassed both.   What defines a monopoly? 1.    Proprietary technology (10 times better than any existing solution), 2.    Network effect (start with a hyper-niche market. If you think its too big it is), 3.    The economy of scale (SaaS vs employee labor-intensive), and 4.    Excellent Branding (Apple Branding to stay continual trend).   How can we build a monopoly? 1.    Actively attempt to seek a hyper-niche target market that has little to no competitors. Serve them, and do it well (all that matters == customer: “Anything You Want”), 2.    Once you have dominated the market expands to the nearest adjacent market. Similar to Amazon selling CDs, DVDs then everything else, 3.    Do not disrupt current giants. PayPal worked with Visa. Everyone won, and 4.    Attempt to make the last great development in a specific market and reap all the benefits of a mature ecosystem.       Secrets   Companies are based on secrets, and when the secret is revealed, the company could change the world. Thiel questions what secrets are left, and are companies even looking for secrets?   Q: What happens when a company stops believing in secrets?   Companies can lose their dominant position by not innovating, but resting on past success.   Hewlett-Packard Example: 1.    1990 company worth $9Bn 2.    2000 after a decade of inventions (first affordable color printer, first super-portable laptops) worth $135Bn 3.    2005 worth $70Bn (failed merge with Compaq, failed consulting/support shops) 4.    2012 worth $23Bn as a result of an abandoned search for technological secrets.   Every great business is built around a secret that's hidden from the outside. Inner workings of Google's PageRank algorithm, Apple iPhone in 2007, etc…       Seg. 3:   Replay Clip from Seg. 2 of 3/6/2022 Show –   BRT S03 EP10 (109) 3-6-2022 – Topic: Best of Host Matt on Business Topics – McDonalds, Apple, Disruption, 80/20   MB on Disruption in Business & The Innovator's Dilemma book by Clayton Christensen Clayton Christensen's book, “The Innovator's Dilemma” Tech Disruption – technology changes and a small company startup can up-end big tech companies. Hence,  disruption - the power of disruption, why market leaders are often set up to fail as technologies and industries change and what incumbents can do to secure their market leadership for a long time. Innovator's Dilemma – how can big companies stay up with tech changes and pivot without hurting core business? All businesses (including tech companies) have trouble with disruption.   Example: Blockbuster – rented movies, DVDs, lost market share to Red Box (vending movie rental), then both disrupted by streaming movies. Music industry went from records to cassettes to CDs to streaming (Napster). MySpace taken out by Facebook in social networks. Yahoo search taken out by Google (controls 75% of the search market) Kodak afraid to get out of film business and passed on digital film, lost market share.   To solve the Innovator's Dilemma, big companies acquire smaller tech companies; have in house R&D to be ready for next tech wave. Steve Jobs of Apple was very influenced by  Innovator's Dilemma  and took this idea seriously. If you do not try to put your company out of business (w/ disruption / new tech), someone else will. Jobs was not afraid to innovate, and cannibalize his own company and products to stay relevant. Apple created iPhone, and now computer is in your pocket Peter Thiel – “Zero to One” book - Great innovation is not A to B to C, it is vertical, jumps curves. Current smart phones have more computing power than a computer 20 years ago. Guy Kawasaaki (former Apple) Talk - “12 Lessons From Steve Jobs”   Full Show: HERE       Best of Biotech from AZ Bio & Life Sciences to Jellatech: HERE   Biotech Shows: HERE   AZ Tech Council Shows:  https://brt-show.libsyn.com/size/5/?search=az+tech+council *Includes Best of AZ Tech Council show from 2/12/2023     ‘Best Of' Topic: https://brt-show.libsyn.com/category/Best+of+BRT      Thanks for Listening. Please Subscribe to the BRT Podcast.     AZ Tech Roundtable 2.0 with Matt Battaglia The show where Entrepreneurs, Top Executives, Founders, and Investors come to share insights about the future of business.  AZ TRT 2.0 looks at the new trends in business, & how classic industries are evolving.  Common Topics Discussed: Startups, Founders, Funds & Venture Capital, Business, Entrepreneurship, Biotech, Blockchain / Crypto, Executive Comp, Investing, Stocks, Real Estate + Alternative Investments, and more…    AZ TRT Podcast Home Page: http://aztrtshow.com/ ‘Best Of' AZ TRT Podcast: Click Here Podcast on Google: Click Here Podcast on Spotify: Click Here                    More Info: https://www.economicknight.com/azpodcast/ KFNX Info: https://1100kfnx.com/weekend-featured-shows/   Disclaimer: The views and opinions expressed in this program are those of the Hosts, Guests and Speakers, and do not necessarily reflect the views or positions of any entities they represent (or affiliates, members, managers, employees or partners), or any Station, Podcast Platform, Website or Social Media that this show may air on. All information provided is for educational and entertainment purposes. Nothing said on this program should be considered advice or recommendations in: business, legal, real estate, crypto, tax accounting, investment, etc. Always seek the advice of a professional in all business ventures, including but not limited to: investments, tax, loans, legal, accounting, real estate, crypto, contracts, sales, marketing, other business arrangements, etc.  

