Entrepreneurship – Page 141 – artdiamondblog.com

Many New Tech Entrepreneurs Shun “Fast Cars and Fancy Parties”

“Phil Libin, chief of Evernote, at its headquarters in Redwood City, Calif.” Source of caption and photo: online version of the NYT article quoted and cited below.

(p. B1) SAN FRANCISCO — The number of privately held Silicon Valley start-ups that are worth more than $1 billion shocks even the executives running those companies.

“I thought we were special,” said Phil Libin, chief executive of Evernote, an online consumer service for storing clippings, photos and bits of information as he counted his $1 billion-plus peers.
He started Evernote in 2008 on the eve of the recession and built it methodically. “A lot of us didn’t set out to have a big valuation, we’re just trying to build something that lasts,” Mr. Libin said. “There is no safe industry anymore, even here.”
. . .
(p. B2) Silicon Valley entrepreneurs contend that the price spiral is not a sign of another tech bubble. The high prices are reasonable, they say, because innovations like smartphones and cloud computing will remake a technology industry that is already worth hundreds of billions of dollars.
. . .
The founders of the highly valued companies are old enough to remember past busts, and many shun the bubble lifestyle of fast cars and fancy parties.
Mr. Libin, who said he grew up on food stamps as the son of Russian immigrants in the Bronx, became a millionaire when he sold his first company, Engine5, to Vignette in 2000.
“The company I sold to, there were purple Lamborghinis in the garage. I got into watches,” he said. “Maybe a half-dozen, nothing over $10,000, but I needed this glass and leather watch winder.”
Evernote started as the financial crisis hit. “One night I was almost busted again,” he said, “and there was that watch winder on the shelf, mocking me.”
“Every job out there is insecure now,” he said. “People sell 10 percent of their stock, and they have an incentive to make the other 90 percent worth more. They are still working, but not worrying about what will happen to their home or their kids.”

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.)

Real Entrepreneurs Do Not Launch a Startup in Order to Cash In and Move On

The following passage is Steve Jobs speaking, as quoted by Walter Isaacson.
I agree with the part about real entrepreneurs not going public quick in order to cash in. But I disagree that the real entrepreneurs are mainly interested in building a lasting company. I think that often they are mainly interested in getting a project, or a series of projects, done (and done reasonably well). Recall that when Walt Disney couldn’t convince Roy Disney to pursue the Disneyland project, Walt left the main Disney company to pursue the project through a secondary rump Disney company.

(p. 569) I hate it when people call themselves “entrepreneurs” when what they’re really trying to do is launch a startup and then sell or go public, so they can cash in and move on. They’re unwilling to do the work it takes to build a real company, which is the hardest work in business. That’s how you really make a contribution and add to the legacy of those who went before. You build a company that will still stand for something a generation or two from now. That’s what Walt Disney did, and Hewlett and Packard, and the people who built Intel. They created a company to last, not just to make money. That’s what I want Apple to be.

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

Much of “A Charlie Brown Christmas” Was Funded Out of Producer’s Own Pocket

Source of book image: http://www.awn.com/files/imagepicker/23/artofpeanuts-cover-620.jpg

(p. C10) Of all the “Peanuts” television specials ever made, the first–“A Charlie Brown Christmas” (1965)–was the Charlie Browniest. The 25-minute special was an underdog, just like its hapless protagonist, and barely made it on the air. CBS gave producer Lee Mendelson so minuscule a budget, we learn in Charles Solomon’s “The Art and Making of Peanuts Animation,” that he was forced to fund the rest out of his own pocket–even though Coca-Cola had already guaranteed sponsorship. When “A Charlie Brown Christmas” pulled in sensational ratings, CBS grudgingly asked for follow-ups. “We’re going to order four more,” a network executive told Mr. Mendelson, “though my aunt in New Jersey didn’t like it either”–a line that Schulz might have written.
. . .
“A Charlie Brown Christmas” established the template, mixing morals and gags in a way that made the peachiness seem endearing. The perfectly pitched dialogue, written by Schulz himself, was voiced (at his insistence) by actual children. The expressionist use of line and color was introduced by director Bill Melendez, and the understated yet supremely catchy Latin jazz scores were the work of pianist-composer Vince Guaraldi and his combo. The tune Guaraldi called “Linus and Lucy” came to be synonymous with “Peanuts” for the generations that grew up on the specials.
While the movements of the characters–especially Snoopy–could be antic, Guaraldi’s scores set a cool counterpoint and provided a sense of serenity that was utterly unique. The characters weren’t always moving–sometimes they would stop and simply listen to each other–and Schulz insisted that there be no laugh track. He made the climax of the drama Linus walking to the center of the school stage to recite from the gospel of Luke–a decision daring even in its day, not least because it stopped the action for an extended period to show a hand-drawn character delivering a lisping speech.

