Podcast appearances and mentions of Jack Welsh

The New RL LeagueCastle Podcast for 2025 presented by Sharp DS Central Coastfeat. Brendan Walsh (Emma's Warriors & Lakes United), Reed Hugo (Cessnock Goannas), Lincoln Smith (Maitland), Jack Welsh & Mitch Black (South Newcastle) thanks to Goosey SportsThe Stats Man aka Josh Spigelman with the Stats Performers of The Week thanks to Fvego ClothingAs always our episode doesn't happen without our partners - CMS Talent Collective & Floww Studio!& dont forget our NewRL Tipping Comp - you can find it on our Instagram @leaguecastleau thanks to Hello World Travel Tuggerah!

Understanding who Mark Hutchinson is, goes a long way towards making an assessment on whether FFI will be successful in achieving its ambitious plans. Its plans of course are to become a green energy leader in transitioning away from fossil fuels, by first leading by example and operating its sites on a real zero carbon basis by 2030. Mark explains that while its goals may be good for the planet it is also most definitely good business (saving a billion litres of diesel each year for a start!). Be first mover and reap the rewards. We learn about what drives Mark and his views on what good (and bad) leadership looks like. Once we get a feel for this, it becomes clear why he took on one of Australia's most challenging and potentially rewarding roles – CEO of FFI. Providing rare insight into the inner workings of FFI, Investment Director Nathan Parkin makes his long-awaited return behind the gold and green microphone to draw out the very best from Mark. Enjoy the final episode of the Good Investing Podcast for 2023.     1 min 58 secs Who is Mark Hutchinson? 3.30 Mark – 24 years at GE and the GE culture and leadership including Jack Welsh stories and leadership thoughts 7.35 GE learnings and how that is relevant to FFI 8.20 Mark on what you learn from bad leaders 10.35 FFI and working with anybody 12.15 Taking your opportunities and taking risks 13.00 Motivation for taking the top job at FFI 16.01 How to adapt to a new culture – making the move to China and taking a leadership role there 21.05 Matching personal values to the role at FFI 25.10 Get the ethics wrong…and what's the point? 26.27 Not-for-profit involvement and what it teaches you 32.20 What does success look like in 2030? 33.40 Final Investment Decision (FID) on green projects within FFI… the process 37.50 The main risks 43.20 “Humble” leadership is critical 46.40 Advice to your 21 year old self… “don't worry!”See omnystudio.com/listener for privacy information.

This week on The Melting Pot, we learned from the founder and managing partner of the CEO Advisory Guru and best-selling author, Adam Coffey. Adam started his CEO journey working for Jack Welsh at General Electrics when it was the biggest business in the world. He's got a new book coming out, Empire Builder, which is a playbook on how to build a billion-dollar business. Adam spent 21 years as a CEO of three national companies for nine private equity sponsors. He's made billions of dollars in exits and completed 58 acquisitions.In this episode, he talks about the difference between buy-and-build and organic growth and how he did that in some of his businesses. He also talks about culture, how to avoid buying the wrong business, how he does due diligence thinking about the CEOs, and the difference between trapping a CEO and letting them run their company post-acquisition. Download and listen to learn more. On today's podcast:  A meticulous approach to acquisitionThe role of the CEO as a motivatorBuilding a sustainable empireEducating about Private EquityCulture and profit: mutually exclusive? Follow Adam Coffey:WebsiteLinkedIn Book recommendations: The Millionaire Next DoorBlue Ocean StrategyGood to Great Enjoyed the show? Leave a Review  

During your sales calls, are you giving it the hard sell? Stop! "I hear a lot of sales influencers kind of talking about, oh, just have a conversation and don't use tactic. You don't need to use a tactic. I wish that, Wendy, I could call you and you would just pick up the phone because you figured, oh, who's going to call me today?" John Barrows, Making Conversations Count - November 2022  In an area with expensive internet? Here's a lower bandwidth version for you Here's a written to be read transcript Sales calls get a bad rap from people that largely don't understand them. Or how to make them. As a telemarketing trainer, Wendy has made more than a million during her career. And she makes them the right way. In this conversation, Wendy talks to John Barrows, a man who boasts quite the record, having worked with the likes of Jack Welsh (yes THAT Jack Welsh) and Jay Baitler (Staples) You'll learn... ‘Enjoying' the sales calls process Having ‘cool' conversations No scripts please! Resist equity in place of comp Values based selling John's conversation that counted (with cameo's from GE's Jack Welsh and Staples' Jay Baitler)   What IS Making Conversations Count?   "Making Conversations Count" is a podcast from WAG Associates founder and telemarketing trainer Wendy Harris.   Missed our previous episodes?   You can catch up with any of the other guests we've been making conversations count with, here:   https://makingconversationscount.com/episodes/   Listen to Making Conversations Count   On your mobile device? Hear the conversations in your favourite platform (Apple or Spotify etc) here:   https://makingconversationscount.studio/listen

Sandy Brown, another true American Sports Nomad, especially in the Media and Broadcasting space.  Listen to amazing stories of Sandy's globe trotting career around the world from ProServ, NBA, ESPN/Star Sports, Univision, ONE World Sports and more.   Key Highlights Growing up playing tennis, made connections through his Tennis Club in Delaware How he got started at ProServ, first meeting with Donald Dell, driving his limo around the airport Dennis Spencer one of his early mentors (shout out to one of the nicest guys in the industry) Pro-Serve, top roster of Tennis and NBA players, tennis tournaments – peak of company Before Sportel Monaco days, MIP TV and MIP Com , flogging sports TV rights in Cannes   Next stop NBA, international TV rights – David Stern his next mentor, early days as Commissioner (know your business better than anyone else was his mantra) CCTV story.  Happened to me before as well ESPN Asia,  move to Hong Kong  -  at the age of 28 (1992) Birth of Cable industry in Asia, Satellite distribution just started – DTH business across the region US content as a start and Monday night Premier League matches Creative deal making in China Merger of ESPN Asia and Star Sports in Asia (Murdoch) (new set up in Singapore) – Managing Director of new JV Big change in broadcast landscape and shock for Rights holders and agencies Two different corporate cultures working together, very focused on turning a loss making entity to break even ESPN had carriage fees,  Star Sports was free for platform owners (Advertising driven) Exploits in India, cable operators in India are another level (try to visualize it) – Chris McDonald/Manu Sawhney (wild west of India, machine guns, etc) ARPU blend discussion – penny a sub in China, 5 cent in India to 1 dollar in SEA and Taiwan – retail rate of partners Disney/ESPN recently shut the entire network structure down after acquiring FOX Sports globally a few years before, about 30 years later   Next stop CNBC Asia (NBC Universal) – learning the GE culture, Jack Welsh as CEO Business News different thing After 15 years, time to come back to the US – biggest take away, working with great people makes the difference Univision – President of Sports – launching a domestic US cable sports channel focused on Hispanic population – bringing in new ideas and concepts, pushing Rights holders to new grounds ONE World Sports – new platform targeting Asian diaspora in the US (Seamus O'Brien behind the venture) From two affiliate deals, pushed up to 70 Lots of live content, Chinese Super League, KHL (Russian Ice-hockey), ECB (English Cricket), European Football Club Channels, Table Tennis, etc Alternative to ESPN, heavy promotions and support to rights holders to market their product in the US Eventually shareholders decided to sell the business – to ELEVEN Commissioner of Major League Lacrosse – turn around situation, difficult set up with owners and commercial structure League had been around for 20 years, lots of cleaning up to do Competitive League shows up (PLL), plus Covid gets in the way Merging with PLL now, handing it over, winding up MLL Poshando Inc – starting his own consulting business just recently (back in Baltimore) Final thoughts on Broadcasting/Streaming industry currently,  subscription models (Netflix), investor expectations vs industry realities  (ARPU blend vs Sub growth) – quality of subscribers cost of acquisition of subs (cost of broadcast rights   About Alexander P. Brown joined Major League Lacrosse in February 2018. Since taking the helm, Brown has drastically improved the experience and opportunity for players, teams and fans. During his tenure, he has restructured the ownership group, rebranded the league marks and reacquired the league's media rights, leading to exponential growth in nationally televised reach. In 2019, Brown welcomed ten new partners to the league, introduced a creative and sophisticated digital team (generating 194% growth in social traffic, 97% growth in social engagement and 393% growth in web traffic) and achieved a 16% increase in total attendance year-over-year. During the 2020 COVID impacted year, Brown oversaw the most successful year in MLL's history in terms of overall engagement, generating over 150mm digital impressions over an eight (8) day tournament. Further, the league's impressions on ESPN and ESPN + increased by 150% and 1600%, respectively. Brown is an accomplished executive with over 25 years of leadership experience who has spearheaded the launch and growth of multiple sports media outlets. Most recently, he was the President/CEO of One World Sports, where he launched the HD channel across both linear and digital platforms to over 50 million US subscribers through cable and satellite distributors as well as over-the-top (OTT) platforms. In 2010, Brown became President of Univision Sports, the leading media outlet for Spanish-speaking Americans, where he created and launched Univision Deportes to over 15 million US homes. As part of this effort, Brown oversaw the rebranding of Univision Sports. Additionally, he not only supervised the production of the highest rated primetime sports broadcast in the channel's history at the time with the Mexico vs. Honduras match in the 2011 Gold Cup, but he developed Univision's nightly version of SportsCenter, “Univision Deportes Extra” or “UDX” as well as the network's signature soccer pregame program, “Futbol Central”. Brown has extensive experience in the international markets. Based in Hong Kong and Singapore, he launched ESPN's business in Asia while serving as the Managing Director of both ESPN Asia and ESPN Star Sports. Brown's international work in sports began in the late 1980's when he was hired by the NBA to oversee their international television interests in over 100 countries. Brown played lacrosse collegiately at Washington and Lee University and represented the university in the 1985 USILA North South Game.     Follow us on our social sites for the latest updates Instagram: https://www.instagram.com/sportsentrepreneurs/ Facebook: https://www.facebook.com/marcusluerpodcast LinkedIn: https://www.linkedin.com/company/sports-entrepreneurs Website: https://marcusluer.com Podcast: https://marcusluer.com/podcast To get in touch, please email us at podcast@marcusluer.com   Feel Good by MusicbyAden https://soundcloud.com/musicbyaden Creative Commons — Attribution-ShareAlike 3.0 Unported — CC BY-SA 3.0 Free Download / Stream: https://bit.ly/_feel-good Music promoted by Audio Library https://youtu.be/bvgIqqRStcQ

Sean Casey sat down with Steve Blass in a can't-miss episode of the Mayor's Office podcast, Jack Welsh and Mike Zydel of Greenfield's Finest Podcast are annoyed by Maryland State Police and sex shop workers, Jim Semonik of Eide's Entertainment in the Strip shares some details on promotions for Record Store Day tomorrow, and Sean Collier reviews the film version of Bad Company by Bad Company - Nic Cage's new endeavor, "Massive Talent," and Bill Deasy performs in a virtual Coffeehouse.

Jack and Mike from Greenfield's Finest podcast debut a new segment on DVE discussing a few things that grind their gears.

March 15th 2020, we all remember that timeframe when the world shut down and many of us had to pivot. Some of us had our careers completely wiped out. For Julie Hruska, she would teach her last 'in person' class on this day, then shut down her studio 6 years prior to her existing plans. Julie then made her pivot, she declared what she wanted to do, which was expand in a time of contraction. Then it started, full send on getting active on LinkedIn, creating content, getting active on video, networking. Julie posted this on her LinkedIn page recently: "2 years ago, when the world locked down, I faced the dark unknown. As a single mother of 3 and an entrepreneur, I had to pivot quickly to keep the lights on and food on our table. It sounds dramatic, because it was. I knew that if I didn't quickly shift to a virtual model for my business, my coaching company wouldn't survive and my children would suffer. The pivot was fast, but I was committed. There was a steep learning curve. I had to learn LinkedIn, content creation, posting, connecting, and engaging I had to learn video recording, editing, and captioning. I had to open up to write again and learn to edit for social media. I had to be vulnerable and risk judgment. It was often terrifying, but I kept stepping beyond fear, toward freedom, moving forward one courageous step at a time." Julie and I had a wonderful discussion about her incredible backstory and pivot, then going into her pillars of creating success in the high performance realm using her 3 'c's of success. Julie applied the exact blueprint of what she teaches to other executives in her own life, she 'walks the walk' and shows others how to do the same. Jack Welsh, former CEO of General Electric and one of the most prolific leaders of the late 90's once said: “Face reality as it is, not as it was or as you wish it to be.” Jack Welsh also said: “Control Your Own Destiny or Someone Else Will” Make sure to check out this incredible episode if you are interested in Leadership, Executive Lifestyle and High Performance Habits. Connect with Julie Hruska at: https://www.linkedin.com/in/julie-hruska-067414188/ Visit Julie Hruska's website here: https://powerfulleaders.com/

Emma hosts Peter Robison, investigative journalist at Bloomberg, to discuss his recent book Flying Blind: The 737 MAX Tragedy and the Fall of Boeing, on the deregulation and the turn to serve the shareholders exclusively that lead up to a six month period a few years ago that saw multiple plane crashes with the 737 MAX. Robison begins by situating the crashes within the last few years, exploring how, in the wake of the first crash, Boeing dove right into a strategy of blaming the piloting of the plane, only for the second crash to affirm the whisperings of Boeing simply failing to properly train and equip their pilots. Next, he and Emma take a step back, exploring how Boeing became the corporation it is today, central to the development of the US Jet Age, working from the mid 20th Century development of the 747 jets up to the 777 in the mid-90s, both of which served as symbols of great American manufacturing in aerospace. This brings them to the massive shift that occurred as the US entered the neoliberal era, starting with Harry Stonecipher's McDonnell Douglas acquiring Boeing and immediately shifting to the Jack Welsh model of pushing shareholder profits as the driver of the company, as Peter Robison explores in their shifting proxy statements, which went from discussing customer service and safety to cost containment and efficiency over the 90s. Next, they move to the role of the government itself, with 90s Republicans and Bill Clinton teaming up to “reinvent” government into a machine of financialization and deregulation, pushing the Federal Aviation Administration itself towards a business strategy, granting Boeing and other companies self-regulatory authorities to help push planes through manufacturing and onto the runway. Finally, they take on the compounding of these elements into the manufacturing failures of the late 2010s, with their rise parallelled by a union-busting attitude in the industry and a mass shift of profits going directly into the pockets of executives. Emma also touches on the brutality of US foreign policy, including another strike in Syria with mass civilian casualties, and a refusal to even acknowledge that people see Israeli as an apartheid state, before she dives into Rocky Wirtz, owner of the Chicago Blackhawks, and his absurd response to being questioned by someone he isn't paying. And in the Fun Half: Emma is joined by Matt and Brandon as they take calls on Kermit the Jordan Peterson and the engineer to military defense pipeline, and Candace and Robert Malone claim that diversity of views is easier found at home, with just your family, than at public school, with thousands of different people. Tucker continues his crusade in defense of CNN correspondents who engage in sexually questionable business practices (Zucker, Cuomo, Cuomo), and Jimmy Fallon puts forwards perhaps his most awkward interview yet, as he and Paris Hilton show off their super-personalized, totally not identical apes. Nathan from Chicago discusses Pluto TV and the overlapping of news programs, Alex from NY gives his matchups, and Emma explores misogyny in journalism, sports, sports journalism, and politics… and political journalism, plus, your calls and IMs! Purchase tickets for the live show in Brooklyn on March 26th HERE: https://www.eventbrite.com/e/the-majority-report-with-sam-seder-live-tickets-259736848907?aff=odwdwdspacecraft Purchase tickets for the live show in Boston on May 15th HERE: https://thewilbur.com/artist/majority-report/ Become a member at JoinTheMajorityReport.com: https://fans.fm/majority/join Subscribe to the AMQuickie newsletter here:  https://madmimi.com/signups/170390/join Join the Majority Report Discord! http://majoritydiscord.com/ Get all your MR merch at our store: https://shop.majorityreportradio.com/ Support the St. Vincent Nurses today! https://action.massnurses.org/we-stand-with-st-vincents-nurses/ Check out Matt's show, Left Reckoning, on Youtube, and subscribe on Patreon! https://www.patreon.com/leftreckoning Subscribe to Matt's other show Literary Hangover on Patreon! https://www.patreon.com/literaryhangover Check out The Nomiki Show on YouTube. https://www.patreon.com/thenomikishow Check out Matt Binder's YouTube channel: https://www.youtube.com/mattbinder Subscribe to Brandon's show The Discourse on Patreon! https://www.patreon.com/ExpandTheDiscourse Check out The Letterhack's upcoming Kickstarter project for his new graphic novel! https://www.kickstarter.com/projects/milagrocomic/milagro-heroe-de-las-calles Check out Jamie's podcast, The Antifada. https://www.patreon.com/theantifada, on iTunes, or at https://www.twitch.tv/theantifada (streaming every Monday, Wednesday, Thursday and Friday at 7pm ET!) Subscribe to Discourse Blog, a newsletter and website for progressive essays and related fun partly run by AM Quickie writer Jack Crosbie. https://discourseblog.com/ Subscribe to AM Quickie writer Corey Pein's podcast News from Nowhere. https://www.patreon.com/newsfromnowhere  Follow the Majority Report crew on Twitter: @SamSeder @EmmaVigeland @MattBinder @MattLech @BF1nn @BradKAlsop The Majority Report with Sam Seder - https://majorityreportradio.com/

"Mude antes de ser obrigado a mudar." Jack Welsh. Quando se antecipa você se torna o maestro da mudança. Não sofrerá por ela, ao contrário, será participante ativo da mudança. Feliz Dia Novo! Ouça e compartilhe.