In a wide-ranging conversation, meet two of Best Buy Canada's standout veteran retail leaders: Mat Povse, Senior Vice President of Operations, and Eric Stockner, Vice President and Category Officer for Food, Home, and Baby. Mat and Eric join me on the mic to talk about big-picture trends, the current and future state of product innovation, this year's Black Friday performance (and what the point of Black Friday anyway), and what it takes to win the retail game in 2024 and beyond.Mat highlights that technology is now seen as a fundamental human need rather than a mere desire, reshaping consumer behaviour and expectations. They both observe a shift from a digital-first approach during the pandemic to a more balanced omnichannel experience where customers appreciate in-store expert advice. Eric notes that Black Friday has lost some excitement and urgency over the years, becoming more of an extended shopping period than a single event. While e-commerce has been pivotal during the pandemic, they agree that physical stores remain crucial for customer engagement and conversions. Looking ahead to 2024, both see continued investment in in-store experience and technology as key differentiators, focusing on personalizing customer interactions across all touchpoints, including their newly launched Best Buy ads platform. About MatMat Povse is the Senior Vice President of Best Buy Retail Stores and Operations, Geek Squad Services, and Best Buy Business at Best Buy Canada. In this role, he is responsible for the employee and customer experience, sales and profits for over 180 retail stores across Canada as well as the development and fulfilment of Geek Squad programs and services. Mat joined Best Buy in March of 2014 as Vice President of Merchandising responsible for Home Theatre, Audio, Wireless, Digital Imaging, Geek Squad, and was instrumental in the development and execution of the Major Appliances expansion plan in Canada. Since then, he has held numerous leadership roles, most recently as Vice President of Geek Squad Services. Mat has a passion for inspiring people and teams, and has a knack for facilitating productive alignment between organizations. Mat's multi-faceted experiences and work including service centric organizations has proven valuable in areas of convergence where he leads the optimization of current capabilities for future state, develops new and innovative partnerships, and integrates services at retail - all of which have helped to enhance Best Buy's Total Retail experience and set foundations for future growth. Prior to Best Buy, Mat was Vice President of Sales for LG Electronics and has also held key positions at Compaq, TELUS & XM Satellite Radio. Mat holds a Bachelor of General Studies, Business and Liberal Arts from Simon Fraser University in Burnaby, British Columbia.About EricTwenty years of retail head office experience at Best Buy Canada. Executive level expertise in the fields of Merchandising, Buying, Business Development, Ecommerce, Inventory Management and Marketing. Comfortable leading a large team and passionate about business development and leveraging competitive advantages to win in this fast-changing and increasingly complex retail landscape.  About MichaelMichael is the Founder & President of M.E. LeBlanc & Company Inc. and a Senior Advisor to Retail Council of Canada and the Bank of Canada as part of his advisory and consulting practice. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, Today's Shopping Choice and Pandora Jewellery. Michael has been on the front lines of retail industry change for his entire career. He has delivered keynotes, hosted fire-side discussions with C-level executives and participated worldwide in thought leadership panels. ReThink Retail has added Michael to their prestigious Top Global Retail Influencers list for 2023 for the third year in a row.Michael is also the president of Maven Media, producing a network of leading trade podcasts, including Canada's top retail industry podcast_,_ The Voice of Retail. He produces and co-hosts Remarkable Retail with best-selling author Steve Dennis, now ranked one of the top retail podcasts in the world. Based in San Francisco, Global eCommerce Leaders podcast explores global cross-border issues and opportunities for eCommerce brands and retailers. Last but not least, Michael is the producer and host of the "Last Request Barbeque" channel on YouTube, where he cooks meals to die for - and collaborates with top brands as a food and product influencer across North America.

