Entrepreneurship – Page 140 – artdiamondblog.com

Tesla CTO Straubel Likes Biography of Tesla

J.B. Straubel, Chief Technology Officer of Tesla Motors. Source of photo: online version of the NYT article quoted and cited below.

(p. 2) J. B. Straubel is a founder and the chief technical officer of Tesla Motors in Palo Alto, Calif. The company makes electric vehicles that some compare to Apple products in terms of obsessive attention to design, intuitive user interface and expense.

READING I like to read biographies of interesting people, mostly scientists and engineers. Right now, it’s “Steve Jobs,” by Walter Isaacson. One of my favorites biographies was “Wizard: The Life and Times of Nikola Tesla,” by Marc Seifer, which I read even before Tesla Motors started.
. . .
WATCHING I really like the movie “October Sky.” It’s about a guy who grew up in a little coal-mining town around the time of Sputnik. He fell in love with the idea of building rockets and the movie follows him through his high school years when he’s building rockets and eventually he ends up becoming an engineer at NASA. I watch it every year or so. It’s inspirational. I always come out of it wanting to work harder.

For the full interview, see:
KATE MURPHY. “DOWNLOAD; J. B. Straubel.” The New York Times, SundayReview Section (Sun., April 7, 2013): 2.
(Note: ellipsis added; bold in original.)
(Note: the online version of the interview has the date April 6, 2013.)

Paul Allen’s Account of the Founding of Microsoft

Source of book image: http://www.entrepreneur.com/dbimages/slideshow/idea-man-paul-allen.jpg

(p. C6) The first half of “Idea Man” sets forth Mr. Allen’s version of the Microsoft creation myth, depicting Mr. Gates as a petulant, ambitious and money-minded mogul-to-be and Mr. Allen as an underappreciated visionary. Pictures of them from the 1970s and early ’80s also tell this story, making Mr. Allen look like a hirsute, powerful older brother and Mr. Gates like a kid.
. . .
“Idea Man” is long overdue. It turns out to be as remote, yet as surpassingly strange, as its author, whose receipt of a diagnosis of Stage 4 non-Hodgkin’s lymphoma in 2009 has made it that much more important for him to tell his story. Though it is written in the smoothly proficient style of many a collaborator-assisted memoir, it is a book filled with wild extremes: breakthrough, breakup, power, indulgence, blue-sky innovation. And it winds up offering Mr. Allen’s guarded, partial answer to a universal question: what if you could make your wildest dreams come true?

For the full review, see:
JANET MASLIN. “BOOKS OF THE TIMES; The Reclusive Other Half of Microsoft’s Odd Couple Breaks His Silence.” The New York Times (Tues., April 19, 2011): C6.
(Note: ellipsis added.)
(Note: the online version of the review has the date April 18, 2011.)

The book under review is:
Allen, Paul. Idea Man: A Memoir by the Cofounder of Microsoft. New York: Portfolio, 2011.

Were Phone Phreaks Creative Incipient Entrepreneurs or Destructive “Sophomoric Savants”?

Source of book image: http://img1.imagesbn.com/p/9780802120618_p0_v2_s260x420.JPG

(p. C6) Mr. Lapsley also describes John Draper, aka Captain Crunch, who was probably the most celebrated of the phreakers; his nickname derived from the fact that whistles that used to come in Cap’n Crunch cereal boxes happened to generate the key 2600-Hz tone used in long-distance switching. . . .