Mike Zydel and Jack Welsh of Greenfield’s Finest Podcast sat down for a converstation on their show, what they have learned in a year of podcasting, the pursuit of electric toothbrushes, the woman who was a cat and other hilarity!

Wenn Du etwas als richtig erkannt hast, dann tue es - und zwar sofort! (Jack Welsh)

Marco Robert is an international business consultant and an inspirational speaker. Whether he’s shining on stage in front of thousands of people in Florida, advising members of a board of directors in South Africa, or coaching the CEO of a company in Malaysia, he can be described as a result-driven-disrupter. Equipped with the BOSS, his proprietary business framework, he challenges the status quo and finds solutions to the toughest business challenges.His entrepreneurial spirit was seeded at a young age as an apprentice in his family’s business. Later it sprouted on the benches of academia and finally blossomed through nearly three decades of business experiences.A cross between James Bond, Tony Robbins and my favorite University professor. He lives the high-octane life of a jet setter. At any given time, you could run into him on a flight from San Francisco to Singapore or a train from Zurich to Paris. He speaks several languages. His suits are tailor-made in Asia and South Africa. And he is an adept of single malts whiskeys and an erudite wine connoisseur.He’s a socialite who loves the company of others, but for a few months every year he isolates himself at his lake house, hidden somewhere in Northern Canada, to research and write.An unequaled business master, he understands all the different facets of business better than any of his contemporaries. Whether talking finance, leadership, customer service, re-organization, sales & marketing, operations or any of dozens of business topics, Marco holds himself with confidence.Accountants and consultants praise him, business strategists, marketers and sales people learn from him. And business owners simply love him for his passion and dedication to create results.A passionate speaker, mentor and author, he loves to share the findings of his research with business owners all over the world. His no-fuss and sometimes direct speaking approach makes him the darling of result-driven business people. He has rubbed elbows with business legends such as Jack Welsh, George Ross, Mark Norcross, Hugh Hilton, Michelle Mone, Mark and Randi Zuckerberg and many more. On stage Marco is transparent, passionate and even vulnerable, and his topics are always researched and inspirational. People are often surprised by his ability to connect the dots between running a business and being a good human being. During the same speech he can quote Warren Buffet and Friedrich Nietzsche without missing a beat – anything to have a visceral effect on his audience. In the end, he gets more standing ovations than any other business speakers.He is a learned business intellectual. He entertains himself by reading the Wall Street Journal, non-fiction books and by watching Bloomberg television. His favorite buzz words are “system”, “productivity”, “performance” and “results”.Each year Marco’s clients add millions of dollars in direct benefits to their businesses by working with him. Connect with Marco Robert:LinkedIn: http://Linkedin.com/in/marcorobertFacebook:  https://www.facebook.com/MarcoJRobert/Instagram: https://www.instagram.com/marcojrobert/Youtube: https://www.youtube.com/marcorobertConnect with Marco Robert:LinkedIn: http://Linkedin.com/in/marcorobertFacebook:  https://www.facebook.com/MarcoJRobert/Instagram: https://www.instagram.com/marcojrobert/Youtube: https://www.youtube.com/marcorobert  You can purchase Lauren’s book “Finding Your Silver Lining in the Business Immigration Process: An Insightful Guide to Immigrant & Non-Immigrant Business Visas” here- http://bit.ly/silverliningimm Connect with Lauren Cohen:Website: https://ecouncilinc.com/goglobal/Facebook: www.facebook.com/ecouncilincYouTube: http://bit.ly/YT-LaurenesqLinkedIn: www.linkedin.com/in/ecouncilincInstagram: https://www.instagram.com/lauren_cohen_esq/Email: founder@ecouncilglobal.com   Show Notes by Premier Podcast Promotions

What do you get when you mix a podcast with a craft emporium? The funny Mike Zydel and Jack Welsh from Greenfield's Finest Podcast, hair gurus Emilio and Gino from Izzazu, Chris Miller reppin' Pirates of the Rotunda, and acoustic duo Robin & Bob all talk about their craft(s). No one does crafting due diligence like Tom Swartz at the Steel City CRAFT Emporium. SPONSOR: Christmas may be host to mega deals we can drive away with happy, but February is the month we LOVE at Rohrich Honda. For the first time ever, Rohrich Honda will offer 0% financing for up to 60 months on select vehicles, we say don't be a jagoff and ask which ones, head to West Liberty Avenue and check out the options. Ok, 2020 CRV's, HRV's and Ridgelines as well as 21's that include a Pilot. Listen to the podcast and head to Rohrich for all of your vehicle needs. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Kimmer pissed off at lazy Publix shopper, Drunk post effects stories, Ladies on the prow, Biden bitching about Trump Vaccine, Jack Welsh tidbits, Trump tweets, A kind hearted letter to Trump, Tovala oven - the future of eating, Headlines of the year, Today in Medieval Death, Unfortunate texting and other end of the year stuff on the last 2020 Kimmer-cast!! Support the show (http://Patreon.com/KimmerShow)

After working her way up at MBNA and then General Electric, Jen Oknin has demonstrated leadership in both people-first cultures and the traditional Top-Down GE-world of Jack Welsh. She excelled in each and explains the different cultures. She spent the first 20 years of her career travelling the world for a Fortune 10 company. She was successful, built great teams, and accomplished amazing things...but long days and frequent travel took a toll on her overall health. As the fall of iconic brand GE occurred Jen turned to entrepreneurship and has found network marketing to be essential. A way to develop personally while gaining financially along the way. Gain access to leaders like Jen Oknin and listen! Visit Jenn on her website: https://www.jenniferoknin.com/ Visit her on LinkedIn in at : https://www.linkedin.com/in/jenoknin/ Follow us & Download Episodes! Find us at: https://brandology.captivate.fm/ Music by PC-One, Ketsa, PIPE CHOIR through FMA. MrThe Noranha, Euphrosyyn, Evreytro, Joao Janz from FreeSound. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/branditpodcast/support

After working her way up at MBNA and then General Electric, Jen Oknin has demonstrated leadership in both people-first cultures and the traditional Top-Down GE-world of Jack Welsh. She excelled in each and explains the different cultures. She spent the first 20 years of her career travelling the world for a Fortune 10 company. She was successful, built great teams, and accomplished amazing things...but long days and frequent travel took a toll on her overall health.  As the fall of iconic brand GE occurred Jen turned to entrepreneurship and has found network marketing to be essential. A way to develop personally while gaining financially along the way. Gain access to leaders like Jen Oknin and listen! Visit Jenn on her website: https://www.jenniferoknin.com/ (https://www.jenniferoknin.com/) Visit her on LinkedIn in at : https://www.linkedin.com/in/jenoknin/ (https://www.linkedin.com/in/jenoknin/)   Follow us & Download Episodes! Find us at: https://brandology.captivate.fm/ (https://brandology.captivate.fm/) Music by PC-One, Ketsa, PIPE CHOIR through FMA. MrThe Noranha, Euphrosyyn, Evreytro, Joao Janz from FreeSound. This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy Support this podcast

It’s time to get innovative as Lloyd welcomes acclaimed writer and speaker Alf Rehn.From becoming the youngest university chair in Finland to serving as a chairman to a Gold Lion-winning ad agency, Alf has led a vast and varied career. Today, he’s a professor of innovation, design and management at the University of Southern Denmark and the author of Innovation for the Fatigued: How to Build a Culture of Deep Creativity.On this episode, Lloyd and Alf discuss what companies are getting wrong about innovation, why fatigue is set in and how to fix it. Alf also explains why the biggest icons are those who are free to take risks and outlines the three attributes of successful CEOs. Plus, hear about the big company Alf missed the boat on and hear what he learned from meeting GE magnate Jack Welch.Follow Mana Search on TwitterFollow Mana Search on LinkedInBuy Alf’s book, Innovation for the Fatigued Episode Highlights:04:17: The surprising lesson Alf learned from meeting GE executive Jack Welch09:00: The three attributes of successful CEOs10:55: Innovation fatigue and how neobanks contribute to it16:00: Why big companies aren’t necessarily bad innovators22:17: Innovation as a balance of curiosity and perseverance28:30: Why the most innovative companies lead by example32:00: How the opportunity of a lifetime thrust Alf into an existential crisis40:24: Why contrarians continue to fascinate Alf46:41: Alf’s advice for climbing the career ladder

Wie wichtig ist die Persönlichkeit und der Sympathiefaktor bei der Bewerberauswahl? Wenn Unternehmer oder Führungskräfte beabsichtigen, Mitarbeiter einzustellen, steht zunächst die fachliche Kompetenz im Vordergrund. Neben den Erfolgen, Ausbildungen, fachlichen Erfahrungen und dem perfekten Elevator Pitch spielt der Sympathiefaktor eine entscheidende Rolle. Die Gesprächspartner fragen sich, ist der/die mir sympathisch, möchte ich mit dieser Person zusammenarbeiten? Ich stelle mir 2 Fragen, bevor ich einen Menschen in mein Leben lasse, egal ob privat oder beruflich, hat der Mensch Herz und Verstand. Auf ein Bewerbungsgespräch übertragen frage ich mich, möchte ich mit dieser Person arbeiten, bereichert sie persönlich mein Team und hat sie die Kenntnisse und Erfahrungen, die sie für diesen Job braucht. Meine Erfahrung ist, Persönlichkeit schlägt Kompetenz. Ich bin viel eher bereit einen mir sympathischen Menschen einzuarbeiten, als einen perfekten Bewerber einzustellen, der mir unsympathisch ist. “We hire people because of their skills and we fire them because of their personality.“ - Jack Welsh, Ex-CEO General Electric Was ist für Dich bei der Einstellung von Bewerbern entscheidend? Persönlichkeit oder Kompetenz? Schreib mir gerne eine Nachricht. ___ Möchtest Du mehr wissen über Karriere, Erfolg und Bewerbung, dann komm in meine private Facebook-Gruppe: "Karriere. Erfolg. Bewerbung" Den Link findest Du in den Shownotes. ___ Das Bewerbungsgespräch. Insights für Bewerber. Ein Headhunter verrät Geheimnisse zum neuen Job

Episode 14 Nordic Business Forum (NBForum), co-founded by Hans Peter Siefen, is the most sought after business leadership event series in the Nordic Countries. NBForum has featured world-class speakers such as Barack Obama, Al Gore, Simon Sinek, Sir Alex Fergusson, Seth Godin, Steve Wozniak, Gary Vaynerchuk, Randi Zuckerberg, Sir Richard Branson and the late Jack Welsh, just to name a few. One of the secrets behind their success is to exceed the customer expectations, says Hans-Peter.  We discuss what makes these world leaders unique and what have been some of the learnings from them that have been implemented into NBForum culture. Hans-Peter also talks about NBForum events during COVID-19 and their plans for the future.   You will learn from Hans-Peter how to     exceed customer expectations build credibility and trust among stakeholders choose a team member  build and plan your business and your career  Follow Hans- Peter Siefen in LinkedIn   Follow Nordic Business Forum Visit Nordic Business Forum Instagram Nordic Business Forum Facebook Nordic Business Forum Twitter Nordic Business Forum YouTube Nordic Business Forum LinkedIn Nordic Business Forum

This weeks guest is Colin Cameron highly experienced business executive in Banking, Aviation and Power Industries. A really fascinating chat with Colin about his career from University and his journey within banking, aviation and power industries through some of the most significant historical periods; the 2001 twin towers incident and the 2008 banking crash not to mention working with one of his heroes Jack Welsh at GE. For more information regarding I was gonne - www.iwasgonnae.co.uk

Hi agggggaaaaaiiiiinnnn! todays episode is about me focusing in on devils in anime and ranting Aggretsuko. (For the first time there will be a 10/10 star)any questions? here's my email. manimethepodcast@gmail.com