Ever wondered how executive coaching can be the secret sauce for CEOs and senior leaders to not just survive but thrive in the whirlwind of hypergrowth? Join us in this episode with the incredible Karen Walker, an esteemed executive coach and consultant renowned for her expertise in guiding CEOs and senior leaders through the challenges of hypergrowth.With an impressive portfolio that includes advising industry giants like Aetna, AWS, Pfizer, JPMorganChase, and BMC Software, as well as nurturing Inc. 5000 startups, Karen brings a wealth of experience to our conversation. Karen's journey is marked by significant milestones, notably her pivotal role as employee 104 at Compaq, where she contributed to transforming the company into the then-fastest growing entity in American history, propelling it from $0 to $15 billion in revenue.In our discussion, Karen talks about the challenges and dynamics of hypergrowth companies, emphasizing the importance of alignment with investors, a growth-oriented culture, and a high tolerance for ambiguity. Also she introduces a powerful tool — a 2x2 matrix — to simplify complex situations and facilitate strategic conversations, discussing the significance of executive presence and technical skills, highlighting the different personas within each quadrant of the matrix.Join us in this episode as Karen Walker shares her invaluable insights on navigating hypergrowth, leadership, and organizational development. Get ready for a conversation that promises to be both enlightening and transformative. Stay tuned!Episode Quotes:A new chapter in a book: Karen's unexpected path into coaching and consultingAnd I had, as part of the leadership team, a big global job. It wasn't very big when I joined, but it got bigger and I loved it. I really loved that environment. And when I left at the size it was, it was just like another big company. And at least for me, it wasn't a place I wanted to spend the rest of my working life. So I took some time out to figure out what I really missed. And I missed putting together high performing teams and making them clear what they're doing, why they're doing it and the stuff that gets in the way. And it's almost never the technical stuff. It is almost always people's process and tools. And, you know, I'm an industrial engineer, so efficiency is sort of part of my DNA and I went back to Columbia. I did their ODHRM programs, I got the theory behind the practice that I knew. And I've been working with CEOs and senior leaders and leadership teams now for the past two decades, primarily in the tech space. I've also worked with a number of Fortune 500 companies, but I'd say my sweet spot tends to be tech.Elevate or stagnate: No Dumbing DownA team can only work at the level of the lowest performing member. And what tends to happen when we put teams together is people come in with different levels of expertise, different goals that can often be misaligned, different resources that they're able to bring to bear. And if most of the team is able to perform at this level, but you've got one team member who, for whatever reason, often not their own fault, can only perform at this level, time, resources, skill level, the team can only perform here, right? Because the team by definition is only going to be successful in their interdependence, so the team has to dumb down. Well, what happens when that occurs? The team is not able to work to its true potential, right, and the organization isn't as well. And so you want a team to pay attention to how they operate, not just what they're doing, which you obviously live as well. But how they operate, how they are chartered, how do they debrief what's going on, how do they make sure that they're aligned in their goals and their ability to hold each other accountable.The critical pillars of hypergrowth successI think the first thing and part of what makes the hypergrowth company successful, we obviously have a product market fit and it's what happens after you find your product market fit. Do you have an investor who is aligned with your vision of where you want to go? Because that is a huge, huge issue if there's no alignment there. Do you have a culture in your