For the full review, see:
WILL FRIEDWALD. “BOOKSHELF; Cheers for Chuck.” The Wall Street Journal (Sat., December 22, 2012): C10.
(Note: ellipsis added.)
(Note: the online version of the review has the date December 21, 2012.)

Book under review:
Solomon, Charles. The Art and Making of Peanuts Animation: Celebrating Fifty Years of Television Specials. San Francisco, CA: Chronicle Books, 2012.

Jobs Believed Great Companies Decline When Salesmen (Rather than Engineers and Designers) Take Over

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

(p. 568) I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of (p. 569) the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company. John Akers at IBM was a smart, eloquent, fantastic salesperson, but he didn’t know anything about product. The same thing happened at Xerox. When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off.

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

Resveratrol Activates Sirtuins to Switch on Energy Producing Mitochondria

A new study, just published in the prestigious journal Science, appears to substantially vindicate the recently beleaguered resveratrol longevity research of David Sinclair:

. . . a new study led by David Sinclair of the Harvard Medical School, who in 2003 was a discoverer resveratrol’s role in activating sirtuins, found that resveratrol did indeed influence sirtuin directly, though in a more complicated way than previously thought. . . . . . . activated, the sirtuins do several things, one of which is to switch on a second protein that spurs production of the mitochondria, which provide the cell’s energy. This would explain why mice treated with resveratrol ran twice as far on a treadmill before collapsing from exhaustion as untreated mice.

For the full story, see:
NICHOLAS WADE. “New Optimism on Resveratrol.” New York Times “Well” Blog Posted on MARCH 11, 2013. URL: http://well.blogs.nytimes.com/2013/03/11/new-optimism-on-resveratrol/
(Note: ellipses added.)

The Sinclair article (see last-listed co-author) is:
Hubbard, Basil P., Ana P. Gomes, Han Dai, Jun Li, April W. Case, Thomas Considine, Thomas V. Riera, Jessica E. Lee, Sook Yen E (sic), Dudley W. Lamming, Bradley L. Pentelute, Eli R. Schuman, Linda A. Stevens, Alvin J. Y. Ling, Sean M. Armour, Shaday Michan, Huizhen Zhao, Yong Jiang, Sharon M. Sweitzer, Charles A. Blum, Jeremy S. Disch, Pui Yee Ng, Konrad T. Howitz, Anabela P. Rolo, Yoshitomo Hamuro, Joel Moss, Robert B. Perni, James L. Ellis, George P. Vlasuk, and David A. Sinclair. “Evidence for a Common Mechanism of Sirt1 Regulation by Allosteric Activators.” Science 339, no. 6124 (March 8, 2013): 1216-19.

Open Systems Limit the Integrated Vision that Creates Great Products

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

(p. 568) People pay us to integrate things for them, because they don’t have the time to think about this stuff 24/7. If you have an extreme passion for producing great products, it pushes you to be integrated, to connect your hardware and your software and content management. You want to break new ground, so you have to do it yourself. If you want to allow your products to be open to other hardware or software, you have to give up some of your vision.

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

Ibrahim’s Celtel Provided Private Infrastructure to Aid African Growth

Source of book image: http://media.wiley.com/product_data/coverImage300/04/04707432/0470743204.jpg

I was searching for a biography of the entrepreneur Mo Ibrahim who founded the innovative African cell phone company Celtel. The closest I have been able to find so far is Less Walk, More Talk which looks promising, but which I have not yet read.
Arguably, cell phones in Africa have provided important infrastructure that has made it somewhat easier to be productive there, and hence made a contribution to economic growth.

The book is:
Southwood, Russell. Less Walk More Talk: How Celtel and the Mobile Phone Changed Africa. Hoboken, NJ: John Wiley & Sons, 2009.

Steve Jobs: “Never Rely on Market Research”

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

(p. 567) Some people say, “Give the customers what they want.” But that’s not my approach. Our job is to figure out what they’re going to want before they do. I think Henry Ford once said, “If I’d asked customers what they wanted, they would have told me, ‘A faster horse!'” People don’t know what they want until you show it to them. That’s why I never rely on market research. Our task is to read things that are not yet on the page.

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

Entrepreneur Ping Fu Learned the Resilience of Bamboo

Source of book image: online version of the WSJ review quoted and cited below.

(p. A11) The history of American business is full of immigrant success stories–of men and women who flee poverty and oppression in their home countries, arrive on our shores with only pennies in their pockets, and go on to build companies that generate wealth, create jobs, and provide innovative products and services.