Global Thought-Leader, Andrew Bryant, has been transforming individuals and organisations with his Self-Leadership Methodology through coaching, speaking and facilitation for over 20-years. He is on a mission to 'Wake People Up' to live and work with intention and influence so that they create an impact. Learn how self-leadership is not selfish and how by tapping into personal mastery, we can create greatness. What is self-leadership? Andrew describes "Self-leadership is the practice of intentionally influencing your thinking, feeling and actions towards your objective/s". Listen now to explore some more. Connect with Andrew Bryant Instagram Twitter LinkedIn Facebook Visit the Self Leadership website. Join our Leadership Hacker Tribe and connect with us: Twitter Instagram Facebook LinkedIn (Steve) LinkedIn (The Leadership Hacker)   Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA  ----more---- Click below for the full transcript   The Leadership Hacker Podcast – Episode 3 Andrew Bryan – Self Leadership [Start 00:00:00]   Introduction   Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker.   Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you.   Welcome to another episode of The Leadership Hacker Podcast. I am delighted to go explore self-leadership today with global bestselling author Andrew Bryant, but before we do that. It is The Leadership Hacker news.   The Leadership Hacker News   Steve Rush: And it is almost sadness today that I am sharing, and whilst it is sad, we can also celebrate the life of Jack Welsh, who died recently at the age of 84. Jack Welsh was a Titan American businessman who transformed General Electric from an average performer into America's most valuable company. At one point, he ran the U.S. conglomerate from 1981 until 2001 and was once named manager of the century for its achievements by Fortune magazine. He was nickname Neutron Jack for his cost cutting, ruthless approach to efficiency and later became a bestselling author and a confident to many US presidents. For some, Jack Walsh was not a leader or perceived to be leader at all and didn't exude leadership behaviours. I would however, encourage our listeners to consider the backdrop to our working lives and culture when Jack started out his leadership journey. Our world has changed greatly since the late 1970s and 80s when Jack started his revolution at GE. Some of the behaviours may not be appropriate today that he displayed back in 1970/80, but we're still cutting edge and shaped and changed the way that people did things, what we can recognize and for. Was his famous brand of energy and leadership that created his legendary status, he had a four E's and a P for philosophy, which really shot him to fame on the global leadership arena, and for those of you less familiar with Jack's four E's and a P, let me just explain.   Energy Jack said. Energy is the ability to thrive and action and relish change. People with a positive energy. A generally extroverted and optimistic, they make a contribution and friends easy. They are people who don't complain about working hard. They love to work, they also love to play and have an overall lust for life. So ask yourself this question. Do you bring energy as a leader to your team? Every day? All day.   The next is energize. He was quoted as saying. “This is the ability to get others revved up.” People and energy ideas can inspire their team to take on the impossible and enjoy doing it. The ability to energize is apparent in some with an in-depth knowledge of their business, who sets a powerful and personal example with strong persuasion skills. So again, let us consider do you energize the people that work with you. To a point that they want to work with you?   The next was Edge. Edge to Jack meant having the courage to make tough yes or no decisions. Smart people can assess the situation from every angle, but smart people with Edge know when to stop assessing. Make a tough call even without information, and I think what Jack was talking to then was gut feel or intuition, and as a leader is essential for us to pay attention to that intuition, but do we?   The last E was execute. Being able to execute meant having the ability to get the job done and Jack would say people could have energy, energize everyone around them and make tough calls, but still not get over the finishing line. Being able to execute is a unique and distinct skill, and he would describe as a person knowing how to put decisions into action, pushing them forward to completion through resistance, chaos or any unexpected obstacles. People who execute well know that execution in business is about getting results for everybody. I wondered do we really drive for the execution of business results with clarity and thought.   And Jack would wrap it up with the letter P, which stood for passion. People with passion have heartfelt, deep, authentic excitement about work, Jack would say. I really care to bare bones about their colleagues, their employees and their friends, and they love to learn and grow and they get a huge kicker of people around them in doing the same.   So I would like to encourage you with a final reflection, thinking about Jack's four E's and a P. Do I bring an intense enthusiasm to all the aspects in my life? That is a leadership hacker news. Rest in peace, Jack Welsh, and thank you for the inspiration.   Start of Interview   Steve Rush: Today's guest is bestselling author of two books on self-leadership. He is a TED speaker and an international coach on self-leadership, Andrew Bryant. Andrew, welcome to the show.   Andrew Bryant: Thank you. Nice to be here.   Steve Rush: So folks might know you as the author of Self-Leadership, but they may not know much about the man behind the story. So tell us a bit about you and how you have arrived at where you've arrived at.   Andrew Bryant: I am English by birth. I am Australian by passport. I am Singaporean by residents, and I am Brazilian by wife.   Steve Rush: Wow.   Andrew Bryant: That explains a little bit of my so multicultural outlook. Growing up in England, I went to an English grammar school. I was a pretty good science student. I was destined to do medicine, but the government decided grammar schools were elitist and we got combined with the girls high school just before my A-levels and somehow I got distracted and I didn't get the grades for medicine. My first degree is in physiotherapy and I graduated way back in 1982, I worked a couple of years in hospitals.   I worked at University College Hospital, London, and then I did what most males physio do. I got involved in sport. I was on the medical team of the First Division Soccer Club. I worked with [Inaudible 00:6:20] I worked with Olympic athletes, and this was the mid-1980s before positive psychology, sports psychology, any of this stuff had been invented or discovered. Those of us who were curious about what makes the difference in performance and started to study things like linguistic programming and hypnosis, visualization and goal setting. I am sort of one of the grandfathers of slap movement in to how that became coaching as we know it today.   Steve Rush: And that is part of a lot of our work today. In helping other people as we kind of fall back on some of those tactile foundations that probably born in that sports, physiotherapy, psychology genre, right?   Andrew Bryant: I was going to transfer from physio to medicine, but I am glad it did not. Because physiotherapy is very pragmatic science and it teaches you the art of observation. You spend hours looking at people's running gait or how they throw a ball, and it is based on biomechanics, which is very science based. That skill in observation and listening is caught coaching, and I think it is caught a leadership as well, I think it is a very good discipline.   Then I studied traditional Chinese medicine, which is a systems based process and the distinction between Chinese and Western medicine. Western medicine is very, Aristotle Li and with a cause and there is an effect. In Chinese medicine, there is often multiple causes, so there is a confluence of situations, the results. In Chinese medicine, you don't get sick because it's hot. You get sick because hot and damp. You don't get sick because it's cold. You get sick because it is cold and windy. Now, anybody living in England understands exactly what that means. It gives you a systems thinking. Then when Peter Singer came out with the discipline, I went; this makes sense because looking at the interrelationship between forces was very much my training. The observation that I think gave me a good grounding to make me an effective leadership coach.   Steve Rush: Getting up to the stage of you, writing your book on Self-Leadership. What was it that created the energy and the focus to help you put pen to paper?   Andrew Bryant: Simple answer failure. I moved to Australia with my physiotherapy and my acupuncture ideas and I set up a chain of clinics. I was a successful entrepreneur. I focused my energy on a holistic wellness centre and invested huge amount of money. I had this great idea that, you know gyms and should actually be for people that need it as opposed to those guys that have kind of been lifting too many weights. Kind of wanted to go out to those really beefcake guys and say, hey, you're cooked, you can leave. But see, that would be a dangerous thing to do anyway. I had this vision that, you know, the health centres should be for people that need to be every, you know, ordinary people who want to get fit and healthy, and we need to create an environment where they felt comfortable. But I was years ahead of my time, and then the fitness craze hit Australia in around about to 1999, 2000. You buy a membership, but there is no servicing. They took off and I was charging forty-nine dollars a month. Sorry, yeah forty-nine dollars a month and they were charging forty-nine dollars a year. I went out of business in 2000 and then up three hundred thousand dollars in debt with no assets. Literally living in a backpacker's hostel, you know, paying the rent, day by day.   Steve Rush: Focuses the mind   Andrew Bryant: It really does focus. Now obviously I went through a period of self-criticism and self-doubt, self-judgment, all of the above. But when I kind of came out of the self-pity party, I was set up on the Blue Mountains and I thought, well, if I'm going to rebuild my life, what do I want to do that's important and significant? I don't want to do what I have already done. I was offered a job setting up a physio clinic; I want to do something different, and what do I love to do? And I love the coaching, I loved opening people's minds up. I went okay, how can I go about that? And, you know, what's the methodology I'm going to use? That is where the research started. Then I got a client, I got my first big client that enabled me to go in and work with his management team. He said, you know, you helped my sports team improve. Now come work with my management team. I did not have a system. I just did the observation thing and went, Okay. What do they need to do to improve? I got results and that was great. Then I had that chip on my shoulder. I thought, well, not chips along with the insecurity. Well, I need the degree to back this up. I went off to do an MBA and I remember arguing with the lecturer on organizational behaviour. He said, well, you know, you have some good ideas. Why don't you go write your own book? The rest they say is…   Steve Rush: History.   Andrew Bryant: Yeah.   Steve Rush: In the book Self-Leadership. You define self-leadership as the practice of intentionally influencing, thinking, feeling and actions towards your objectives. That is quite a strong statement. Tell us a little bit, about how that came about.   Andrew Bryant: Well, that is the shortest version. The thing about self-leadership is I am not the person that invented the term. In fact, the very, very first researcher was a guy called Charles Mantz who coined the term self-leadership. The concept of self-leadership goes back to the Roman Stoics. It goes back to the Greek philosophers. It goes back to louts. Influencing others is strength, but influencing self is true power. The concept itself is not original. It is human reality around that, you know, we have some sense of personal power. If we take ownership and so it is very much the ownership of, what can you take ownership of?   And you can actually take ownership of your thinking. We all have thoughts, but do the thoughts have our thought or do we have the thoughts? We all have emotions. But are we having the emotions or the emotions having us? Now, if you have ever been in a fury about something, you know that the emotions had you if you have ever been really sad about something, you've been gripped by the emotion, you were not in control, but when we go, I'm angry about this. Why am I angry about this? What is driving that anger?   What is that really about, then, we take that step back into the observer place, and that gives us choice. You know, that is the heart of Stephen Covey work. You know The Seven Habits of Highly Effective People. Was that proactivity between idea and action, that there is a choice point that we have as human beings.   Steve Rush: And in my experience as a coach, Andrew, and I am sure you see this a lot with your clients too. Is most of my work is in a bit in the middle, the gap between the idea and the action and the evaluation of how you get people to move forward. How has that been part of what you do right now?   Andrew Bryant: Just before I came on this, I was talking to a CEO pharmaceutical company who wanted me to coach one of his executives; I have been interviewed by his head of HR. Before, I spoke to him, she was obviously playing Buffa, I didn't waste his time. Then his opening statement was, tell me about yourself, because I have not had time to read the briefing material. I kind of wanted to do…in a groan, because that means I've got to tell my entire life story, which I'm doing again. It is a long life story and I have to edit it, and I just I want to come across as like, why are you a different coach? How do I go about that? I really took this point that, you know, the classic coach comes from the inner game and the outer game, and you will be familiar with a book called The Inner Game of Tennis.   Steve Rush: Sure I am.   Andrew Bryant: And that is coaching is about inner landscape. Outer coaching is how you hold tennis racket, how you serve the ball. The inner coaching is how you think about yourself as a tennis player and with leadership coaches. How do I think about myself as leader? I mean, just this week as coaching the CEO of an organization, it is very successful CEO. I have coached him in other organizations. He has been parachuted into this company, Joint Venture Capital Support, and he his stressing himself out because he built this runway and he has attached his ego. When I say build the runway, build the runway to profitability in a certain amount of time and a curtain number, and he's attached his ego to that. And if it doesn't work, he's feeling like a failure, and so the way he's created a mental schematic of that is his inner world is driving his outer communication. And he's actually, you know, the coaching was to help him not spread doubt amongst his troops, because he's having these doubts. But as the leader there, his doubts, they're not their doubts and their only doubts because he's made such a big deal out of this. Now, if the company burned to the ground, he would rise from the ashes and he would lead another organization. Is very successful, very competent, very intelligent individual. But the countries around that gap between his inner thinking and his execution in this case, his speaking was not as aligned and motivational inspirational as it could have been.   Steve Rush: Some folks, when they hear talk about focus on self, focus on me, some people might actually see that rather than being self-leadership as almost being a little selfish.   Andrew Bryant: Before I go there. Let me go somewhere else, right. Here is something I did with people, as I say, look, you know, if somebody drive outside the restaurant of the hotel in the Maserati or a Lamborghini, the Ferrari gets out, you know, after having rev the engine so that everybody's paid attention to, and then throws the keys to the valet. Do they have a big ego or a small ego?   They don't answer. Most people listening will say big ego. Actually, from a psychological perspective, there ego is fragile. Because they are engaging in egocentric behaviours, right. Look at me look at me, right. So egomaniacal egocentric behaviours are based on a need to feed an ego. When somebody has a healthy ego, a healthy sense of self. They don't need the attention. They don't need to throw the keys at the valet. They could turn up on a bicycle and they would be fine because they know who they are, right. So actually, when you do the work on yourself, you are a better human being to be in relationship with others, right. Steve Rush: I like that.   Andrew Bryant: Ego. Yeah, actually. Collins talked about ego means just sense of self. Egocentricity is a fragile ego. Look at me. Look at me. I am not Okay. You know, a relationship should always be a good start where the whole is greater than the sum of the individual parts. If two broken people are trying to get together and say, you complete me as the line from the movie go. Yeah, if two broken people meet each other trying to make one complete person, they are co-dependent. When two people have got their stuff together, meet. They create a relationship that has things over and above themselves. Self-leadership is not selfish because when we have taken care of ourselves, we have all the energy to focus on other people. We can listen. We can help and the simplest one is a metaphor that precedes me, but I use it as well. Is if you are on the airplane and the oxygen mask does fall from the ceiling. You are supposed to put it over your nose and mouth first before assisting others, because if you don't look after yourself, you're useless to anybody else.   Steve Rush: I like that metaphor. It is incumbent of all leaders to be mentally and physically fit as well as, you know, emotionally fit to help other people, right?   Andrew Bryant: Absolutely. Again, I was talking to somebody this morning, different person was saying earlier, and he was saying, you know, I have invested in myself and I am doing this and I am being more recognized at work. Wherever I go, there I am, right. Personal development is going to make you a better leader. Personal development is going to make you a better worker, co-worker, husband, or wife. Again, we are back to this. Working on yourself is not selfish because everybody else benefits. The biggest compliment you can do for somebody is to turn up and authentically be yourself. If you are hiding behind some mask or you are playing some game and then manipulating them into whatever bizarre reality you have, then we are not doing anybody a favour.   Steve Rush: And of course, people could spot when people are not being authentic. We get that gut feel that way, don't we? We would not show where it comes from, but we just know it is not real.   Andrew Bryant: Well we are very good, at picking up congruency and incongruence. If there is an incongruence, that is what we pick up and it gives us that that squirmy feeling, as you say, in the gut. Being authentic is a conversation in itself. Right. How authentic are you allowed to be? You know, certain world leaders today, you would say they are very authentic, but they are rubbing a lot of people up the wrong way.   Steve Rush: Yeah, quite right.   