organization that is set up to continue this cycle of hypergrowth? Everybody on the team has to be signed up for the sort of effort that it takes to keep that wheel spinning. The other thing that is so important for working in a hypergrowth company, you have to have a great tolerance for ambiguity and a bias for action. And those are things that are hard for people - to be able to live with the unknown. And so if you're not okay with ambiguity, you will fail. And then of course the bias fraction has to be there in any growth-oriented company.Navigating the interplay of executive presence and technical skills in a 2x2 matrixAny executive is in a situation where they are living in a complex world and simplification is often the greatest need. And so a 2x2 matrix will not solve all the world's problems, but it will give us a framework for talking about what's going on. So the two axes are executive presence and technical skills, right? And as someone who does coaching, often there's a tension between those two. So if we start in the upper left-hand corner, this is someone with high executive presence but low technical skills. I call that “fake it till you make it”. But you aren't an “empty suit”, which is what can happen if you only have executive presence, but you don't really have the skills.In the bottom left-hand corner, which is low executive presence and low technical skill, I call this “get to work”. You need one of these skill sets or the other, or you're not going to last in any organization.The bottom right-hand corner. So this is someone with high technical skills, low executive presence. And so these are people who often get coaching, because they're moving into areas where they need to have the executive presence, but they've been really successful at the company technically. And the upper right-hand quadrant. I label it “the sky's the limit”. This is someone with a strong executive presence and strong technical skills. So the challenge there is to keep growing and developing, because that is someone who's truly a high-potential, high-performer in an organization.Show Links:Official WebsiteKaren's book No Dumbing Down: A No-Nonsense Guide for CEOs on Organization GrowthKaren Walker on InstagramKaren Walker on LinkedinKaren Walker on Twitter

O caieirense Wallace teve seu primeiro contato com tecnologia com um computador Compaq. Após a graduação de Comunicação para a Web e o MBA em Inovação e Empreendedorismo e, com passagens por empresas como a Claro e o Estadão, ele fundou a Orbital, que logo expandiu sua presença para a América Latina e Dubai. Por conta de uma mudança profissional da esposa, o Wallace foi morar em Buenos Aires, onde reverteu uma má impressão deixada durante uma viagem. Neste episódio, o Wallace conta como foi seu processo de adaptação, além das diferenças entre o dia a dia e o que vemos no noticiário na terra das empanadas. Fabrício Carraro, o seu viajante poliglota Wallace Erick, desenvolvedor e fundador da Orbital em Buenos Aires, Argentina Links: Instagram do Wallace Site da Orbital TechGuide.sh, um mapeamento das principais tecnologias demandadas pelo mercado para diferentes carreiras, com nossas sugestões e opiniões. #7DaysOfCode: Coloque em prática os seus conhecimentos de programação em desafios diários e gratuitos. Acesse https://7daysofcode.io/ Ouvintes do podcast Dev Sem Fronteiras têm 10% de desconto em todos os planos da Alura Língua. Basta ir a https://www.aluralingua.com.br/promocao/devsemfronteiras/e começar a aprender inglês e espanhol hoje mesmo!  Produção e conteúdo: Alura Língua Cursos online de Idiomas – https://www.aluralingua.com.br/ Alura Cursos online de Tecnologia – https://www.alura.com.br/ Edição e sonorização: Rede Gigahertz de Podcasts