The phone-phreak netherworld was introduced to a mass audience by the October 1971 issue of Esquire magazine, which included what has to be (at least indirectly) one of the most influential articles ever written: Ron Rosenbaum’s “Secrets of the Little Blue Box.” Not only did it turn phreakers into folk heroes, but it inspired two young men, Steve Wozniak (who provided the foreword for this book) and Steve Jobs, to construct and sell blue boxes. Going door to door in Berkeley dorms, they managed to sell several dozen at $170 each. The “two Steves” savored this mix of clever engineering and entrepreneurial hustle: As Mr. Lapsley quotes Jobs saying: “If we hadn’t made blue boxes, there would have been no Apple.” (Mr. Rosenbaum’s article also put the “phreak” into “phone phreak.”)
. . .: By the 1980s, computerized phone systems and fiber-optic cables rendered many of the old phreaking modes obsolete. In addition, I can’t help suspecting that the breakup of AT&T in 1984–the result of an antitrust lawsuit filed by the federal government–deeply discouraged the hard-core phreaks. Surreptitiously penetrating one of the shriveled new regional phone companies must have seemed a paltry caper compared with taking on mighty, majestic AT&T.
. . .
I must, however, take issue with one of Mr. Lapsley’s conclusions. In reflecting on the phreaks’ legacy, he writes: “The phone phreaks taught us that there is a societal benefit to tolerating, perhaps even nurturing (in the words of Apple) the crazy ones–the misfits, the rebels, the troublemakers.” Is that truly what they taught us? . . .
Wilt Chamberlain supposedly once said that “nobody roots for Goliath.” Perhaps. But the lesson to be learned from those waging guerrilla war against giants like the phone company and the Internet is that sophomoric savants who tamper with society’s indispensable systems ultimately harm all too many innocent people.

For the full review, see:
HOWARD SCHNEIDER. “BOOKSHELF; Playing Tricks on Ma Bell.” The Wall Street Journal (Sat., February 2, 2013): C6.
(Note: ellipses added.)
(Note: the online version of the review has the date February 1, 2013.)

The book under review, is:
Lapsley, Phil. Exploding the Phone: The Untold Story of the Teenagers and Outlaws Who Hacked Ma Bell. New York: Grove Press, 2013.

Tax Rates Have Big Effect on Labor Supply and Rate of Entrepreneurial Start-Ups

(p. A23) Higher taxes will produce long-term changes in social norms, behavior and growth. Edward Prescott, a winner of the Nobel Memorial Prize in economics, found that, in the 1950s when their taxes were low, Europeans worked more hours per capita than Americans. Then their taxes went up, reducing the incentives to work and increasing the incentives to relax. Over the next decades, Europe saw a nearly 30 percent decline in work hours.
The rich tend to be more sensitive to tax-rate changes because they’ve got advisers who are paid to be. Martin Feldstein, an economics professor at Harvard, looked into tax changes in the 1980s and concluded that raising rates causes people to shift compensations to untaxed fringe benefits and otherwise suppresses their economic activity. A study last year by the economists Michael Keane and Richard Rogerson found that tax rates can have a surprisingly large influence on how much people invest in education, how likely they are to create businesses and which professions they go into.

For the full commentary, see:
DAVID BROOKS. “The Progressive Shift.” The New York Times (Tues., March 19, 2013): A23.
(Note: the online version of the commentary has the date March 18, 2013.)

The Keane and Rogerson paper summarized by Brooks is:
Keane, Michael, and Richard Rogerson. “Micro and Macro Labor Supply Elasticities: A Reassessment of Conventional Wisdom.” Journal of Economic Literature 50, no. 2 (June 2012): 464-76.

Confident Winner Studied Economics at Cambridge and Directed Bronson in “Death Wish”

“Michael Winner, left, and Charles Bronson on the set of the 1974 film “Death Wish.” The two collaborated on several films.” Source of caption and photo: online version of the NYT obituary quoted and cited below.

(p. B8) Michael Winner, the brash British director known for violent action movies starring Charles Bronson including “The Mechanic” and the first three “Death Wish” films, died on Monday [January 21, 2013] at his home in London. He was 77.
. . .
Mr. Winner’s films viscerally pleased crowds, largely ignored artistic pretensions and often underwhelmed critics. He directed many major stars in more than 30 films over more than four decades.
. . .
Mr. Bronson played Paul Kersey, a New York City architect who becomes a vigilante after his wife is murdered and his daughter is sexually assaulted by muggers.
. . .
Michael Robert Winner was born in London on Oct. 30, 1935. The son of a well-to-do business owner, Mr. Winner graduated from Cambridge, having studied law and economics.
. . .
He was confident on set, sometimes bordering on the dictatorial. “You have to be an egomaniac about it. You have to impose your own taste,” he said. “The team effort is a lot of people doing what I say.”