Andrew Bryant: To your point about selfishness is. The human condition is, yes, we need to develop ourselves, but we always operate in some kind of tribe or group because the human being is a social animal. Just because I have my stuff together and I dont have it every day, but most days at least I have the tools and the strategies to lead myself. I cannot assume that the person I am talking to has got their stuff together. They may be operating from a strange mental model or mental schema. They may be having some insecurities. They may be dealing with some trauma; I don't know what's going on in their life, so I can turn up and authentically be me, but sometimes I might have to dial it down a little bit because, you know, I don't know the environment I am in. I don't have a relationship with this individual.   Steve Rush: In your book, Self-Leadership, you talk about a couple of characters in there to help people get through some metaphorical thinking. Drivers and passengers. Tell us a little bit, about how that comes about.   Andrew Bryant: Yeah sure. It is a very simple metaphor. I think most people who can drive like to drive, particularly if you have an open road and a nice car. I think that sometimes it is nice to be a passenger and sit in the back. When I fly into a foreign city to speak and I am picked up by a car and driven to the hotel. Both are appropriate in the right context, but if you are being a passenger in parts of your life, where you need to take control, then that is a problem. And so it's the awareness of do I need to take ownership and responsibility of this or am I just going to sit in the back and let somebody else drive? And a lot of the times people are going along in life waiting for instructions. You know, for me, I remember the C colon backslash prompt on a DOS computer, you know, is waiting for input, and a lot of people are like that. They are waiting for instructions. We live in a work environment where we want people taking ownership, who are agile, thinking for themselves, because frankly, if people are not thinking for themselves, they are going to be replaced by AI algorithm or some machine learning very quickly.   You need to look at your life and look at where I am being the passenger and where I am being the driver. Which brings us to a movie that I do remember, the very first Spider-Man where Uncle Ben says to Peter Parker, you know, with great power comes great responsibility. Steve Rush: Great responsibility.   Andrew Bryant: Yeah. However, with great responsibility, stroke ownership comes great power. When we take ownership for thinking, feeling and actions, we start to influence our immediate environment and maybe the environment at large. We don't influence everything. Bad things happen to good people and good things happen to bad people that is life. However, the attitude, the mind-set of what can I take of. Can I be proactive? Can I offer a solution rather than sit there waiting for somebody else to fix it? And that's a huge difference in, you know, anybody who runs a company or leads a team knows that they have drivers and they have some passengers and they know what they rather have more of.   Steve Rush: And course, becoming a driver takes practice and persistence, and one of the subsets you talk about in the book in order to kind of unlock some of that is personal mastery. From my experience around personal mastery. This is one of those things that just never stops. It is kind of like a symphony. It carries on it gathers momentum. What role do you see personal mastery playing in people's self-leadership?   Andrew Bryant: Well, in the self-leadership construct that I use for research so that my research or my talking is linked to other people. Is I think in self-leadership? The three elements, which is self-awareness. Do I know what I am thinking, what I am feeling? Self-regulation, which are our habits, and I think really personal mastery comes in the area of habits and then self-learning how we are doing. However when people don't understand what self-leadership is, they extend the definition of personal mastery to include self-learning. Peter Singer said that people with personal mastery are in a constant state of learning, which is great. So personal mastery is about living life on purpose. The self-regulation is doing things in alignment with your vision and your values, and if you continue to do those things, then you will be successful. If you value health, then you are going to exercise and eat correctly. If you value in relationship, you are going to invest in this relationship and you will have habits and strategies around that.   I recently wrote a blog where I added the vision, the values and perspectives, and I think that covers the learning. This was about our mental models and schemers that we talked about earlier. If you can have personal mastery, particularly in this very interesting world hashtag post truth is that you need to recognize your own perspective so that you are aware of your biases and be very tolerant I think of other people's perspectives.   Steve Rush: Yeah, that is important, too.   Andrew Bryant: Yeah, so there is a huge overlap between personal mastery and self-leadership. You can use the terms interchangeably or if you are specifically looking at researching the constructs, then personal mastery comes in the self-regulation piece of self-leadership.   Steve Rush: And in coaching of the people, I often have to delve deep into people's inner thoughts to get them to share their thinking and their learnings of what is taking place. In the workplace today, it is fair to say that diversity of thought is not really as common as it could be. What is your take on diversity of thinking and diversity of thought?   Andrew Bryant: Very good. Well, I think we Segway nicely from my previous statements, didn't we? Around perspectives. I am a great fan of diversity and inclusion of thought. In terms of diversity, inclusion, I am on the Faculty of Women in Leadership at Singapore Management University. But here were only looking at gender. Right, we are not looking at orientation or we looking at age or disability, etc. Whereas I think if we took a higher frame and said that diversity and inclusion of thinking gives us better results, and I think most people would agree with that. If you have ever worked on. You know, had a really good brainstorming session or you got a partner that, you know, you can you can bounce ideas off. You always end up with a better idea. I have co-authored two of the books I've written and having a co-author looks at something and they challenge you and you go, ah, yeah, I could see it a different way. Every time you have different thought processes, I think you…depending on where you are going you raise the standard. I remember when I did my MBA, learning about groupthink. Where everybody has the same idea and does the same thing, and like the metaphor of lemon running off the cliff. I think if we welcome diversity of thought, I was talking to somebody at a party at the weekend. I was bemoaning the fact that I think they stopped teaching, debating in schools because nobody can actually have a discussion about anything anymore or everybody jumps into strawman arguments or what about isms. Nobody can say, oh, that is an interesting point. You know, could you expand on that? And is there another way of looking at this? And, you know, where's your evidence for that? The ability to actually have dialogue without making it personal seems to have evaporate.   Steve Rush: And what do you think causes that emotional response?   Andrew Bryant: The emotional response to people is people attach their ego to their ideas and their perspectives. Remember I said we own our thoughts our thoughts are not us. We own our feelings our feelings are not us. Now because human beings are so tribal, we identify. A Manchester United supporter is a Manchester United supporter through and through. It is an identity; it may even be a generational identity from grandfather to father to son. If I meet a Liverpool supporter, there's a problem. Right. They are both members of a tribe, but they are members of a larger tribe if they are both English. Anybody who was not English, they would hate the Germans or the Brazilians or whatever. We have this tribal identity and the inability to have discussions with them. In England, you have Brexiteers and Romanians and Americans have got there Democrats and the Republicans. Is people very closely identified with tribes and are failing to step back from that and actually look at the arguments. Right, that there is good and bad on both sides, but are we talking about those things and leaders in particular need to be able to have the intelligence to hold contradictory thoughts at the same time. One of the coaching things I do with senior leaders is to get them to argue against, you know, they say, hey, I am going to do this, and I said, no, I want you to argue against it. Then I want you to argue for it again, and when they argued against it and then they argued for it. There for is much better because they argued against.   Steve Rush: It is a great technique of self-coaching to at the time, isn't it? As self-reflecting?   Andrew Bryant: Yeah, I think those mental disciplines and maybe it is because I am fifty-eight years old. Maybe, it is there. My son who is 12 is actually very good at art making an argument, and I really love. He has some self-leadership and that is great, so maybe I am just sounding like an old fogey, but it seems to be maybe it is the rise of social media. There is a whole bunch of reasons why, but it does seem to be that the ability to be aware of your own position and be okay to look at that without feeling like that's an attack on your ego.   Steve Rush: And I guess a lot of the behaviours that we carry through high school, university and then onto workers leaders is merely a learned behaviour. If we keep reinforcing those learned behaviours, we are reinforcing bad habits or we are creating new habits. Of course, kids and children are in the early stages of learning about leadership, and I observe leadership in my son's basketball court on a Saturday morning.   And for me, leadership is not an age thing or a role thing, it is a behaviour. What do you think we can learn from children when it comes to leadership?   Andrew Bryant: Like you, I learned from my kids, and I watch them learning and I watch them taking leadership positions in various things. The first thing you notice, of course, is kids are brilliant models, and as we are growing up, it is a survival mechanism to mimic and model behaviour. I remember driving along when my daughter was very small, and somebody pulled out in front of me and she goes. Is he a stupid idiot, daddy? I did not actually say it, like, obviously, I had probably said it at a previous time and she had led that. She has connected the behaviour to the phrase, and she was tiny when she said this. I think we can learn a great deal.   One of the strategies I teach in leadership and in coaching courses is feedback. There is a model I don't know whether I came up with it, but the acronym, I find this very sticky and that is fact impact on future. The fact is the observation of the reality, the impact is what that behaviour is doing, both good and bad and obviously, the future is the future behaviour. Managers and leaders learned this very quickly and I talk about when Tasha, my daughter, was about four. Coming down the stairs off the house that we had recently moved into, it had lot stares. As we moved into it, I had said to her, look, if you are coming down the stairs, hold onto the handrail. I was terrified. At about four, she would fall and I am walking past the bottom of the stairs. Tasha is coming down and she is not holding onto the handrail. I said, Tasha, she said daddy; I said what are you doing? She pauses and says, Well, I am coming down the stairs. I said what, are you not doing? And she does that cute little the four year olds do…oh, I'm not holding onto the handrail, so we establish the facts.   She was aware undeniably, of what her behaviour was at that point. So then, I asked the impact question, what might happen if you don't hold onto the handrail? And she thought for a moment and she said in her beautiful 4 year old language fall, ouch, blood. I said that is right. Fall ouch bloody, do you want fall ouch blood? But she said, no, I don't want fall ouch blood. I said what, are you going to do in the future? And she said, Hold onto the handrail. Now from that moment on, I never had to remind her until she was old enough. It did not matter and what I say to manage is if I could change the behaviour of my four year old and if my four year old could understand the current situation, the impact of her behaviour and the future behaviour, and tell me what she was going to do, what is the problem with your people? And the problem is that you're not doing this. You are expecting your people to know exactly what you are thinking and you are not really giving them effective feedback.   Steve Rush: It is great little model, love it. I think I will be using that next time myself too, thank you for sharing. This part of the show we are going to kind of delve into your top leadership hacks. If you could just share with the folks listening today. What would be your top three leadership hacks and nudges, tips, ideas?   Andrew Bryant: Well, I think obviously I'm going to start with number one, which is to practice self-leadership, which is intentionally influencing your thinking, feeling and actions towards your objectives, and as you do that, developing your personal mastery and therefore become more effective. Because let's face it, if you're going to be a leader, you have to be affect, so that will be no one.   Number two would be, listen for what is important now. When you really listen to people talk. They tell you what they value. It is as if they are broadcasting the P.I.N to their A.T.M. The secret code, people talk about what they value, and as a leader, you need to frame all communication in terms of what is important to your listeners. Only then can you influence them to move towards the objectives that you see as leaders. That would be number two.   My third leadership hack is to give up on perfection in favour of progress. As you take actions, they won't be perfect, but you're making progress as you take action and then you can use the feedback as I just shared fact impact feature to make it better. Because perfection will paralyze you through procrastination, so that is my tip.   Steve Rush: Want to kind of cast it back to…we going to call this hack to attack. There are times all of us could be familiar with in our lives where we have screwed up, we have got things wrong. Can you share with us maybe the one thing you can recall where it has gone wrong, but, you know, using that, learning to help you in your forward thinking and your future.   Andrew Bryant: Yeah and I would say that in one word, and that is disruption. I already shared with you the story that in 2000, the business model I have was disrupted as low cost health and wellness centres came into Australia. That disrupted me, and I went through a period of discomfort, obviously financial ruin and self-seeking, but I disrupted that. Then I decided what was important to me, my leadership hacks and that pivoted me into speaking, coaching, training. I ended up moving to Singapore because I had some big clients here, one of which was Singapore Airlines, and I built a big training business. I had trainers and I had staff and an office. Then we had the global financial crisis, and suddenly nobody was spending any money on training and development. Then I had to disrupt myself again. I realised I was working for everybody else. I was not doing the thing that I loved, and so I disrupted myself again. I got rid of the office, I got rid of the staff, and I streamlined it so that it was business that I wanted to do because I liked what's important to me was being front of people and making the change.   Having had those two in 2017, I saw that in moving to a very ME centric business model that also was massively vulnerable. I look forward and I could see that online learning was the future, and I did my first foray into that in 2017. Did not do very much of it in 2018, 2019 I absolutely put a huge amount of energy into that. I could coach globally; I recorded group-coaching programs and turned those into products like my executive presence accelerator, my C suite accelerator programs, so my hack to attack is always be disrupting yourself.   Steve Rush: And it is also interesting because if you're not disrupting yourself, you're creating comfort. Comfort is not helpful when we are looking to progress.   Andrew Bryant: No, it is not. I will agree with you there.   Steve Rush: Okay. So my final ask of you today, Andrew, is if you could turn back the clock, do a bit of time travel and bump into your 21-year-old self, what would be the one between advice you would give them?   Andrew Bryant: You know, I think my greatest lesson over the last few years is to really understand what is meant by the word humility. I did not need to like the word because I am a great believer that we need to be confident and particularly here, in Asia people mistake confidence for arrogance. I was always very anti the sort of fake humility that people have, but what I realized is that humility comes from the Latin humilitas, which gives us the word grounded. It means grounded, and I talked earlier about authentically turning up in relationships. I think what's made me happier, more effective in my life is getting grounded, is realizing who I am, what I'm good at, what I'm not good at, and operating from that grounded-ness and not needing to live my life for the acceptance of appreciation of everybody else, whether that's externally or mentally in a psychodrama. Often we live our lives for the appreciation of our parents, alive or dead. I know I did in my youngest 21 year old self was always thinking, well, you know, would my dad be proud of me? Then a few years ago, I was in a hospice holding my father's hands as he left this world, and he did say to me, I am proud of you, son. Although it was a beautiful moment, I did not no longer needed it because many, many years before I had learnt that I needed to be proud of myself, with or without my father or with or without anybody else. Now, as you say, what I would said to my 21 year old self, I mean, between twenty one and forty one, I spent a lot of time and energy trying to impress people that didn't need to be impressed. I think that would be from the heart sharing to you.   Steve Rush: Thank you for sharing, really appreciate that. So folks are probably wondering, Andrew, how they can get to learn a little bit more about your C-suite accelerator, how they can find about your blog and your book. Where would you like them to go?   Andrew Bryant: That is very simple. We have been talking about self-leadership and so go to selfleadership.com on the home page they is obviously at the top navigation bar linked to blog. There are four buttons. One, if you are interested in personal coaching. One, if you are an organization and you want a self-leadership culture of your organization, one for the C-suite accelerator, and I can't remember what the fourth one for, but you go there selfleadership.com and all the things that we have talked about, the links all just flow off that home page.   Steve Rush: Well, Andrew Bryant, thank you ever so much for joining us on The Leadership Hacker podcast today.   Andrew Bryant: It is absolutely my pleasure, and it has been very enjoyable. Thank you, Steve. Closing Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers. Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handle there: @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.            