7-11 drops coinop Nintendo disses Sega's rating system Commodore premieres Amiga CD32 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 August 1993.  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: 7 Minutes in Heaven: Final Fight CD Video Version:  https://www.patreon.com/posts/7-minutes-in-cd-91295414 https://www.mobygames.com/game/5088/final-fight/ Corrections: July 1993 Ep - https://www.patreon.com/posts/july-1993-89127883 Ethan's fine site The History of How We Play: https://thehistoryofhowweplay.wordpress.com/ https://youtu.be/A-6AKe2pvsQ?si=Y86cYPldukmG2V-H https://en.wikipedia.org/wiki/Information_superhighway   1993: 7 Eleven moves away from games     Replay August 1993 pg. 3 Microprose shutters arcade division     PlayMeter August 1993 pg. 22     Wild Bill Stealey - Microprose https://www.patreon.com/posts/36710924     https://www.mobygames.com/game/company:10/platform:arcade/sort:-date/page:1/ Hong Kong debating anti-violent game law     PlayMeter August 1993 pg. 32 Elite enters coinop     PlayMeter August 1993 pg. 22     https://www.mobygames.com/company/108/elite-systems-ltd/ Wolfenstein goes VR     https://archive.org/details/GamePro_Issue_049_August_1993/page/n23/mode/2up?view=theater        https://www.arcade-history.com/?n=wolfenstein-vr&page=detail&id=12612 Super Street Fighter 2 hits Japanese arcades     https://archive.org/details/ElectronicGamingMonthly_201902/Electronic%20Gaming%20Monthly%20Issue%20049%20%28August%201993%29/page/n34/mode/1up     https://www.mobygames.com/game/10119/super-street-fighter-ii/ Capcom gets TSR license     PlayMeter August 1993 pg. 3     https://www.mobygames.com/game/63783/dungeons-dragons-tower-of-doom/         https://www.mobygames.com/game/63847/dungeons-dragons-shadow-over-mystara/ Arcade 1 brings arcade history to print     PlayMeter August 1993 pg. 132        https://archive.org/details/arcade-1-1993-book-scans      Atari announces Jaguar launch     https://archive.org/details/GamePro_Issue_049_August_1993/page/n55/mode/1up?view=theater        https://en.wikipedia.org/wiki/Atari_Jaguar        https://archive.org/details/ElectronicGamingMonthly_201902/Electronic%20Gaming%20Monthly%20Issue%20049%20%28August%201993%29/page/n56/mode/1up     Leonard Tramiel - Part 2 - Atari https://www.patreon.com/posts/71643153 Commodore debuts CD32     http://www.kultmags.com/mags.php?folder=QW1pZ2EgR2FtZXMvMTk5Mw==       Amiga Games August 1993, pg.  8, 92        https://archive.org/details/Electronic-Games-1993-08/page/n15/mode/1up?view=theater     https://en.wikipedia.org/wiki/Amiga_CD32 Sega shows off VR at CES     https://archive.org/details/Aktueller_Software_Markt_-_Ausgabe_1993.08/page/n21/mode/1up?view=theater Sega launches Pico     https://archive.org/details/ElectronicGamingMonthly_201902/Electronic%20Gaming%20Monthly%20Issue%20049%20%28August%201993%29/page/n75/mode/1up        https://en.wikipedia.org/wiki/Sega_Pico 3DO gains support     https://archive.org/details/Video_Games_Computer_Entertainment_Issue_55_August_1993/page/n15/mode/2up EA reports big earnings     https://archive.org/details/pc-review-22/page/16/mode/1up?view=theater      Nintendo hikes cart prices     https://archive.org/details/GamePro_Issue_049_August_1993/page/n161/mode/1up?view=theater Bandai shows off portable SNES at Tokyo Game Show     https://www.nintendolife.com/news/2015/04/bandai_almost_made_a_laptop_with_a_built-in_snesn        https://archive.org/details/Electronic-Games-1993-08/page/n21/mode/1up?view=theater NES gets a makeover     https://archive.org/details/Aktueller_Software_Markt_-_Ausgabe_1993.08/page/n16/mode/1up?view=theater        https://archive.org/details/GamePro_Issue_049_August_1993/page/n53/mode/2up?view=theater Gamepro laments no-shows     https://archive.org/details/GamePro_Issue_049_August_1993/page/n55/mode/1up?view=theater Sega and Park Place launch sports labels     https://archive.org/details/GamePro_Issue_049_August_1993/page/n161/mode/1up?view=theater         https://www.mobygames.com/company/3483/park-place-productions/        https://www.mobygames.com/group/8552/sega-sports-games/     Michael Katz Part 2 - Atari - Sega https://www.patreon.com/posts/63732329 Mario's greatest hits coming to SNES     https://archive.org/details/Electronic-Games-1993-08/page/n21/mode/1up?view=theater     https://www.mobygames.com/game/6613/super-mario-all-stars/ Genesis gets Special Champion Edition     https://archive.org/details/Electronic-Games-1993-08/page/n21/mode/1up?view=theater     Joe Morici - Capcom https://www.patreon.com/posts/37289815     https://www.mobygames.com/game/8053/street-fighter-ii-champion-edition/ STD makes Street