For the full obituary, see:
DANIEL E. SLOTNIK. “Michael Winner, 77, ‘Death Wish’ Director.” The New York Times (Tues., January 22, 2013): B8.
(Note: the online version of the obituary has the slightly different title “Michael Winner, ‘Death Wish’ Director, Dies at 77.”)
(Note: ellipses and bracketed date were added.)

Liver Transplant Pioneer Roy Calne Has a “Rebellious Nature”

“Roy Y. Calne” Source of caption and photo: online version of the NYT interview quoted and cited below.

(p. D2) Sir Roy Calne is a pioneer of organ transplants — the surgeon who in the 1950s found ways to stop the human immune system from rejecting implanted hearts, livers and kidneys. In 1968 he performed Europe’s first liver transplant, and in 1987 the world’s first transplant of a liver, heart and lung.
. . .
When you were studying medicine in early-1950s Britain, what was the prevailing attitude toward organ transplantation?
It didn’t exist! While a medical student, I recall being presented with a young patient with kidney failure. I was told to make him as comfortable as possible because he would die in two weeks.
This troubled me. Some of our patients were very young, very deserving. Aside from their kidney disease, there was nothing else wrong with them. I wondered then if it might be possible to do organ transplants, because kidneys are fairly simple in terms of their plumbing. I thought in gardening terms. Might it not be possible to do an organ graft, replacing a malfunctioning organ with a healthy one? I was told, “No, that’s impossible.”
Well, I’ve always tended to dislike being told that something can’t be done. I’ve always had a somewhat rebellious nature. Just ask my wife.

For the full interview, see:
CLAUDIA DREIFUS, interviewer. “A CONVERSATION WITH ROY Y. CALNE; “I’ve always tended to dislike being told that something can’t be done. I’ve always had a somewhat rebellious nature.”” The New York Times (Weds., November 27, 2012): D2.
(Note: ellipsis added; bold in original to indicate interviewer (Dreifus) question.)
(Note: the online version of the interview has the date November 26, 2012 and has the title “A CONVERSATION WITH ROY Y. CALNE; Organ Transplant Pioneer Talks About Risks and Rewards.”)

Driving to MobileIron Job Interview in $100,000 Car, Tells CEO Tinker You Are Not Hungry Enough

“Above, Robert Tinker, the chief executive of MobileIron, at its offices in Mountain View, Calif.” Source of caption and photo: online version of the NYT article quoted and cited below.

(p. B2) “There are disruptions everywhere,” said Robert Tinker, the chief executive of MobileIron, which makes software for companies to manage smartphones and tablets. “Mobile disrupts personal computers, a market worth billions. Cloud disrupts computer servers and data storage, billions of dollars more. Social may be one of those rare things that is totally new.”

Relative to the size of the markets that mobile devices, cloud computing and social media are toppling, he says, the valuations are reasonable.
But most of these chief executives are also veterans of the Internet bubble of the late ’90s, and confess to worries that maybe things are not so different this time. Mr. Tinker, 43, drives a 1995 Ford Explorer that has logged 265,000 miles.
“If somebody comes to a job interview here in a $100,000 car, I know he’s not hungry,” he said. “The reality is, I’ve taken $94 million in investors’ money, and we haven’t gone public yet. I feel that responsibility every day.”

For the full story, see:
QUENTIN HARDY. “A Billion-Dollar Club, and Not So Exclusive.” The New York Times (Weds., February 5, 2013): B1 & B2.
(Note: the online version of the story has the date February 4, 2013.)

Jobs’ Protest Against Mortality: Omit the On-Off Switches on Apple Devices

(p. 571) . . . [Jobs] admitted that, as he faced death, he might be overestimating the odds out of a desire to believe in an afterlife. “I like to think that something survives after you die,” he said. “It’s strange to think that you accumulate all this experience, and maybe a little wisdom, and it just goes away. So I really want to believe that something survives, that maybe your consciousness endures.”
He fell silent for a very long time. “But on the other hand, perhaps it’s like an on-off switch,” he said. “Click! And you’re gone.”
Then he paused again and smiled slightly. “Maybe that’s why I never liked to put on-off switches on Apple devices.”

Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.
(Note: ellipsis and bracketed “Jobs” added; italics in original.)

Many Corporations Refused to Finance Semiconductors

“Shown in 1960, the eight engineers who founded Fairchild Semiconductor and revolutionized world technology in “Silicon Valley,” an “American Experience” documentary, . . . .” Source of caption and photo: online version of the NYT review quoted and cited below.

(p. C4) “Silicon Valley” is a deceptively grand title for the new “American Experience” documentary Tuesday night on PBS. “Fairchild Semiconductor” would be more accurate.
. . .
One startling image shows a handwritten list of the many corporations that declined to bankroll the eight pioneers before Fairchild Camera and Instrument said yes. If any of them had possessed more foresight, the silicon chip might have belonged to National Cash Register, Motorola, Philco, BorgWarner, Chrysler, General Mills or United Shoe.

For the full review, see:
MIKE HALE. “Men Who Took Silicon to Silicon Valley.” The New York Times (Tues., February 5, 2013): C4.
(Note: ellipses in caption, and in quoted passage, added.)
(Note: the online version of the review has the date February 4, 2013.)

The “Silicon Valley” program first aired on PBS on 2/5/13 and can be viewed at:
http://video.pbs.org/video/2332168287

“The Ante for Being in the Room” at Apple Was Brutal Honesty

The following passage is Steve Jobs speaking, as quoted by Walter Isaacson.

(p. 569) I don’t think I run roughshod over people, but if something sucks, I tell people to their face. It’s my job to be honest. I know what I’m talking about, and I usually turn out to be right. That’s the culture I tried to create. We are brutally honest with each other, and anyone can tell me they think I am full of shit and I can tell them the same. And we’ve had some rip-roaring arguments, where we are yelling at each other, and it’s some of the best times I’ve ever had. I feel totally comfortable saying “Ron, that store looks like shit” in front of everyone else. Or I might say “God, we really fucked up the engineering on this” in front of the person that’s responsible. That’s the ante for being in the room: You’ve got to be able to be super honest. Maybe there’s a better way, a gentlemen’s club where we all wear ties and speak in this Brahmin language and velvet codewords, but I don’t know that way, because I am middle class from California.

I was hard on people sometimes, probably harder than I needed to be. I remember the time when Reed was six years old, coming home, and I had just fired somebody that day, and I imagined what it was like (p. 570) for that person to tell his family and his young son that he had lost his job. It was hard. But somebody’s got to do it. I figured that it was always my job to make sure that the team was excellent, and if I didn’t do it, nobody was going to do it.

Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.

Adolphus Busch Was First to Pasteurize Beer

Source of book image: https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcTAFP9Hrx5IMUu1VH2WgoGcF43prrX2QiZx1J770DEx8BcGm55p1g

(p. C9) The first King of Beers was a German immigrant who came to America just before the Civil War. Adolphus Busch set down roots in heavily Germanic St. Louis, used an inheritance to buy a brewery-supply business and married into the Anheuser family, which owned a struggling brewery of its own. Installed as president of the family business (re-christened Anheuser-Busch), Adolphus purchased a beer recipe–you have to love this–used by monks in a Bohemian village named Budweis. The crisp, pale lager was known as Budweiser.
. . .
Adolphus certainly knew how to sell beer. He was the first American brewer to pasteurize his product, meaning that he could store it longer and ship it greater distances. He bought his own rail-car company and glass bottler; in the age of trusts he was a one-man conglomerate. Anticipating the family taste for luxury, Adolphus maintained baronial mansions in St. Louis, Cooperstown, N.Y., and Pasadena, Calif. His style was grand or, as Mr. Knoedelseder puts it, “over-the-top gauche.”

For the full review, see:
Roger Lowenstein. “BOOKSHELF; Fall of the House of Busch.” The Wall Street Journal (Sat., December 1, 2012): C9.
(Note: ellipsis added.)
(Note: the online version of the review has the date November 30, 2012.)

Book under review:
Knoedelseder, William. Bitter Brew: The Rise and Fall of Anheuser-Busch and America’s Kings of Beer. New York: HarperBusiness, 2012.