Entrepreneurship – Page 149 – artdiamondblog.com

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.

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.