Fighter 2 easier     https://archive.org/details/Electronic-Games-1993-08/page/n10/mode/1up?view=theater     http://www.thealmightyguru.com/Wiki/index.php?title=InterAct_SN_ProgramPad UK outraged at Night Trap     https://archive.org/details/GamePro_Issue_049_August_1993/page/n119/mode/1up?view=theater        https://www.eurogamer.net/the-rise-and-fall-of-sega-enterprises Nintendo responds to Sega's ratings system     https://archive.org/details/GamePro_Issue_049_August_1993/page/n161/mode/1up?view=theater      Move over violence... here comes SEX!     https://archive.org/details/PC-Player-German-Magazine-1993-08/page/n11/mode/1up?view=theater       https://archive.org/details/PC-Player-German-Magazine-1993-08/page/n22/mode/1up?view=theater      Help me obi-wan kenobi, you, or Terminator, or Lawnmower Man...      https://archive.org/details/PC-Player-German-Magazine-1993-08/page/n28/mode/1up?view=theater PowerPC promises to decouple CPUs from OSs     https://archive.org/details/eu_BYTE-1993-08_OCR      Microsoft and Compaq join forces for plug-and-play     https://archive.org/details/pc-review-22/page/15/mode/1up Say goodbye to the interface     https://archive.org/details/Computer_Gaming_World_Issue_109/page/n21/mode/1up?view=theater Konami abandons computer gaming     https://archive.org/details/Electronic-Games-1993-08/page/n15/mode/1up?view=theater Microsoft unveils their Mouse 2.0     http://www.kultmags.com/mags.php?folder=UEMgSm9rZXIvMTk5Mw==  August 1993 pg. 7     https://en.wikipedia.org/wiki/Microsoft_Mouse Get that real pilot feel for just $2,800 bucks     https://archive.org/details/PC-Player-German-Magazine-1993-08/page/n28/mode/1up?view=theater Tablet computing market gets crowded     https://archive.org/details/PC-Player-German-Magazine-1993-08/page/n26/mode/1up     http://www.grot.com/zoomer/documents/bindery.html     http://www.geos-infobase.de/zoomer/ZOOMER01     https://en.wikipedia.org/wiki/Palm,_Inc.#History SimCity goes mobile     https://archive.org/details/Electronic-Games-1993-08/page/n13/mode/1up?view=theater     https://handheld.computer/?p=446         https://alchetron.com/EShop      AT&T wants to give Sega an Edge     https://archive.org/details/GamePro_Issue_049_August_1993/page/n53/mode/2up?view=theater        https://segaretro.org/Edge_16 AT&T shows off Personal Communicator     https://archive.org/details/ElectronicGamingMonthly_201902/Electronic%20Gaming%20Monthly%20Issue%20049%20%28August%201993%29/page/n163/mode/1up        https://www.historyofinformation.com/detail.php?entryid=2902 Delphi enters online gaming arena     https://archive.org/details/Electronic-Games-1993-08/page/n15/mode/1up?view=theater Sierra signs deal with Prodigy     https://archive.org/details/Electronic-Games-1993-08/page/n11/mode/1up?view=theater     https://archive.org/details/Electronic-Games-1993-08/page/n95/mode/1up?view=theater NTN Trivia coming to TSN     https://archive.org/details/Electronic-Games-1993-08/page/n15/mode/1up?view=theater        https://en.wikipedia.org/wiki/NTN_Buzztime      Virtual Vision brings TV to eyewear     https://archive.org/details/ElectronicGamingMonthly_201902/Electronic%20Gaming%20Monthly%20Issue%20049%20%28August%201993%29/page/n163/mode/1up Epyx brings games to planes     https://archive.org/details/Electronic-Games-1993-08/page/n10/mode/1up?view=theater         https://en.wikipedia.org/wiki/John_D._Goeken        https://www.nytimes.com/1995/01/15/business/interface-a-new-digital-air-to-ground-link-gets-an-in-flight-test.html Spaceship Warlock shown at CES     https://archive.org/details/Aktueller_Software_Markt_-_Ausgabe_1993.08/page/n17/mode/1up?view=theater         https://www.joesparks.com/whyyes/ 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

Enterprise Knowledge CEO Zach Wahl speaks with Stan Garfield: KM Author, Speaker, and Founder of the SIKM Leaders Community. 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. Stan has published over 900 articles on leadership, innovation, knowledge management, communities of practice, enterprise social networks, and social media. He is also the author of the Profiles in Knowledge series featuring knowledge management thought leaders.

