Entrepreneur 創業家

LED idea

2013-10-15T00:07:00.003-07:00

全球市場研究機構TrendForce旗下綠能事業處LEDinside估計，2014年LED照明市場產值將會比今年成長47.8%，達353億美元，明年LED照明的滲透率也將提升至32.7%。看好市場前景，晶電（2448）、億光、東貝、艾笛森等台廠都積極擴產迎接商機。

http://udn.com/NEWS/FINANCE/FIN3/8224246.shtml

Wise words from Bill Gates, Mark Zuckerberg, Michael Dell, Elon Musk, Andrew Carnegie and more...see any that inspire you?

2013-09-16T19:35:00.000-07:00

Everyone needs a little inspiration from time to time – especially entrepreneurs.

If you're looking for advice on how to rock the business world and live a successful and meaningful life, consider the words of leaders like Bill Gates, Mark Zuckerberg and Michael Dell. They might just have a trick or two up their sleeve.

Some excerpts:

"Your most unhappy customers are your greatest source of learning." – Bill Gates

"Your time is limited, so don't waste it living someone else's life." – Steve Jobs

"Failure is the only opportunity to begin again more intelligently." – Henry Ford

"Done is better than perfect." – Mark Zuckerberg

Best Productivity tools for entrepreneurs

2013-05-20T23:59:00.002-07:00

http://www.cbsplans.com/what-are-the-best-productivity-tools-for-entrepreneurs/?goback=%2Egde_1406987_member_240919205

Project Opportunity Analysis Template

2012-11-12T18:36:00.001-08:00

1. Key Strategic Priority Areas/Critical Success Factors
Creatively addresses more than one of the nine key strategic priority areas.
Directly targets a significant improvement in one key strategic priority area.
Contributes to the achievement of one key strategic priority area.
Provides benefits, but does not address any of the nine key strategic priority areas.

2. Annual Strategic Plan
An integral and significant preplanned component of the annual strategic plan.
An initiative within the annual plan.
Consistent with focus areas of the plan, but not defined as a planned initiative.
Provides benefits, but is not connected to the initiatives defined in the plan.

3. Mission, Vision and Precepts?
Creatively addresses more than one precept or component of the mission.
Directly targets a precept or component of the mission.
Contributes to a precept or component of the mission.
Provides benefits, but the connection to the mission and precepts is weak.

4. Long-term Strategic Plan
Creatively addresses more than one goal of the plan.
Directly targets a significant improvement in one goal of the plan.
Contributes to the achievement of one goal of the plan.
Provides benefits, but does not address specific goals of the plan.

5. Program/Product Portfolio
Builds on an existing area of strength, leveraging a core competency.
Provides services the organization has targeted for growth or improvement.
Addresses an area of weakness considered critical to portfolio of services.
Serves a new area, a weak area, or one that de-emphasized.

6. Customer(s) Served
Targeted to serve an existing primary customer group.
Serves a customer group which has been identified for growth potential.
Serves a secondary customer group, by leveraging an existing program.
Serves a secondary customer group or channel,? which others could serve as well.

7. Proven Demand for this Service
Members, customers and sponsors have paid for this program before.
Marketing research and tests indicate that this is a top priority service.
Marketing research supports some demand, but dollar value is unproven.
Some constituents demand this service, but no research or market proof.

8. Brand Consistency
Service reinforces key brand messages and is promoted with existing vehicles.
Service is consistent with key brand messages, but requires separate promotion.
Service connects with some brand messages and requires separate promotion.
Service is not consistent with key brand messages.

9. Delivery Channel Environment
Reinforces historical and current programs and values in delivery organizations..
Consistent with historical programs and values in delivery organizations.
Some degree of innovation or stretch that may be a concern to some players.
Innovative program designed to introduce change for delivery partners.

10. Financial Resources
Earns a financial payback of investment in one year or less.
Earns a financial payback in two years or less.
Breaks even in more than 2 years, but provides significant qualitative benefits.
Qualitative benefits are deemed to exceed quantitative costs.

11. Sponsor/Funding Resources
Creates a strong opportunity to attract new sponsors and contributions.
An attractive project 80% likely funded in a year, without harming programs.
More than 50% funding chance, but may compete with existing programs.
Less than a 50% funding chance or clearly competes with existing programs.

12. Information Technology
Uses existing capabilities without modification.
Uses existing or planned strong capabilities with minor enhancements.
Uses existing capabilities, but requires development outside of current plans.
Requires pioneering development work to provide appropriate service.

13. Delivery/Operations/Processing Capabilities
Uses existing strong capabilities without modification.
Uses existing strong capabilities with minor enhancements.
Uses existing capabilities, but requires significant development.
Requires pioneering development work to provide appropriate service.

14. Human Resources
Service can be provided by existing staff and structure.
Service requires some additions to staff in existing categories.
Service requires new staff skills and minor adjustments to structure.
Service requires major initiatives in recruiting, retention and structure.