The Squiz is a free weekday email and podcast. Sign up to The Squiz - www.thesquiz.com.au ."Working on my night cheese"Commbank (sponsored): T20worldcup.com

Jack Welsh is the co-owner of LumberjAxes and Sliders Curling. He has successfully transitioned from a union job and bartending gig into running a business that delivers genuinely unique experiences.   He and his co-founders first came across axe throwing in Philadelphia and decided to bring the concept to Pittsburgh. It’s been a winner and has grown to multiple locations.   To keep the momentum going, he has now opened Sliders Curling in the adjacent lot to offer competitive, bar-style curling to their customers.   In this conversation, you’ll hear Jack and Aaron discuss the origins of the company, how Jack transitioned out of his day job, and the capital required to get the company off the ground. Pittsburgh’s best conference to Expand your Mind & Fill your Heart happens once a year.   Jack Welsh’s Challenge; Go out of town to find some new entertainment options.   Connect with Lumberjaxes Axe Throwing Instagram Facebook Axethrowingpgh.com   Connect with Sliders Curling Instagram Facebook Slidersbarandgames.com   If you liked this interview, check out episode 184 with Ed Bailey & Day Bracey where we discuss comedy, drinking partners podcast, and creative partnership. Underwritten by Piper Creative Piper Creative creates podcasts, vlogs, and videos for companies.    Our clients become better storytellers.    How? Click here and Learn more.   We work with Fortune 500s, medium-sized companies, and entrepreneurs.   Follow Piper as we grow YouTube TikTok Instagram Subscribe on iTunes | Stitcher | Overcast | Spotify

In this episode of The Leadership and Learning Podcast, host Randy Goruk provides some thought provoking questions around competitive advantage. As you plan your business for next year, Randy shares three quotes from Jack Welsh, former CEO of General Electric and his thoughts on competitive advantage. His hope is you will be inspired to think differently about how you compete and to achieve a true competitive advantage. In this short podcast, you'll: Learn what a competitive advantage is. Be challenged to ‘critically evaluate your true competitive advantage and strengthen it'. Learn five critical questions to ask yourself or your team about your products and services. This thought-provoking topic may just change the way you compete. Companies that have a true competitive advantage flourish. And those that don't, don't.

Hi, This is now the Second episode of Manime! Make sure to subscribe and share with all your other Fellow anime lovers ENJOY!!

EP53: The New Mindset of Hiring to Build Your Team SUMMARY: This episode of the DYB podcast features the DYB team consisting of Steve, Ron, Greg and Scott to talk about the new mindset of hiring and building a team. The team dives into the challenges of hiring new employees and things that should be considered and taken into account when employing new people. They also talk about different platforms to connect with possible employees and share stories and scenarios that can help any entrepreneur successfully build his or her team. -------------- WHAT YOU'LL LEARN: Challenges of hiring new employees Things to consider when hiring new employees. Platforms to connect with potential employees How to successfully build and retain a good team --------------   QUOTES: “Part of the reason why some guys aren’t showing up is because they’re working jobs and they’re considering leaving them.” “Anything you can do to lower barriers in order to get the higher people it will benefit you.” “You should be addressing culture and purpose in your ads and what people want to know is if there’s a place to grow in your company.” “It’s worth learning a little bit about the generations that are today’s workforce, work-life balance, for instance, is very important.” “If we’re gonna grow our company, we need to be comfortable being uncomfortable, it’s the only feeling towards success.” -------------- HIGHLIGHTS: 3:00 New hires not showing up 5:55 How to make people comfortable during an interview 10:25 Character and behavioral issues 12:40 Platforms to connect with people 15:50 Discussion on payment 21:38 What is the Jack Welsh concept? 28:30 How to communicate company culture? -------------- LINKS & RESOURCES MENTIONED IN THIS EPISODE: Join DYB ADDITIONAL FREE RESOURCES: Schedule Your Free Strategy Call With Steve -------------- Connect with Greg Miller on Facebook here Connect with Scott Lollar on Facebook here Connect with Ron Ramsden on Facebook here Connect with Steve on Facebook here -------------- Press and hold to visit the page Show Page Notes -------------- Thank you very much for joining us today! If you received value, would you take a quick few seconds and leave us a review on iTunes, please?

Los comerciantes offline, temen algo que los está aniquilando.Entran en sus tiendas , se prueban su ropa y sus zapatos.... pero el cliente acaba comprando desde el móvil en otro lugar del planeta, lejos de su establecimiento.El WEBSHOPPING.Tiene solución. Y es , o esta fácil y a la vez dificil solución... o , cómo dijo Jack Welsh, desaparecer.Vemos en breve qué hacer frente a ello.Marketing .Cómo hacer tu plan de marketing, encuentra los ingredientes para elaborar un plan de marketing. Para tu empresa o tu proyecto.Marketing, ventas, Linkedin .De nuestra agencia de marketing en Mallorca.

Los comerciantes offline, temen algo que los está aniquilando.Entran en sus tiendas , se prueban su ropa y sus zapatos.... pero el cliente acaba comprando desde el móvil en otro lugar del planeta, lejos de su establecimiento.El WEBSHOPPING.Tiene solución. Y es , o esta fácil y a la vez dificil solución... o , cómo dijo Jack Welsh, desaparecer.Vemos en breve qué hacer frente a ello.Marketing .Cómo hacer tu plan de marketing, encuentra los ingredientes para elaborar un plan de marketing. Para tu empresa o tu proyecto.Marketing, ventas, Linkedin .De nuestra agencia de marketing en Mallorca.