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

#227: Imagine this. You walk into your office and your manager pulls you to the side and says “Pack up your belongings. You've been made redundant. We wish you the best in your future endeavors.” Just like that, you no longer have a job. In even more extreme cases, just because a company exists today does not mean that it will exist tomorrow. Think about Enron, Blockbuster, Compaq and many others. At this point in history, it's not if, but when, will you be laid off and what will you do? In this episode, we speak with Dagna Bieda, founder of theMindfulDev.com, about strategies to "layoff-proof" your engineering career, touching on topics like the role of AI in the industry, the importance of mental health, and the impact of our belief systems on our careers.   Dagna's contact information: Twitter: https://twitter.com/dagnabieda LinkedIn: https://www.linkedin.com/in/dagnabieda/ Website: https://www.themindfuldev.com/   YouTube channel: https://youtube.com/devopsparadox/   Books and Courses: Catalog, Patterns, And Blueprints https://www.devopstoolkitseries.com/posts/catalog/   Review the podcast on Apple Podcasts: https://www.devopsparadox.com/review-podcast/   Slack: https://www.devopsparadox.com/slack/   Connect with us at: https://www.devopsparadox.com/contact/

Norm Lanier is the CEO of a six-figure, family-owned, Texas-based sign company, creating interior graphic art. Norm earned his BS in photography and began a career in graphic design, working for companies such as Exxon, Compaq, and Hewlett-Packard. On his 50th birthday, he celebrated by exiting the corporate world to fulfill his dream of owning a business and designing art to share with the public. In this episode… The thought of starting a passion business is scary. It's easy to be complacent working for someone else because of job security and a steady paycheck. With the onset of online startups and mom-and-pop shops, there is plenty of competition for e-commerce entrepreneurs. However, if your passion drives you, you'll continuously push through the difficult stages of being a business owner.  Norm Lanier is an artist by trade, and his talents earned him jobs at prominent companies. When he felt the time was right, he retired to put his passion to work for himself. Though he's enjoyed success as a brand owner, he's also endured obstacles that have hindered the business' growth. Novice e-commerce entrepreneurs experience many pain points, but there are focus areas to help cut down on expenses: Identify levers that impact the business, simplify the business by implementing the 80/20 rule, and invest in PPC. In this episode of the eComm Breakthrough Podcast, Josh Hadley welcomes Norm Lanier, Strategy Audit Session Winner and CEO of an Amazon private label, to discuss growing a small business and planning for a business exit. Norm shares key takeaways and insights that he's learned as an e-commerce entrepreneur, including prioritizing key areas of the business, manufacturing and chain supply, and brand diversification. Resources mentioned in this episode: Josh Hadley on LinkedIn eComm Breakthrough Consulting eComm Breakthrough Podcast Email Josh: Josh@eCommBreakthrough.com Hadley Designs Hadley Designs on Amazon Norm Lanier on LinkedIn Special Mention(s): Kevin King Roland Frasier on LinkedIn Michael E. Gerber on LinkedIn The E-Myth Revisited by Michael E. Gerber Related Episode(s): “Kevin King's Wicked-Smart Tips for Building an Audience of Raving Fans” “Seven Acquisition Strategies to Scale to Eight Figures and Beyond”

At the first job I had as a DBA, I had to build a new server. This was in the days of SQL Server 4.2, and I was combination DBA, sysadmin, and general help desk at a small company. With a software developer consultant, we ran some tests on various machines and then ordered a collection of parts from Compaq. Back in this time, they would only customer parts of the server. We unpacked our boxes with the server, extra drive bay, various SCSI drives, and extra RAM. We assembled and tested the machine and eventually put it into production. In the years since then, I got out of the hardware business and left that to others. For awhile I worked in organizations with IT staff dedicated to building machines, but at some point we stopped doing that. The growth of VMWare and other hypervisors changed the paradigm for most organizations. For more than a decade, all the servers I've connected to are virtual machines running on hardware that my employer or a cloud provider owns and manages as a node in a cluster. Read the rest of Bare Metal