Count among them Ping Fu, the Chinese-born chief executive of the high-tech company Geomagic, which provides 3D-imaging for such modern-day miracles as customized prosthetic limbs. If your child wears orthodontic braces, chances are that they were designed for his teeth with the help of Geomagic technology. Ms. Fu founded the company in 1997, 13 years after arriving in San Francisco with $80 in her purse and three English phrases in her vocabulary: “hello,” “thank you” and “help.”
. . .
In the U.S., Ms. Fu worked as a maid, a waitress and a baby sitter while learning English and studying computer science. She eventually landed at Bell Labs in Illinois before striking out on her own. “I was a reluctant and unlikely entrepreneur,” she writes. In China, “I had been hardwired to think that money was evil, and traumatized as a child because of my family’s success.” Encouraged by her Shanghai Papa to follow in the family’s entrepreneurial tradition, she and her then-husband launched Geomagic. In her book, she traces the challenges she faced in building a company–obtaining funding, winning customers, managing a growing staff of professionals.
Ms. Fu’s life story raises a core question about the development of the human psyche: Why is it that, confronted with the kind of horrors that Ms. Fu experienced as a child, some survivors succeed in later life while others fail, overcome by the trials they endured?
Ms. Fu credits the tranquil, happy childhood she experienced for the first eight years of her life. She also points to the Taoist teachings of her Shanghai Papa, who taught her to admire the flexible nature of the bamboo trees that grew in the family garden. Bamboo, he told her, “suggests resilience, meaning that we have the ability to bounce back from even the most difficult times.”

For the full review, see:
MELANIE KIRKPATRICK. “BOOKSHELF; The Art Of Resilience; Ping Fu endured gang-rape and political prison in China before arriving on our shores and founding her own high-tech firm.” The Wall Street Journal (Weds., January 9, 2013): D7.
(Note: ellipsis added.)
(Note: the online version of the review has the date January 8, 2013.)

The book under review is:
Fu, Ping. Bend, Not Break: A Life in Two Worlds. New York: Portfolio, 2012.

Profits Allow You to Make Great Products, But the Products, Not the Profits, Are the Motivation

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

(p. 567) My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary. Sure, it was great to make a profit, because that was what allowed you to make great products. But the products, not the profits, were the motivation. Sculley flipped these priorities to where the goal was to make money. It’s a subtle difference, but it ends up meaning everything: the people you hire, who gets promoted, what you discuss in meetings.

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

Greek Government Buries Olive Oil Entrepreneur in Red Tape

“Fotis Antonopoulos’s struggles to start OliveShop.com have made him a reluctant emblem of thwarted Greek entrepreneurship.” Source of caption and photo: online version of the NYT article quoted and cited below.

Vassilis Korkidis, who is quoted below, is (p. A3) “the president of the National Confederation of Hellenic Commerce, a trade association in Athens.”

(p. A1) ATHENS — It was about a year ago that Fotis I. Antonopoulos, a successful Web program designer here, decided he wanted to open an e-business selling olive products.

Luckily, he already had a day job.
It took him 10 months — crisscrossing the city to collect dozens of forms and stamps of approval, including proof that he was up to date on his pension contributions — before he could get started. But even that was not enough. In perhaps the strangest twist of all, his board members were required by the Health Department to submit lung X-rays — and stool samples — since this was a food company.
. . .
With Greece’s economy entering its fourth year of recession, its entrepreneurs are eager to reverse a frightening tide. Last year, at least 68,000 small and medium-size businesses closed in Greece; nearly 135,000 jobs associated with them vanished. Predictions for 2012 are also bleak.
But despite the government’s repeated promises to improve things, the climate for doing business here remains abysmal. In a recent report titled “Greece 10 Years Ahead,” McKinsey & Company described Greece’s economy as “chronically suffering from unfavorable conditions for business.” Start-ups faced immense amounts of red tape, complex administrative and tax systems and procedural disincentives, it said.
. . .
(p. A3) Part of Mr. Antonopoulos’s problem, Mr. Korkidis ventured, was his unwillingness to pay what is routinely referred to here as the “speed tax” — bribes to move things along.
Nor is Mr. Korkidis much of a fan of recent government efforts to improve things. He pointed to a pamphlet produced by the Ministry of Development, which explained a new “one-stop shop” program for new businesses.
“This doesn’t work,” he said. “You have to collect 10 papers first — and then it is one-stop shopping. Ridiculous.”
At 36, Mr. Antonopoulos is an aging computer whiz kid with long hair and an easy smile.
. . .
The worst moment, he said, was when representatives from two agencies came to inspect the shop and disagreed about the legality of a circular staircase. They walked out telling him that he “would have to figure it out.”
“At that point, we actually thought about just going to the U.K. with this,” he said. “One of the inspectors knew about new legislation. The other didn’t. And they just refused to come up with a solution.”
At one point, the company got a huge order from Denmark, he said. But the paperwork for what amounted to a wholesale transaction was so onerous that they decided not to even try to fill the order.