Beth Comstock, the first female vice chair at General Electric, thinks companies large and small often approach innovation the wrong way. They either try to throw money at the problem before it has a clear market, misallocate resources, or don't get buy in from senior leaders to enact real change. Comstock spent many years at GE - under both Jack Welsh's and Jeffrey Immelt's leadership - before leaving the company late last year. She's the author of the book "Imagine It Forward: Courage, Creativity, and the Power of Change.”

** IF YOU'VE ENJOYED THIS PLEASE LEAVE A SHORT REVIEW. THANK YOU** 1.15 – A bit of background on Skillsoft – 2.35 – Internal communications to enable sales– 4.00 – Authenticity, focus and knowing when to offer support – 6.07 – The problem with office politics – 7.50 - People should love what they do (and maybe it isn’t here) – 9.10 – A leader’s role is to clear a path - 10.40  – Addressing gender imbalance, Starbucks and conscious bias – 17.30 – The changing role of learning in business – 13.45 – Cementing recall with stories – 17.40 – Providing specific learning for female high potentials - 22.50 – Personal development, your interests and a focus on ‘making you a better you’ – 24.38 – Democratisation of leadership and training at the moment of need – 27.30 – Sponsors vs mentors – 28.50 – Cheryl Sandberg, Plan B and pivoting in life – 30.50 – Jack Welsh and efficiency - 31.14 -  ‘You are enough’ – confidence and doing it your own way.

Which Qualities Set Leaders Apart from the Herd?  Leadership is a strange animal. Although leadership experts can agree on what makes for good leadership in the larger sense, the number of characteristics deemed as necessary for it can vary greatly.   So, depending on how general or detailed you choose to analyze leadership, the numbers will vary. That’s because leadership defies a permanent and static definition – it cannot be boxed. It’s always recognized by people when they witness it, but the varying styles of influences which makes it up can make it hard to pin down. It’s a bit like trying to predict the weather. There are ways to do it, but it sure isn’t an exact science. Leadership is, in a way, quite intangible.   Nevertheless, there are some characteristics that cannot be overlooked and that defy time, cultures, trends, and situations. So, in this episode of The Thriving on Purpose Podcast, we discuss:     People Skills Smarts Vision Character Adaptability Focus “IT” Factor   In this Episode You Will:-Learn what separates leaders from followers -Get a clear picture of what constitutes strong leadership -Get a better grasp of what is required in order to positively influence others -Be equipped with the knowledge to build a strong leadership  foundation     Memorable Quotes:  “Emotional (smarts) is rarer than book smarts, but my experience says it is actually more important in the making of a leader.” – Jack Welsh   "I.Q. get you hired… E.Q. gets you promoted."   “Competence goes beyond words. It’s the leader’s ability to say it, plan it, and do it in such a way that others know that you know how – and know that they want to follow you.” – John C. Maxwell   "Common sense isn’t so common."   Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.” ― Jack Welch   “Character is doing the right thing, even when no one is looking.”   “Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.” – John Wooden  "Adaptability is being able to adjust to any situation at any given time.” – John Wooden   "Charisma gets you in the room, but character keeps you there.”     Resources:  The seven characteristics listed in the podcast were taken from: Lead Like a Superhero, by Sebastien Richard (https://www.thrivingonpurpose.com/lead-like-a-superhero/)   You Might Also Like: The 21 Indispensable Qualities of a Leader, by John C. Maxwell (https://amzn.to/2RgP42X) Emotional Intelligence: Why it Can Matter More Than IQ, by Daniel Goleman (https://amzn.to/37krJTt)   Grab a copy of the "Characteristics of a Leader" Teaching. You can Read it, Teach it, or Share it! (https://www.thrivingonpurpose.com/free-resources/) (https://www.thrivingonpurpose.com/free-resources/)     The post Thriving on Purpose (https://www.thrivingonpurpose.com) . Support this podcast

Es gibt sie in jedem Unternehmen: Low-performer und high-performer. Jack Welsh hat diese Mitarbeitergruppen einmal als Stars (High-performer oder Talente) bzw. als lemons /low-performer oder Schlechtleister) bezeichnet. Eine ganz schön harte Wortwahl, die schnell dazu führt, dass Menschen in die eine oder andere Richtung stigmatisiert werden.Gleichwohl: Es gibt nun mal Leistungsunterschiede zwischen Menschen. Es gibt die Ausreißer nach oben und nach unten.Wenn das aber so ist, dann ist auch automatisch die Frage auf dem Tisch, ob man Mitarbeiter mit herausragenden Leistungen oder mit dauerhaft schlechten Leistungen eigentlich mit den gleichen Instrumenten führt. Reicht das bisherige Instrumentarium eigentlich aus oder braucht man ein ganz anderes Handwerkszeug um mit Führungssituationen in diesem Kontext zurechtzukommen.Heute geht es vor allem darum, diese Mitarbeitergruppen erst mal zu identifizieren. Lernen Sie dabei, Ihr Personal in eine einfache aber sehr aussagefähige Matrix einzuordnen.Viel Spaß beim Zuhören und bleiben Sie positiv und inspiriert.

Es gibt sie in jedem Unternehmen: Low-performer und high-performer. Jack Welsh hat diese Mitarbeitergruppen einmal als Stars (High-performer oder Talente) bzw. als lemons /low-performer oder Schlechtleister) bezeichnet. Eine ganz schön harte Wortwahl, die schnell dazu führt, dass Menschen in die eine oder andere Richtung stigmatisiert werden.Gleichwohl: Es gibt nun mal Leistungsunterschiede zwischen Menschen. Es gibt die Ausreißer nach oben und nach unten.Wenn das aber so ist, dann ist auch automatisch die Frage auf dem Tisch, ob man Mitarbeiter mit herausragenden Leistungen oder mit dauerhaft schlechten Leistungen eigentlich mit den gleichen Instrumenten führt. Reicht das bisherige Instrumentarium eigentlich aus oder braucht man ein ganz anderes Handwerkszeug um mit Führungssituationen in diesem Kontext zurechtzukommen.Heute geht es vor allem darum, diese Mitarbeitergruppen erst mal zu identifizieren. Lernen Sie dabei, Ihr Personal in eine einfache aber sehr aussagefähige Matrix einzuordnen.Viel Spaß beim Zuhören und bleiben Sie positiv und inspiriert.

Es gibt sie in jedem Unternehmen: Low-performer und high-performer. Jack Welsh hat diese Mitarbeitergruppen einmal als Stars (High-performer oder Talente) bzw. als lemons /low-performer oder Schlechtleister) bezeichnet. Eine ganz schön harte Wortwahl, die schnell dazu führt, dass Menschen in die eine oder andere Richtung stigmatisiert werden. Gleichwohl: Es gibt nun mal Leistungsunterschiede zwischen Menschen. Es gibt die Ausreißer nach oben und nach unten. Wenn das aber so ist, dann ist auch automatisch die Frage auf dem Tisch, ob man Mitarbeiter mit herausragenden Leistungen oder mit dauerhaft schlechten Leistungen eigentlich mit den gleichen Instrumenten führt. Reicht das bisherige Instrumentarium eigentlich aus oder braucht man ein ganz anderes Handwerkszeug um mit Führungssituationen in diesem Kontext zurechtzukommen. Heute geht es vor allem darum, diese Mitarbeitergruppen erst mal zu identifizieren. Lernen Sie dabei, Ihr Personal in eine einfache aber sehr aussagefähige Matrix einzuordnen. Viel Spaß beim Zuhören und bleiben Sie positiv und inspiriert.

LumberjAxes (in their own words): is Pittsburgh's first competitive axe-throwing venue. Yes, competitive axe-throwing is a thing. It's huge in Canada. At our rustic warehouse in Millvale, adults of all skill levels can try their hand at it. You and … Continue reading →

Matt Gough is my guest for episode #3 of The Roby Seed Show. Matt is the founder and Chief Echovater of Echovate, a social intelligence platform that aligns employers and individuals, institutions and students to successful outcomes. Matt is not only a serial entrepreneur but has also acted as a mentor for startups among other things. In this episode we covered product and market alignment, how to make yourself obsolete in your business, and how starting a business is easy but finishing is hard.With his latest venture, Echovate, Matt has developed a SAAS company which benefits reach far beyond just monetary growth personally, his product is revolutionizing the way we think about aligning the natural human tendencies of employers and employees as well as colleges and students, and many other fields. It takes a holistic approach to each individual, far beyond a test score.One of the things that really impresses me with Matt is his certainty of the outcome he desires. We can all learn from this mindset: that to reach our goals, we must have faith and certainty in it's outcome, and an unwavering focus on seeing it to it's fulfillment, regardless of any short term setbacks. In addition, Matt has read just about every business book under the sun, and shares his insights with us on this episode.Matt and I met via our children, go figure, through various preschool functions. In our conversation today you will immediately sense how Matt's personal drive, business creativity and laser focus have been key to his success.He is currently reading Summit by Harry Farthing. and also mentions Straight from the Gut by Jack Welsh and The Hard Thing about Hard Things by Ben Horowitz.Connect with Matt directly, go here.Please enjoy the show and of course feel free to share with your friends using this link.

In this episode, Steven Mario Cavallo discusses business growth. Growth is a broad concept that encompasses many aspects. Growth can refer to an increase in revenue, an increase in distribution, and increase in market share, an increase in a brand’s salience and an increase in products or services. Each of these can increase or decrease independent of the other. Furthermore, profitability moves independent to each of these also. Growth Strategies If the company is new, then it has the advantage of being able to start with a clean slate. It is assumed it has no heavy investments that encumber it from freely choosing any market opportunity. In this case, the word is its oyster and it ought to adopt the marketing approach to business strategy. If the company is already established, then it can pursue growth a number of possible ways (via distribution & innovation): Sell its existing products to more customers (i.e. find new customers in existing market with existing products); greater market share Sell more of its existing products to its existing customers (i.e. get each of your current customers to buy more – increase share of wallet); greater market penetration Sell your existing products in a new market (i.e. same products, new customers, different market) Develop a new product to sell to existing customers (i.e. existing market, existing customers, but new product); e.g. Apple creates new a case for its iPhone that does something that third party cases can’t Develop new products to sell to new customers in new markets (akin to a start up business with a clean slate) and represents true diversification. E.g. when Apple invented the iPhone it sold to a much larger market than expensive Macs sell to. Innovation and Entrepreneurship Innovation requires a long-term commitment to invest in a culture where people are encouraged to do research and experimentation. A corporate environment that is conducive to creativity and allows new ideas to develop is essential. Commitment by top management Commitment of money specifically budgeted. Commitment of time scheduled for innovation. Acceptance of risk. Tolerance of dead ends and some mistakes. Availability of help and support for those doing innovation. Reward for those who put effort into ideas and experiments Never allow people to feel like there is no use sharing their ideas or there is animosity toward them Flatter organisational structures help promote the communication of innovations Actively garner suggestions and involvement in the innovation process by all staff, right down to the least senior person. (story of lights turned off at robotic car factory…nobody ever asked him before!) the idea of internal entrepreneurship and ownership of projects. Mentality and Attitude This is about the organisational culture of the individuals within a company. It is those people that comprise the living system within an otherwise inanimate structure. This is strongly linked with the leadership and the attitudinal behaviours and the mental stance those leaders convey to their people. If small mindedness, short sightedness, ego, self-preservation, lack of ambition and avoidance of acknowledging the ‘elephant in the room’ are inherent in an organisation’s leadership, then there could barely be any hope or reason for innovation to sprout forth from the most creative and entrepreneurial thinking people in that organisation. What is required is a strong example of a leader(s) directing all their people into forward motion and that the natural expectation is that all are encouraged and expected to contribute to the evolution of the business and that the only acceptable belief is that ‘we will…somehow’. In an environment where everyone belongs to a team mentality, where both wins and worthwhile losses are celebrated, assuming sound recruiting delivered a group of good people that want to create good works; then a fertile basis exists for significant innovation. organisation that enjoy such a rich human asset with a fervent mentality is able to make the most use of advanced thinking methods such as lateral thinking (by Dr Edward DeBono) and 10x thinking, the incredible higher-order thinking skill developed by Dr Michael Hewitt-Gleeson and famously used to build billion dollar companies like Google, General Electric and the Commonwealth Bank. I was lucky enough to have breakfast with Dr Michael Hewitt-Gleeson a few days ago and to record an amazing interview with him. You will hear that interview in this episode. Michael founded the internationally acclaimed School of Thinking in Melbourne and his 10x Thinking has been instrumental in producing prodigious innovation and metacognition in many of the world’s foremost leaders from companies such as IBM, Fujitsu, Coca Cola, the ABC, Vodafone, Saatchi and Saatchi, the University of New York and the Australian Department of Defence; including Jack Welsh and Larry Page. Leadership Psychology and Change Management Of course, almost all organisations do not already possess the ideal organisational culture or perhaps its leadership strength can be further developed so to eclipse the market potential of its competitors. It is normal then for companies to fortify their capacity with some form of group dynamic audit to pinpoint exactly where your organisation is weak and where it is strong, in respect to its ability to disrupt its market with game-changing innovation. I strongly recommend every listener to visit the website gamechanging.com as this is one of the world’s best resources to empower you to invent the next iPhone! What about real-world managerial practises? Here are some of the strategic actions and instruments that will help your business grow. Market Intelligence Actively seek information that gives you clues as to what the market wants as this is where the commercial opportunities lay. Constantly listen to the stories and complaints of your frontline sales staff as they have the closest feedback on what buyers want. Survey every customer wherever possible to gain free intelligence on how to improve. Invest in formal market research to collect both qualitative and quantitative data Test ideas by doing small releases of prototypes to assess viability of innovations New Product Development Of Physical Goods And Intangible Services. The core product: the need or want that the customer satisfies by making the purchase. The customer isn’t buying a drill bit; they are buying a hole in the wall. Charles Revlon said it best, “in our factory we make cosmetics; in our shop we sell hope”. The tangible product: this is the core benefit transformed into something that buyers can buy; consisting of features, styling quality, branding and packaging etc. A European holidays operator that takes young people from English-speaking countries on organised coach tours satisfies those buyers’ needs for excitement, adventure, culture, convenience, security and the hope of romance. Marketing Engineering Quantitative marketing analysis uses mathematical models to help determine the potential of a market by analysing how your proposed new product or service will likely perform commercially in that market, by considering your inputs (e.g. product design, advertising, sales effort) as they compete in the present environmental conditions and competitor actions; to predict likely market outputs you can observe such as sales levels, brand awareness and customer preferences. The practise of running such simulations helps in the product development process as it provides useful research to evaluate whether your plans for growth will satisfy your business objectives, or whether more development is necessary, or indeed if the idea ought to be abandoned. Using this form of marketing intelligence before committing significant monies to manufacturing, advertising or the building of distributors; not only saves enormous amounts of money, but informs the development of a much better product that more closely corresponds to buyers’ needs and as such, dramatically increases the commercial success of the new product or service. Market Response At The Level Of The Market Place. These focus on aggregate response and track market-wide qualities such as brand sales or market share. One very common equation used to predict the response to advertising and selling effort is the ADBUG Model as it produces an S shaped curve that simultaneously adjusts for three common phenomena inherent in markets: output is zero when input is zero; diminishing returns; and output is limited to saturation point. Market Response At The Level Of The Individual Buyer. Markets are comprised of individuals and we can analyse the response behaviours of those individuals. The information can be used directly to describe specific segments, or it can be aggregated to represent the market as a whole. Examples of sources of this information is scanner data from supermarkets (used to track individuals within a database) and direct marketing purchases from individuals that responds to online or traditional mail campaigns. The statistical methods used to capture individual responses return information about purchase probability. Purchase probability at the individual level is equivalent to market share at the market level. Mathematical models that measure purchase probability feature a denominator that represents all the competing brands in a market that the buyer is willing to consider at each purchase decision. This is not all the brands in the market, just those in the buyer’s consideration set. Forecasting Sales of New Products Once the best possible product is developed and a thorough understanding of the costs of producing that product or service is reached, then a company next needs as accurate a forecast of sales as can be determined. Any attainment of short-term profits and long-term planning rests on the ability of that new offering to realise sales revenue. One of the best tools marketing science to predict the sales of new products is the Bass Model and this is the equation taught in some of the best Universities of the world within the Bachelor marketing degree. It was the superb work of Professor Frank Bass in the area of product and innovation diffusion that lead to the differential equation called the Bass Diffusion Model that mathematically predicts with a high degree of accuracy the sales of a new product or service in a population. It works just as well for large businesses (i.e. Microsoft famously used this formula when accurately forecasting sales of Windows XP over the previous generation of Windows) and it works just as well for small businesses.  Interview with Dr Michael Hewitt-Gleeson cofounder with Edward DeBono (Six Thinking Hats) and the father of 10x thinking (mentor and teacher of Jack Walsh of General Electric and Larry Page of Google and Alphabet). Michael shares insights on how to become a game changing enterprise and industry leader at a global scale.  000000AE 0000011C 000032D5 00003499 001141A7 0004B9E5 00007D48 00007F7C 001AA2C6 0004F6D1