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

When Jonni is away, the guys will give you a tight 2 hourish show! NEWS CLIPS: North Carolina introduce bill to ban participation trophies for children; HBO Max will be $16 a month?! HOLLYWOO!: Chris Hemsworth dials back his acting career due to Alzheimer's risk?; Legendary Studios acquire rights to ‘Street Fighter'; Bill Skarsgard may in fact return as Pennywise in ‘IT' prequel; Daisy Ridley returning to ‘Star Wars'; ‘The Mandalorian' movie announced; James Mangold to direct film about the origins of the Jedi! QOTD: “Can you tell me a movie sequel or prequel that never should have been made and the original would have been better for it?” “How long would you have to starve before you become a cannibal?” “When did you see your first fully naked lady?” NEED MERCH?!: www.insensitivemerch.com AFFILIATE PODCASTS: CriticalMass (https://podcasts.apple.com/us/podcast/criticalmass-podcast/id1350565395) For more info about us visit: asylumstudios.live/ Contact via email: joaquin@asylumstudios.live AsylumStudios #InsensitiveCulture #podcast #podcasting #spotify #podcasts #podcastersofinstagram #podcastlife #podcaster #youtube #hollywood #movienews #comedy #itunes #podcasters #film #applepodcasts #podcastshow #interview #newpodcast #television #spotifypodcast #applepodcast #cinema #radioshow #popculture

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

Today we are deep diving into astrology! Astrology is getting quite the reinvention these days, people are using it as a blueprint and guiding force in their lives, and business. You natal chart and where the planets are now gives you a fascinating view into what could be considered a mid life crisis. Barbara Alexander, astrologer and intuitive coach, will tell you it's NOT a mid life crisis… it's a spiritual awakening! Do you want to illuminate your blindspots? Become more self aware? Learning how the cosmos is activating certain areas of your life… may be the key. Join the Warrior Women Mastermind! Schedule a call with Liz! calendly.com/lizsvatek/zoom-meeting Take Liz's Limitless Warrior 12 week program and change your life! www.lizsvatek.com/limitless-warrior/ Connect with Barbara! https://barbaracalexander.com/ https://barbaracalexander.com/cocreate-your-life-2023/ FB https://www.facebook.com/barbara.coralloalexander INSTA https://www.instagram.com/soulalignedjourney/ Barbara is an intuitive and spiritual coach, mentor and astrologer who believes that personal growth is an evolutionary journey to becoming the highest version of ourself in order to reach limitless personal and professional success. She sees how astrology can help us tune into our soul's purpose, tap into the gifts we were born with and become in alignment with who we truly are at our core. Astrology also helps us better understand why we go through challenges during certain phases in our lives, to better navigate our way through them, which is part of our growth journey. While helping her clients understand their astrological soul blueprint, she mentors and coaches them to courageously embody the fullest, most authentic expression of themselves. In doing so, they become aligned to their true purpose in order to achieve wholistic success on their own terms. Coaching and mentoring come natural to Barbara with her sun sign in Cancer; Her passion for life-long learning and sharing it with others is a characteristic of her moon placement in Sagittarius; Leading others through their transformational journeys is reflected in her Scorpio rising. Prior to starting her own coaching practice, Barbara had a 25-year corporate career in sales and marketing for brands such as IBM, Compaq and Young and Rubicam Advertising.