Steve Blank, lecturer Haas School of Business UCB. He has been a entrepreneur in Silicon Valley since the 1970s. He has been teaching and developing curriculum for entrepreneurship training. Built a method for high tech startups, the Lean LaunchPad.TranscriptSpeaker 1: Spectrum's next. Speaker 2: Okay. Okay. Speaker 1: Welcome to spectrum the science and technology show on k a l x Berkeley, a [00:00:30] biweekly 30 minute program bringing you interviews featuring bay area scientists and technologists as well as a calendar of local events and news. Speaker 3: Hello and good afternoon. My name is Renee Rao and I'll be hosting today's show. Today we present part two of two interviews with Steve Blank. I lecture at the High School of business at UC Berkeley. Steve has been a serial entrepreneur in silicon valley since the late 1970s in the early two thousands he retired from the day to day involvement [00:01:00] of running a company. He has been teaching entrepreneurship training ever since. By 2011 he was said to have devised a scientific method for launching high tech startups, dubbed the lean launchpad. The National Science Foundation caught wind of this and asked Steve to build a variation for teaching scientists and engineers how to launch startups. In 2013 Steve partnered with UCLA and the NSF to offer the lean launch pad class for life science and healthcare. In part two, Steve Talks about getting [00:01:30] the NSF lean launch pad classes going, the evolution of startup companies and innovation, and now Brad swift continued his interview with Steve Blank. Speaker 4: Okay. Speaker 5: In your experience with these scientists and teaching them, are these people self selected? They're the ones who are anxious and eager and there are other scientists maybe back in the lab are reluctant afraid of the process. Speaker 4: So just the personality of it. Yeah, so this goes back to the comment I made earlier about entrepreneurs being artists. It was the implicit comment [00:02:00] I just kind of both through in the beginning, but as important is that you can't assign entrepreneurship as a job, right? If you really think about them, you can't split up a room and say, those of you on the left, you're going to be musicians. And those are you on the right, you're working on the assembly line like, Oh yeah, WTI. I mean, it doesn't work. It doesn't work like that. All right. Entrepreneurship is a calling. Just like art, just like music, just like writing is something you have to passionately want to do, but much like art, we've learned something [00:02:30] a couple hundred years ago that very early on in people's lives in elementary school and junior high school in high school, we want to have our depreciation. Speaker 4: They're not intensive classes, but their exposure to art that people might not know their artists. They might not know they have a passion to paint or to sculpt or to write or to entertain. I will contend because entrepreneurship is an art. We actually need those type of classes early on because scientists didn't understand [00:03:00] that not was their passion to invent and create. They might actually have an equal passion to wait a minute, I actually want to take this thing all the way through when I want to see what happens. If hundreds of thousands of people were being affected by this medicine, not just, here's my paper in the latest publication. It doesn't mean everybody could do that, but it means we've not yet gotten the culture to where we could say, well is this something that kind of excites you? And I think we're getting better to understand what it takes to do that. Speaker 4: Would you have any [00:03:30] idea what that would look like? The kind of exposure that you would be talking about in grammar school or Middle School? Sure. It turns out one of the unintended consequences of teaching the scientists that National Science Foundation is, remember their professors, almost all of them tenured running labs and universities across the country. And so here they take this class from the national science foundation and about half or two thirds of them now go back to their own universities, pissed cause they go, how come we're not teaching this? And so what happens is the National Science Foundation asked [00:04:00] me and Jerry Angle, who was the head of entrepreneurship at Haas, why don't you guys put on a course through a nonprofit called NCIA to teach educators in the United States who want to learn how to teach this class. And so we teach the lean launchpad for educators. We teach now 300 educators a year. Speaker 4: One of the outgrowths of that class was entrepreneur educators from middle school and high school started showing up and I went, you're not really teaching this to kids. They went, [00:04:30] oh Steve, you should see our class. And I went, oh my gosh, this is better than I'm doing. So they'd taken the same theory and they modified the language. So it was age appropriate. And so the two schools that had some great programs were Hawkin school outside of Cleveland and Dunn's school here in California. And in fact they're going to hold their own version of the educator class in June of 2014 for middle school and high school educators who were interested in teaching this type of entrepreneurial education. So I think it's starting to be transformative. I think we [00:05:00] have found the process to engage people early and not treated like we're teaching accounting to do, treating it like we're teaching art. Speaker 4: And again, we're still experiment thing. I wish I could tell you we got it now. I don't think so. I think we're learning, but the speed at which we're learning through it makes me smile. That's great. It is great. The Passion of the educators really is exciting. And Are you able to teach us remotely so that scientists from around the country don't have to come to you and sort of stop what they're doing? I was teaching the class [00:05:30] remotely. It's now taught in person in multiple regions. So that's how we solved that problem. But my lectures were recorded and not only were they recorded, they were recorded with really interesting animation. So instead of just watching me was a talking head. These are broken up into two minute clips and it's basically how to start a company and it's on you udacity.com so if you want to see the lean launch pad class in the lectures, it's on your udacity.com it's called the p two 45 but by accident we made these lectures public to not only the [00:06:00] national science foundation scientists, but we opened it up to everybody. Speaker 4: And surprisingly there is now over a quarter million people have taken the class. I've had people stop me at conferences and have told me that the Arabic translation, which I didn't even know existed, it's the standard in the Middle East. I had people from Dubai and Saudi Arabia in Lebanon literally within 10 feet go, oh well we recognize you. And I went, who are you turning over, Mr Blank, you worthy? I went, what's going on? I laugh not because it's me, but because [00:06:30] this is the power of the democratization of entrepreneurship. I have to tell you a funny story is that I grew up with the entrepreneur cluster was silicon valley and something in the last five years that I've gotten to travel with both Berkeley and Stanford and National Science Foundation to different countries to talk and teach about entrepreneurship. And my wife and I happened to be on vacation in Prague and when I really knew the world had changed as my wife had said, you know Steve, we're kind of tired of eating hotel food. Speaker 4: I wonder if there were ending entrepreneurs and Proc, I didn't want to, I [00:07:00] don't know. You know, let me go tweet and any entrepreneurs and Prague, you know, looking for a good check. Brie hall and hour and a half later we're having dinner with 55 entrepreneurs and Prague television is there and they said, Steve, you don't understand. Here's why. Here's an entrepreneur community everywhere. The only thing we still have unique in the bay area is that entrepreneurship and innovation. We've become a company town. That is our product. Much like Hollywood used to be movies in Detroit used to be cars in Pittsburgh steel. [00:07:30] While obviously there are people who do other stuff, teach in restaurants, put the business. The business to the bay area really is entrepreneurship and innovation. While we tell stories about the entrepreneurs, the unheralded part of that ecosystem is that we have equally insane financial people. Speaker 4: Why Silicon Valley happened was that the venture capitalist in the 1970s in Boston when it wasn't clear whether it was going to be Boston or Silicon Valley to be the center of entrepreneurship, the venture capitalist in Boston continued to act [00:08:00] like bankers, venture capitalists in Silicon Valley. They decided to act like pirates and the pirates want and so what really differentiates the observational make with an entrepreneurship is everywhere in the world. Entrepreneurial clusters only happen when all these things, these components, primarily entrepreneurs, but a heavy dose of risk capital capable of writing not only small checks but large checks and doubling and tripling down on startups. That's why you have the Facebooks and the googles and the twitters [00:08:30] around here. You also have a culture let's people know and understand. In the 1950s and sixties people came to San Francisco and Berkeley to live an alternate personal lifestyle, but they were hitting 30 miles south to have an alternate business lifestyle around Stanford and it was this kind of magic combination of great weather, the ability to do things in both business and your personal life that you couldn't anywhere else. These cultural phenomenons actually were and under appreciated until a very smart professor at Berkeley [inaudible] [00:09:00] wrote a book called regional advantage that actually described a lot of these things and open my eyes about why this region actually won. Speaker 1: You're listening to spectrum on k a Alex Berkeley. Steve Blank is our guest. He's a former entrepreneur and current lecturer at the High School of business. And the next segment he talks about how startups has changed since he first began in Silicon Valley in the 1970s Speaker 4: is entrepreneurship then changed as a result [00:09:30] of that. What really happened was the harmonic conversion of a really interesting set of events. One is, is that if you think back on how startups worked in the, in the golden age of Silicon Valley in the seventies and eighties to build a startup required millions if not tens of millions of dollars, not to run it, but just to start it, you needed to buy computers, either mainframes or mini computers and then workstations. You needed to license millions of dollars of expensive software. The only venture people were either in [00:10:00] Boston or silicon valley and they lived on sand hill road and nowhere else, and therefore it was kind of a formal process and the cost of entry was literally millions or tens of millions of dollars. There was no other way to get computing. There was no other way to get money. The second is, we had no theory about startups. Speaker 4: That is, there were no management tools at all. But what happened starting out of the rubble actually of the last Internet bubble, things change in technology in a way. I don't think people outside the technology business appreciate it off. Probably the biggest [00:10:30] one was actually generated by Amazon. It turns out Amazon created something called Amazon web services. And if you're a consumer, all you know is Amazon maybe for kindle and for sure for their books or their website. But if you're a programmer, Amazon has become the computing utility. You no longer have to buy computers from your laptop. You literally log in to hundreds of millions of dollars of computers and you have access to the world's largest computing resource ever assembled [00:11:00] for pennies, for pennies, and you don't need any storage. You're storing it all and online and all the computing. So number one, Amazon web services truly turned computing hardware and software into a pennies per gigabyte and MIPS, et Cetera, in a way that was unbelievable 10 years earlier. Speaker 4: Two is that changed the cost of entry of an early stage venture. You no longer needed millions of dollars. In fact, if you were smart entrepreneur, you could start on your credit card and if you didn't have your credit card, maybe some friends and family, [00:11:30] and that started a very different wave because it changed venture capital. It used to be there were either doctors or dentists or other reform of venture capital firms like Kleiner Perkins and Mayfield and sequoia. But the fact is that now after a ton of entrepreneurs could start on their credit cards, they still didn't need $20 million. Maybe eventually they did, but they could just take $100,000 or half a million dollars and get pretty far. And that created a new class of super angels or angel investors [00:12:00] that just never existed before. Kind of this intermediate level. And so venture capital changed. And also with that change, it changed where they could be located. Speaker 4: You no longer had to be located to be a investor in New York, Boston, or San Diego. Th that amount of capital could be available in the London or Helsinki or Estonia or Jordan, Beijing. Third is, and I will take credit for some of this, the invention of a new way to look and how to build these startups. It used to be that if you were building [00:12:30] a physical product, you would do something called the functional Spec or you'd get requirements from a customer. You build a specification and then you'd make an early version of the product called Alpha test, maybe a less buggy version called Beta test, which foist on some poor unsuspecting customers and then you'd have a party at something called first customer ship and that process was called waterfall development and from beginning to end typically took years and insight in the software business and Toyota had it even [00:13:00] earlier is that we could build products differently, we could build products incrementally and iteratively and that's called agile engineering and for startups, how you want to build your products is agily and iteratively because almost always what you believe on day one are all the customer features that they need. Speaker 4: It's a pretty safe bet. You're not a visionary, you're actually hallucinating and that most of the features you would historically have built in go unused on needed and unwanted. But if [00:13:30] in fact you could actually test intermediate versions of the product iteratively and rapidly on those customers with a formal process which I invented called customer development, those two hand in hand change the speed and trajectory of how startups get built. And so now you see these startups coming out of nowhere and getting acquired in three years, but they have tens of millions of customer. Where did that come from? Well, in the old days we'd still be writing the software, building the hardware. Speaker 6: Aw, it's [00:14:00] a public affairs show, k, a l X. Berkeley. Our guest is Steve Link a lecture at UC Berkeley's Haas School of business. The next segment, Steve Talks about his current work, trying to understand how innovation drives some companies and fails in others. Speaker 4: If I can, the unintended consequence of all this stuff. Remember this whole lean startup stuff has become a movement by itself. Harvard business review contacts me and says, Steve, [00:14:30] every large corporation is now desperately struggling how to deal with continuous disruption in the 21st century. That is all the rules that worked in the 20th century, you know, be number one in market share, you know, like be number one and two, I mean all the Jack Welsh rules, you follow those who be out of business in seven years. Why, you know, globalization in China Inc Internet has made consumers flighty very little brand loyalty. Pricing is almost transparent. Cost of starting a new business is infinitely lower. All of the things [00:15:00] that made you strong in the 20th century as a corporation are no longer true. Some of them are obviously, but not really. And so every large corporation are trying to relearn a set of rules and guess where they're looking for, they're looking at startups of how do we be as innovative as apple as that. Speaker 4: That is, the models are now silicon valley and other technology companies. And so my article, the lean startup changes everything became the cover of the Harvard Business Review and May, 2013 what was interesting is that I started [00:15:30] getting calls from executives whose titles I had never heard of before. It turns out almost every large company is now appointing a VP of corporate innovation. I had never heard of it. You know what's that? And when you go talk to them, and I've talked to a bunch of them, now you find out that they're all struggling to solve this continuous disruption problem by trying to build innovation inside the DNA of large corporations in the u s and overseas and the first sign of companies [00:16:00] trying to do that is appointing somebody typically as a corporate staff person to have some kind of internal incubator. I could politely say, that's a nice first step put it really doesn't solve the problem. Speaker 4: It actually just points out what the problem is and can I digress for another 10 seconds? It turns out that the problem that corporations are having is not a tactical organizational problem. The things I described, the globalization, the effect of the [00:16:30] Internet, et Cetera, are just strategic problems that every corporation is facing. The last time companies faced something, this major was in the 1920s, uh, u s corporations grew from small mom and pop businesses from the 1870s to 1920s and they kind of came up with a form of organization called functional organizations, meaning you had a head of sales, a head of marketing, a head of manufacturing, but by function that was the only way companies were organized. But by 1920, some [00:17:00] u s corporations spans from New York to San Francisco. And so there was a geography problem here. You had a head of sales tryna run multiple geography. Speaker 4: It wasn't even the same time zone. And some companies like dupont had a different problem while they also had geography problems. Dupont made everything from explosives to paint. But you only had one marketing group and one manufacture. How do, how do you manage that? And for about five or six years for corporations, dupont, General Motors, Sears and standard oil, understood. They had a strategy [00:17:30] problem and attacked it by playing with the structure of the company, meaning how the company was organized and they all finally decided that they were going to organize in a radically different form called divisions. Instead of just having functions, they would actually break up like for example, General Motors into the Buick Division and ultimate build division or whatever, or for dupont explosives divisions and the paint division and on top of a thin layer of corporate staff, but now have a company organized by divisions first changed in [00:18:00] 50 years and how companies were organized. Speaker 4: Fast forward 40 years later, the third form of corporate organization to emerged called Matrix organizations where you start with a functional organization, but now all of a sudden we would have specific projects pop up, gee, I want to work on the new fad six fighter. Well, I have an engineering group, but let me put together a team that could pull out of engineering and pull out a product management and put together for our temporary amount of time and then they'll go back into their functions and then be pulled out again. But that's it. Those are the only three forms [00:18:30] of corporate organization. I'll contend that we're facing a common strategy problem that is not solvable by just pasting on vps of innovation. I believe it's solvable by rethinking on the highest possible level is do we need a fourth form of corporate organization? And I gotta tell you I got the answer, but I'm not going to tell you now. Okay.Speaker 5: Is this sort of then turning all the operations research that's been done over the past? You know, since World War II, [00:19:00] that was when it seemed to be salient. Is it on its ear now? Is this, Speaker 4: so if you really think about what we built for the last 150 years is corporations were the epitome of operational efficiency through operations research, the output of business schools. I mean all our stuff has had to be continuous execution, driving to the lowest cost provider and outsourcing and all that stuff. That's great. But you're going out of business and in fact, companies that do that, [00:19:30] I will contend have a much shorter lifespan that companies that now do continuous innovation. That is, if you think about the difference between Amazon and Netflix and apple, when jobs was alive versus standard US companies, the distinction was they were continuously innovating, ruined Leslie, innovating, and it was not some department that was innovating. It's a big idea. It was the entire company was innovating, yet they were making obscene profits. So clearly there are some models of some companies who [00:20:00] have figured out and in fact HP in the 70s and eighties had figured out how to do and then they lost the formula. I think we now actually have a theory, a strategy of how to do that and some really specific tactics. How, I know we could do this in detail for u s corporations and corporations worldwide, but I want to start at the u s and we're going to be talking and writing about that in the next year. Speaker 5: Great. So that's what you're actively working. Speaker 4: Oh, actively working. And I'm Hank Chesboro who have inventor of open innovation here at Haas business school and with Alexander Osterwalder [00:20:30] and venture of the business model canvas. All have been part of some of these discussions. You know, I just get smarter by hanging out with much smarter people. And I'm not the only one who's thinking about that. There are lots of very smart people trying to crack the code and at the same time, companies are raising their hand and the symptom of raising their hand is they're appointing vps of innovation and her likes saying, yeah, you know, here's what we are. Oops, it doesn't quite work. And finance has different rules and but wait a minute, I'm trying to be innovative, but the HR manual doesn't allow me to hire people. No, [00:21:00] no. Legal says I can't use our brand here. So what you're really finding is that it's not an org problem. Speaker 4: It's not anybody's trying to be mean. Is that what we're missing is the CEO and board conversation is, oh my gosh, maybe we need to get innovation in every part of the company, not by exception. That's the idea I'll telegraph for now. And how do you do that without affecting current profits? And it's quite possible because again, there are these experiments of companies that are insanely from a profitable, who've done this. [00:21:30] Now can we just make a teachable and doable by other corporations? And the answer is yes, we're going to go do that. Do you see that pace of technology accelerating? Absolutely. I think we're in the golden age of both technology and entrepreneurship. You ain't seen anything yet. I'm still constantly amazed sitting here smiling. When you say that is why I still love to teach is that, you know, I get to see my students come up with things. Speaker 4: You hear the 400th hotel automation package or the whatever, but you know, and then you see something, again, drones are three d printing [00:22:00] or you could do white with your phone, you're gonna make a turn on or you're a password through. It's just things that are unimaginable. And then you watch the next generation of Steve Jobs that said, you know, the current version silicon valley is you go on much. Who single handedly is val to obsolete the automobile industry? And at the same time just wrecking havoc in this space launch industry, single individual who had, by the way, zero qualifications to do any of those. Congratulations. Welcome to entrepreneurship. He had the will to be disruptive [00:22:30] and he understood that the technology was about at the edge of being able to do what he did. That's how we got the iPod and the iPhone or else in a perfect world and Nokia would still have 89% market share. If I was General Motors and Ford, I'd be really concerned. Steve Blank, thanks very much for coming on spectrum. Great. Thanks for having me. Speaker 6: You'd like more insight into Steve Blank's ideas. Go to his website, Steve blank.com [00:23:00] as Steve mentioned, the Lean launch pad course is available. I knew udacity.com to learn more about the NSF mean launchpad curriculum, search for NSF [inaudible] your local to the bay area. Go to [inaudible] dot com if you're interested in startup appreciation materials for educators, go to n c I n aa.org/l l p. Stretching shows [00:23:30] are archived on iTunes yet it gives created a simple link for you. The link is tiny url.com/calex spectrum and now a few some technology events happening locally over the next two weeks. Brad Swift joins me for the calendar. Speaker 3: California's coastal waters are home to one of the four richest temperate marine biota is in the world. The California Academy of Sciences will be holding [00:24:00] a series of lectures and events to explore this incredible diversity of life. They look, explain what makes this region so productive and why it needs to be protected on Saturday, March 22nd from nine to 11:00 AM a variety of Speakers will consider the impacts of human activity on the local marine ecosystems and the establishment and efficacy of marine protected areas. They will also discuss how diversity is monitored in California's oceans and which areas will need to be most closely scrutinized for future impact. For more information on the [00:24:30] March 22nd event. Please visit cal academy.org Speaker 5: on Monday, March 31st University of Maryland professor of human development, Nathan Fox will give a lecture on his recent studies on whether experiences shaped the brain and neural circuitry for emerging cognitive and social behaviors over the first years of life. Something that many developmental scientists take for granted. Foxes study the Bucharest early intervention project [00:25:00] is the first randomized trial of a family intervention for children who experienced significant psychosocial neglect early in their lives. A group of infants living in institutions in Romania were recruited and randomized to be taken out of the institution and placed into family foster care homes or to remain in the institution. He then followed up with the children several times over the next eight years and examine the lasting [00:25:30] effects of the deprivation and which, if any interventions were successful in assuaging the harmful effects, the free public talk will be held on March 31st from 12 to 1:30 PM on the UC Berkeley campus in room 31 50 of Tolman hall Speaker 3: on Wednesday per second. You see Berkeley's department of Environmental Science Policy and management will present a speech by Chris Mooney, a journalist who's written several books on the resistance that many [00:26:00] Americans have to accepting scientific conclusions. His lecture will be titled The Science of why we don't believe in science and we'll examine the reasons behind Americans disinterest in scientific solutions to the world's problems. The free public lecture will be held on Wednesday, April 2nd at 7:00 PM in the International House Auditorium of UC Berkeley. Here at spectrum, we like to present new stories we find particularly interesting. Brad Swift joins me in presenting the news. Speaker 5: UC Berkeley Professor, Dr. Richard Kramer [00:26:30] and his research team have been able to temporarily restore light sensitivity to mice, missing a majority of their rods and cones in healthy mammals. The eyes detect light with specialized photo receptor cells or rods and cones and then transmit a signal to their optic nerve cells which eventually communicate with the brain. Dr. Kramer and his team explored the effects of a similarly light-sensitive molecule known as d n a Q in healthy mice and mice [00:27:00] with a degenerative disease that caused them to lose nearly all their rods and cones. After dosing, the mice with d n a Q, the mice were exposed to lights and their optic nerve activity was measured via electrode arrays. The diseased mice showed strong light sensitivity. The team next examined a small number of animals in light and dark conditions to test whether the sensitivity conferred any perception of the light. In the diseased mice, [00:27:30] the injected mice were better able to form an association between a light stimuli and electric shock than those in the control group. While millions of humans suffer from similar degenerative retinal conditions, definitive conclusions on the broader therapeutic and deleterious effects of the molecule. D n a Q are still years away. Speaker 3: In a recent study published in the journal bio materials, UC Berkeley researchers were able to eliminate the transmission rep [00:28:00] of a common infection. Staphylococcus Aureus is a bacterium that commonly infects patients who've had surgeries involving prosthetic joints and artificial heart, bowels, staff, or aces. Ability to adhere to medical advices is key to experience as once introduced to the body. It can cause severe illness. UC Berkeley Bio and mechanical engineering, Professor Mohammad [inaudible] fraud and others in his lab examined how the clusters of staff warriors were able to adhere so well to certain Yana surfaces as well as the type of surfaces [00:28:30] that increased or decreased the bacteria's ability to clean. They quickly found that while staff [inaudible] can adhere to a variety of flattened curves services, it does seem to have a preference for certain structures including a tubular pillar where the bacteria was able to partially embed itself within holes in the structure. Professor, my fraud expressed hope that the improved understanding of these preferences could allow the design of medical devices built to attenuate bacterial adhesion while escaping the need to chemically damaged the bacteria to prevent transmission Speaker 7: [00:29:00] [inaudible]. Speaker 5: The music heard during the show was written and produced by Alex Simon. Speaker 1: Thank you for listening to spectrum. If you have comments about the show, please send them to us via email. Our email address is spectrum to a k a l ex@yahoo.com Trina's in two weeks at the same time. [inaudible] Speaker 8: [00:29:30] [inaudible]. Hosted on Acast. See acast.com/privacy for more information.

Steve Blank, lecturer Haas School of Business UCB. He has been a entrepreneur in Silicon Valley since the 1970s. He has been teaching and developing curriculum for entrepreneurship training. Built a method for high tech startups, the Lean LaunchPad.TranscriptSpeaker 1: Spectrum's next. Speaker 2: Okay. Okay. Speaker 1: Welcome to spectrum the science and technology show on k a l x Berkeley, a [00:00:30] biweekly 30 minute program bringing you interviews featuring bay area scientists and technologists as well as a calendar of local events and news. Speaker 3: Hello and good afternoon. My name is Renee Rao and I'll be hosting today's show. Today we present part two of two interviews with Steve Blank. I lecture at the High School of business at UC Berkeley. Steve has been a serial entrepreneur in silicon valley since the late 1970s in the early two thousands he retired from the day to day involvement [00:01:00] of running a company. He has been teaching entrepreneurship training ever since. By 2011 he was said to have devised a scientific method for launching high tech startups, dubbed the lean launchpad. The National Science Foundation caught wind of this and asked Steve to build a variation for teaching scientists and engineers how to launch startups. In 2013 Steve partnered with UCLA and the NSF to offer the lean launch pad class for life science and healthcare. In part two, Steve Talks about getting [00:01:30] the NSF lean launch pad classes going, the evolution of startup companies and innovation, and now Brad swift continued his interview with Steve Blank. Speaker 4: Okay. Speaker 5: In your experience with these scientists and teaching them, are these people self selected? They're the ones who are anxious and eager and there are other scientists maybe back in the lab are reluctant afraid of the process. Speaker 4: So just the personality of it. Yeah, so this goes back to the comment I made earlier about entrepreneurs being artists. It was the implicit comment [00:02:00] I just kind of both through in the beginning, but as important is that you can't assign entrepreneurship as a job, right? If you really think about them, you can't split up a room and say, those of you on the left, you're going to be musicians. And those are you on the right, you're working on the assembly line like, Oh yeah, WTI. I mean, it doesn't work. It doesn't work like that. All right. Entrepreneurship is a calling. Just like art, just like music, just like writing is something you have to passionately want to do, but much like art, we've learned something [00:02:30] a couple hundred years ago that very early on in people's lives in elementary school and junior high school in high school, we want to have our depreciation. Speaker 4: They're not intensive classes, but their exposure to art that people might not know their artists. They might not know they have a passion to paint or to sculpt or to write or to entertain. I will contend because entrepreneurship is an art. We actually need those type of classes early on because scientists didn't understand [00:03:00] that not was their passion to invent and create. They might actually have an equal passion to wait a minute, I actually want to take this thing all the way through when I want to see what happens. If hundreds of thousands of people were being affected by this medicine, not just, here's my paper in the latest publication. It doesn't mean everybody could do that, but it means we've not yet gotten the culture to where we could say, well is this something that kind of excites you? And I think we're getting better to understand what it takes to do that. Speaker 4: Would you have any [00:03:30] idea what that would look like? The kind of exposure that you would be talking about in grammar school or Middle School? Sure. It turns out one of the unintended consequences of teaching the scientists that National Science Foundation is, remember their professors, almost all of them tenured running labs and universities across the country. And so here they take this class from the national science foundation and about half or two thirds of them now go back to their own universities, pissed cause they go, how come we're not teaching this? And so what happens is the National Science Foundation asked [00:04:00] me and Jerry Angle, who was the head of entrepreneurship at Haas, why don't you guys put on a course through a nonprofit called NCIA to teach educators in the United States who want to learn how to teach this class. And so we teach the lean launchpad for educators. We teach now 300 educators a year. Speaker 4: One of the outgrowths of that class was entrepreneur educators from middle school and high school started showing up and I went, you're not really teaching this to kids. They went, [00:04:30] oh Steve, you should see our class. And I went, oh my gosh, this is better than I'm doing. So they'd taken the same theory and they modified the language. So it was age appropriate. And so the two schools that had some great programs were Hawkin school outside of Cleveland and Dunn's school here in California. And in fact they're going to hold their own version of the educator class in June of 2014 for middle school and high school educators who were interested in teaching this type of entrepreneurial education. So I think it's starting to be transformative. I think we [00:05:00] have found the process to engage people early and not treated like we're teaching accounting to do, treating it like we're teaching art. Speaker 4: And again, we're still experiment thing. I wish I could tell you we got it now. I don't think so. I think we're learning, but the speed at which we're learning through it makes me smile. That's great. It is great. The Passion of the educators really is exciting. And Are you able to teach us remotely so that scientists from around the country don't have to come to you and sort of stop what they're doing? I was teaching the class [00:05:30] remotely. It's now taught in person in multiple regions. So that's how we solved that problem. But my lectures were recorded and not only were they recorded, they were recorded with really interesting animation. So instead of just watching me was a talking head. These are broken up into two minute clips and it's basically how to start a company and it's on you udacity.com so if you want to see the lean launch pad class in the lectures, it's on your udacity.com it's called the p two 45 but by accident we made these lectures public to not only the [00:06:00] national science foundation scientists, but we opened it up to everybody. Speaker 4: And surprisingly there is now over a quarter million people have taken the class. I've had people stop me at conferences and have told me that the Arabic translation, which I didn't even know existed, it's the standard in the Middle East. I had people from Dubai and Saudi Arabia in Lebanon literally within 10 feet go, oh well we recognize you. And I went, who are you turning over, Mr Blank, you worthy? I went, what's going on? I laugh not because it's me, but because [00:06:30] this is the power of the democratization of entrepreneurship. I have to tell you a funny story is that I grew up with the entrepreneur cluster was silicon valley and something in the last five years that I've gotten to travel with both Berkeley and Stanford and National Science Foundation to different countries to talk and teach about entrepreneurship. And my wife and I happened to be on vacation in Prague and when I really knew the world had changed as my wife had said, you know Steve, we're kind of tired of eating hotel food. Speaker 4: I wonder if there were ending entrepreneurs and Proc, I didn't want to, I [00:07:00] don't know. You know, let me go tweet and any entrepreneurs and Prague, you know, looking for a good check. Brie hall and hour and a half later we're having dinner with 55 entrepreneurs and Prague television is there and they said, Steve, you don't understand. Here's why. Here's an entrepreneur community everywhere. The only thing we still have unique in the bay area is that entrepreneurship and innovation. We've become a company town. That is our product. Much like Hollywood used to be movies in Detroit used to be cars in Pittsburgh steel. [00:07:30] While obviously there are people who do other stuff, teach in restaurants, put the business. The business to the bay area really is entrepreneurship and innovation. While we tell stories about the entrepreneurs, the unheralded part of that ecosystem is that we have equally insane financial people. Speaker 4: Why Silicon Valley happened was that the venture capitalist in the 1970s in Boston when it wasn't clear whether it was going to be Boston or Silicon Valley to be the center of entrepreneurship, the venture capitalist in Boston continued to act [00:08:00] like bankers, venture capitalists in Silicon Valley. They decided to act like pirates and the pirates want and so what really differentiates the observational make with an entrepreneurship is everywhere in the world. Entrepreneurial clusters only happen when all these things, these components, primarily entrepreneurs, but a heavy dose of risk capital capable of writing not only small checks but large checks and doubling and tripling down on startups. That's why you have the Facebooks and the googles and the twitters [00:08:30] around here. You also have a culture let's people know and understand. In the 1950s and sixties people came to San Francisco and Berkeley to live an alternate personal lifestyle, but they were hitting 30 miles south to have an alternate business lifestyle around Stanford and it was this kind of magic combination of great weather, the ability to do things in both business and your personal life that you couldn't anywhere else. These cultural phenomenons actually were and under appreciated until a very smart professor at Berkeley [inaudible] [00:09:00] wrote a book called regional advantage that actually described a lot of these things and open my eyes about why this region actually won. Speaker 1: You're listening to spectrum on k a Alex Berkeley. Steve Blank is our guest. He's a former entrepreneur and current lecturer at the High School of business. And the next segment he talks about how startups has changed since he first began in Silicon Valley in the 1970s Speaker 4: is entrepreneurship then changed as a result [00:09:30] of that. What really happened was the harmonic conversion of a really interesting set of events. One is, is that if you think back on how startups worked in the, in the golden age of Silicon Valley in the seventies and eighties to build a startup required millions if not tens of millions of dollars, not to run it, but just to start it, you needed to buy computers, either mainframes or mini computers and then workstations. You needed to license millions of dollars of expensive software. The only venture people were either in [00:10:00] Boston or silicon valley and they lived on sand hill road and nowhere else, and therefore it was kind of a formal process and the cost of entry was literally millions or tens of millions of dollars. There was no other way to get computing. There was no other way to get money. The second is, we had no theory about startups. Speaker 4: That is, there were no management tools at all. But what happened starting out of the rubble actually of the last Internet bubble, things change in technology in a way. I don't think people outside the technology business appreciate it off. Probably the biggest [00:10:30] one was actually generated by Amazon. It turns out Amazon created something called Amazon web services. And if you're a consumer, all you know is Amazon maybe for kindle and for sure for their books or their website. But if you're a programmer, Amazon has become the computing utility. You no longer have to buy computers from your laptop. You literally log in to hundreds of millions of dollars of computers and you have access to the world's largest computing resource ever assembled [00:11:00] for pennies, for pennies, and you don't need any storage. You're storing it all and online and all the computing. So number one, Amazon web services truly turned computing hardware and software into a pennies per gigabyte and MIPS, et Cetera, in a way that was unbelievable 10 years earlier. Speaker 4: Two is that changed the cost of entry of an early stage venture. You no longer needed millions of dollars. In fact, if you were smart entrepreneur, you could start on your credit card and if you didn't have your credit card, maybe some friends and family, [00:11:30] and that started a very different wave because it changed venture capital. It used to be there were either doctors or dentists or other reform of venture capital firms like Kleiner Perkins and Mayfield and sequoia. But the fact is that now after a ton of entrepreneurs could start on their credit cards, they still didn't need $20 million. Maybe eventually they did, but they could just take $100,000 or half a million dollars and get pretty far. And that created a new class of super angels or angel investors [00:12:00] that just never existed before. Kind of this intermediate level. And so venture capital changed. And also with that change, it changed where they could be located. Speaker 4: You no longer had to be located to be a investor in New York, Boston, or San Diego. Th that amount of capital could be available in the London or Helsinki or Estonia or Jordan, Beijing. Third is, and I will take credit for some of this, the invention of a new way to look and how to build these startups. It used to be that if you were building [00:12:30] a physical product, you would do something called the functional Spec or you'd get requirements from a customer. You build a specification and then you'd make an early version of the product called Alpha test, maybe a less buggy version called Beta test, which foist on some poor unsuspecting customers and then you'd have a party at something called first customer ship and that process was called waterfall development and from beginning to end typically took years and insight in the software business and Toyota had it even [00:13:00] earlier is that we could build products differently, we could build products incrementally and iteratively and that's called agile engineering and for startups, how you want to build your products is agily and iteratively because almost always what you believe on day one are all the customer features that they need. Speaker 4: It's a pretty safe bet. You're not a visionary, you're actually hallucinating and that most of the features you would historically have built in go unused on needed and unwanted. But if [00:13:30] in fact you could actually test intermediate versions of the product iteratively and rapidly on those customers with a formal process which I invented called customer development, those two hand in hand change the speed and trajectory of how startups get built. And so now you see these startups coming out of nowhere and getting acquired in three years, but they have tens of millions of customer. Where did that come from? Well, in the old days we'd still be writing the software, building the hardware. Speaker 6: Aw, it's [00:14:00] a public affairs show, k, a l X. Berkeley. Our guest is Steve Link a lecture at UC Berkeley's Haas School of business. The next segment, Steve Talks about his current work, trying to understand how innovation drives some companies and fails in others. Speaker 4: If I can, the unintended consequence of all this stuff. Remember this whole lean startup stuff has become a movement by itself. Harvard business review contacts me and says, Steve, [00:14:30] every large corporation is now desperately struggling how to deal with continuous disruption in the 21st century. That is all the rules that worked in the 20th century, you know, be number one in market share, you know, like be number one and two, I mean all the Jack Welsh rules, you follow those who be out of business in seven years. Why, you know, globalization in China Inc Internet has made consumers flighty very little brand loyalty. Pricing is almost transparent. Cost of starting a new business is infinitely lower. All of the things [00:15:00] that made you strong in the 20th century as a corporation are no longer true. Some of them are obviously, but not really. And so every large corporation are trying to relearn a set of rules and guess where they're looking for, they're looking at startups of how do we be as innovative as apple as that. Speaker 4: That is, the models are now silicon valley and other technology companies. And so my article, the lean startup changes everything became the cover of the Harvard Business Review and May, 2013 what was interesting is that I started [00:15:30] getting calls from executives whose titles I had never heard of before. It turns out almost every large company is now appointing a VP of corporate innovation. I had never heard of it. You know what's that? And when you go talk to them, and I've talked to a bunch of them, now you find out that they're all struggling to solve this continuous disruption problem by trying to build innovation inside the DNA of large corporations in the u s and overseas and the first sign of companies [00:16:00] trying to do that is appointing somebody typically as a corporate staff person to have some kind of internal incubator. I could politely say, that's a nice first step put it really doesn't solve the problem. Speaker 4: It actually just points out what the problem is and can I digress for another 10 seconds? It turns out that the problem that corporations are having is not a tactical organizational problem. The things I described, the globalization, the effect of the [00:16:30] Internet, et Cetera, are just strategic problems that every corporation is facing. The last time companies faced something, this major was in the 1920s, uh, u s corporations grew from small mom and pop businesses from the 1870s to 1920s and they kind of came up with a form of organization called functional organizations, meaning you had a head of sales, a head of marketing, a head of manufacturing, but by function that was the only way companies were organized. But by 1920, some [00:17:00] u s corporations spans from New York to San Francisco. And so there was a geography problem here. You had a head of sales tryna run multiple geography. Speaker 4: It wasn't even the same time zone. And some companies like dupont had a different problem while they also had geography problems. Dupont made everything from explosives to paint. But you only had one marketing group and one manufacture. How do, how do you manage that? And for about five or six years for corporations, dupont, General Motors, Sears and standard oil, understood. They had a strategy [00:17:30] problem and attacked it by playing with the structure of the company, meaning how the company was organized and they all finally decided that they were going to organize in a radically different form called divisions. Instead of just having functions, they would actually break up like for example, General Motors into the Buick Division and ultimate build division or whatever, or for dupont explosives divisions and the paint division and on top of a thin layer of corporate staff, but now have a company organized by divisions first changed in [00:18:00] 50 years and how companies were organized. Speaker 4: Fast forward 40 years later, the third form of corporate organization to emerged called Matrix organizations where you start with a functional organization, but now all of a sudden we would have specific projects pop up, gee, I want to work on the new fad six fighter. Well, I have an engineering group, but let me put together a team that could pull out of engineering and pull out a product management and put together for our temporary amount of time and then they'll go back into their functions and then be pulled out again. But that's it. Those are the only three forms [00:18:30] of corporate organization. I'll contend that we're facing a common strategy problem that is not solvable by just pasting on vps of innovation. I believe it's solvable by rethinking on the highest possible level is do we need a fourth form of corporate organization? And I gotta tell you I got the answer, but I'm not going to tell you now. Okay.Speaker 5: Is this sort of then turning all the operations research that's been done over the past? You know, since World War II, [00:19:00] that was when it seemed to be salient. Is it on its ear now? Is this, Speaker 4: so if you really think about what we built for the last 150 years is corporations were the epitome of operational efficiency through operations research, the output of business schools. I mean all our stuff has had to be continuous execution, driving to the lowest cost provider and outsourcing and all that stuff. That's great. But you're going out of business and in fact, companies that do that, [00:19:30] I will contend have a much shorter lifespan that companies that now do continuous innovation. That is, if you think about the difference between Amazon and Netflix and apple, when jobs was alive versus standard US companies, the distinction was they were continuously innovating, ruined Leslie, innovating, and it was not some department that was innovating. It's a big idea. It was the entire company was innovating, yet they were making obscene profits. So clearly there are some models of some companies who [00:20:00] have figured out and in fact HP in the 70s and eighties had figured out how to do and then they lost the formula. I think we now actually have a theory, a strategy of how to do that and some really specific tactics. How, I know we could do this in detail for u s corporations and corporations worldwide, but I want to start at the u s and we're going to be talking and writing about that in the next year. Speaker 5: Great. So that's what you're actively working. Speaker 4: Oh, actively working. And I'm Hank Chesboro who have inventor of open innovation here at Haas business school and with Alexander Osterwalder [00:20:30] and venture of the business model canvas. All have been part of some of these discussions. You know, I just get smarter by hanging out with much smarter people. And I'm not the only one who's thinking about that. There are lots of very smart people trying to crack the code and at the same time, companies are raising their hand and the symptom of raising their hand is they're appointing vps of innovation and her likes saying, yeah, you know, here's what we are. Oops, it doesn't quite work. And finance has different rules and but wait a minute, I'm trying to be innovative, but the HR manual doesn't allow me to hire people. No, [00:21:00] no. Legal says I can't use our brand here. So what you're really finding is that it's not an org problem. Speaker 4: It's not anybody's trying to be mean. Is that what we're missing is the CEO and board conversation is, oh my gosh, maybe we need to get innovation in every part of the company, not by exception. That's the idea I'll telegraph for now. And how do you do that without affecting current profits? And it's quite possible because again, there are these experiments of companies that are insanely from a profitable, who've done this. [00:21:30] Now can we just make a teachable and doable by other corporations? And the answer is yes, we're going to go do that. Do you see that pace of technology accelerating? Absolutely. I think we're in the golden age of both technology and entrepreneurship. You ain't seen anything yet. I'm still constantly amazed sitting here smiling. When you say that is why I still love to teach is that, you know, I get to see my students come up with things. Speaker 4: You hear the 400th hotel automation package or the whatever, but you know, and then you see something, again, drones are three d printing [00:22:00] or you could do white with your phone, you're gonna make a turn on or you're a password through. It's just things that are unimaginable. And then you watch the next generation of Steve Jobs that said, you know, the current version silicon valley is you go on much. Who single handedly is val to obsolete the automobile industry? And at the same time just wrecking havoc in this space launch industry, single individual who had, by the way, zero qualifications to do any of those. Congratulations. Welcome to entrepreneurship. He had the will to be disruptive [00:22:30] and he understood that the technology was about at the edge of being able to do what he did. That's how we got the iPod and the iPhone or else in a perfect world and Nokia would still have 89% market share. If I was General Motors and Ford, I'd be really concerned. Steve Blank, thanks very much for coming on spectrum. Great. Thanks for having me. Speaker 6: You'd like more insight into Steve Blank's ideas. Go to his website, Steve blank.com [00:23:00] as Steve mentioned, the Lean launch pad course is available. I knew udacity.com to learn more about the NSF mean launchpad curriculum, search for NSF [inaudible] your local to the bay area. Go to [inaudible] dot com if you're interested in startup appreciation materials for educators, go to n c I n aa.org/l l p. Stretching shows [00:23:30] are archived on iTunes yet it gives created a simple link for you. The link is tiny url.com/calex spectrum and now a few some technology events happening locally over the next two weeks. Brad Swift joins me for the calendar. Speaker 3: California's coastal waters are home to one of the four richest temperate marine biota is in the world. The California Academy of Sciences will be holding [00:24:00] a series of lectures and events to explore this incredible diversity of life. They look, explain what makes this region so productive and why it needs to be protected on Saturday, March 22nd from nine to 11:00 AM a variety of Speakers will consider the impacts of human activity on the local marine ecosystems and the establishment and efficacy of marine protected areas. They will also discuss how diversity is monitored in California's oceans and which areas will need to be most closely scrutinized for future impact. For more information on the [00:24:30] March 22nd event. Please visit cal academy.org Speaker 5: on Monday, March 31st University of Maryland professor of human development, Nathan Fox will give a lecture on his recent studies on whether experiences shaped the brain and neural circuitry for emerging cognitive and social behaviors over the first years of life. Something that many developmental scientists take for granted. Foxes study the Bucharest early intervention project [00:25:00] is the first randomized trial of a family intervention for children who experienced significant psychosocial neglect early in their lives. A group of infants living in institutions in Romania were recruited and randomized to be taken out of the institution and placed into family foster care homes or to remain in the institution. He then followed up with the children several times over the next eight years and examine the lasting [00:25:30] effects of the deprivation and which, if any interventions were successful in assuaging the harmful effects, the free public talk will be held on March 31st from 12 to 1:30 PM on the UC Berkeley campus in room 31 50 of Tolman hall Speaker 3: on Wednesday per second. You see Berkeley's department of Environmental Science Policy and management will present a speech by Chris Mooney, a journalist who's written several books on the resistance that many [00:26:00] Americans have to accepting scientific conclusions. His lecture will be titled The Science of why we don't believe in science and we'll examine the reasons behind Americans disinterest in scientific solutions to the world's problems. The free public lecture will be held on Wednesday, April 2nd at 7:00 PM in the International House Auditorium of UC Berkeley. Here at spectrum, we like to present new stories we find particularly interesting. Brad Swift joins me in presenting the news. Speaker 5: UC Berkeley Professor, Dr. Richard Kramer [00:26:30] and his research team have been able to temporarily restore light sensitivity to mice, missing a majority of their rods and cones in healthy mammals. The eyes detect light with specialized photo receptor cells or rods and cones and then transmit a signal to their optic nerve cells which eventually communicate with the brain. Dr. Kramer and his team explored the effects of a similarly light-sensitive molecule known as d n a Q in healthy mice and mice [00:27:00] with a degenerative disease that caused them to lose nearly all their rods and cones. After dosing, the mice with d n a Q, the mice were exposed to lights and their optic nerve activity was measured via electrode arrays. The diseased mice showed strong light sensitivity. The team next examined a small number of animals in light and dark conditions to test whether the sensitivity conferred any perception of the light. In the diseased mice, [00:27:30] the injected mice were better able to form an association between a light stimuli and electric shock than those in the control group. While millions of humans suffer from similar degenerative retinal conditions, definitive conclusions on the broader therapeutic and deleterious effects of the molecule. D n a Q are still years away. Speaker 3: In a recent study published in the journal bio materials, UC Berkeley researchers were able to eliminate the transmission rep [00:28:00] of a common infection. Staphylococcus Aureus is a bacterium that commonly infects patients who've had surgeries involving prosthetic joints and artificial heart, bowels, staff, or aces. Ability to adhere to medical advices is key to experience as once introduced to the body. It can cause severe illness. UC Berkeley Bio and mechanical engineering, Professor Mohammad [inaudible] fraud and others in his lab examined how the clusters of staff warriors were able to adhere so well to certain Yana surfaces as well as the type of surfaces [00:28:30] that increased or decreased the bacteria's ability to clean. They quickly found that while staff [inaudible] can adhere to a variety of flattened curves services, it does seem to have a preference for certain structures including a tubular pillar where the bacteria was able to partially embed itself within holes in the structure. Professor, my fraud expressed hope that the improved understanding of these preferences could allow the design of medical devices built to attenuate bacterial adhesion while escaping the need to chemically damaged the bacteria to prevent transmission Speaker 7: [00:29:00] [inaudible]. Speaker 5: The music heard during the show was written and produced by Alex Simon. Speaker 1: Thank you for listening to spectrum. If you have comments about the show, please send them to us via email. Our email address is spectrum to a k a l ex@yahoo.com Trina's in two weeks at the same time. [inaudible] Speaker 8: [00:29:30] [inaudible]. See acast.com/privacy for privacy and opt-out information.