15. Monitoring and Evaluation
Success is easily measured by existing measurement and evaluation tools.
Success can be measured with only minor enhancements to current system.
Success can be measured, but will require adjustments to existing measures.
Success is difficult, if not cost prohibitive, to measure directly

http://tomkapostasy.com/2010/06/06/project-opportunity-analysis-template/

Technology Entrepreneurship 2012 Stanford

2012-10-22T23:04:00.005-07:00

October 15, 2012 - December 20, 2012

http://venture-lab.org/venture

10 great quotes from Steve Jobs

2012-10-05T01:20:00.000-07:00

http://www.cnn.com/2012/10/04/tech/innovation/steve-jobs-quotes/index.html?hpt=hp_c2

1. "What a computer is to me is the most remarkable tool that we have ever come up with. It's the equivalent of a bicycle for our minds." (film "Memory & Imagination," 1990)

2. "I end up not buying a lot of things, because I find them ridiculous." (The Independent, 2005)

3. "I think death is the most wonderful invention of life. It purges the system of these old models that are obsolete." (Playboy, 1985)

4. "People think focus means saying yes to the thing you've got to focus on. But that's not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I'm actually as proud of the things we haven't done as the things I have done. Innovation is saying no to 1,000 things." (Apple Worldwide Developers' Conference, 1997)

5. "Being the richest man in the cemetery doesn't matter to me. ... Going to bed at night saying we've done something wonderful -- that's what matters to me." (CNNMoney/Fortune, 1993)

6. "My job is not to be easy on people. My job is to make them better." (CNNMoney/Fortune, 2008)

7. "If you want to live your life in a creative way, as an artist, you have to not look back too much. You have to be willing to take whatever you've done and whoever you were and throw them away." (Playboy, 1985)

8. "Innovation distinguishes between a leader and a follower." ("The Innovation Secrets of Steve Jobs," 2001)

9. "My model for business is the Beatles. They were four guys who kept each other's kind of negative tendencies in check. They balanced each other, and the total was greater than the sum of the parts. That's how I see business: Great things in business are never done by one person. They're done by a team of people." ("60 Minutes," 2003)

10. "I would trade all my technology for an afternoon with Socrates." (Newsweek, 2001)

How to become a Milionaire

2011-12-04T20:04:00.001-08:00

Interesting article about to become a millionaire....
http://www.wikihow.com/Become-a-Millionaire

1. Mindset

Believe in the goal of becoming a millionaire
Decide what your motive for being a millionaire is
Don't confuse the financial freedom of being a millionaire with being a glamor-driven spendaholic
Get rid of the phrase "if only" from your vocabulary

2. Health and stamina

Be in good health before embarking on a journey to become a millionaire
Be tenacious - Check your self confidence
Realize now that people will stand in your way
Unearth your sense of humor

3. Actions

Think about becoming a millionaire
Stop spending and be thrifty
Enjoy the finer and often free or least expensive things in life
Live beneath your means
Consider what you're doing now
Be prepared to get into business
Look at what people need, not necessarily at what you want when deciding on a business
Have a frugal start up
Monitor cashflow with an eagle eye in your start up business
Find a mentor who has walked the walk and seek advice

2011-10-25T21:55:00.000-07:00

Steve Jobs 2011

《賈伯斯傳》

Legacy - The Brightest Heaven of Invention

The Daily Show
Get More: Daily Show Full Episodes,Political Humor & Satire Blog,The Daily Show on Facebook

10 個D來評量創業家

2011-10-02T08:03:00.000-07:00

創業不是一件簡單容易的行為，需要具備一定條件的人格特質才容易吸引他人的追隨與贊助。

一項針對創業投資所進行的大規模調查指出，投資家主要由以下10個D來評量創業家的人格特質：

Dream（理想）、Decisiveness（果斷）、Doers（實幹）、Determination（決心）、Dedication（奉獻）、 Devotion（熱愛）、Details（周詳）、Destiny（使命）、Dollar（金錢觀）、Distribute（分享）。

而這10個D也可做為計畫創業者，自我評量人格特質是否具有吸引力的一種參考。

創業真不容易。

Steve Jobs (賈伯斯) 精彩的演說

2011-08-25T02:35:00.000-07:00

iPod 2001

iPhone 2007

iPad 2010

2011/6/7 Steve Jobs Presents to the Cupertino City Council about Apple’s New Campus

Steve Jobs - Resigned

2011-08-24T20:27:00.000-07:00

Steve & Bill (2007) in D5

2011-08-15T20:04:00.001-07:00

Steve Jobs 在2007 年已經提出 Post-PC 時代的來臨~

Watch All Things Digital 2007 (D5) - Bill Gates & Steve Jobs (Part 1 of 2) in Technology | View More Free Videos Online at Veoh.com

Watch All Things Digital 2007 (D5) - Bill Gates & Steve Jobs (Part 2 of 2) in Technology | View More Free Videos Online at Veoh.com

世界跟著他的想像走：賈伯斯傳奇

2011-08-02T23:35:00.000-07:00

書籍資訊：

出版社：天下文化
書名：世界跟著他的想像走：賈伯斯傳奇
作者：王詠剛、周虹
ISBN：9789862167823
出版日期：2011年7月29日

賈伯斯在2005年史丹佛大學畢業生演講的內容

2011-08-02T23:00:00.000-07:00

『Stay Hungry, Stay Foolish』

Stanford Report, June 14, 2005

'You've got to find what you love,' Jobs says

This is the text of the Commencement address by Steve Jobs, CEO of Apple Computer and of Pixar Animation Studios, delivered on June 12, 2005.
I am honored to be with you today at your commencement from one of the finest universities in the world. I never graduated from college. Truth be told, this is the closest I've ever gotten to a college graduation. Today I want to tell you three stories from my life. That's it. No big deal. Just three stories.

The first story is about connecting the dots.

I dropped out of Reed College after the first 6 months, but then stayed around as a drop-in for another 18 months or so before I really quit. So why did I drop out?
It started before I was born. My biological mother was a young, unwed college graduate student, and she decided to put me up for adoption. She felt very strongly that I should be adopted by college graduates, so everything was all set for me to be adopted at birth by a lawyer and his wife. Except that when I popped out they decided at the last minute that they really wanted a girl. So my parents, who were on a waiting list, got a call in the middle of the night asking: "We have an unexpected baby boy; do you want him?" They said: "Of course." My biological mother later found out that my mother had never graduated from college and that my father had never graduated from high school. She refused to sign the final adoption papers. She only relented a few months later when my parents promised that I would someday go to college.

And 17 years later I did go to college. But I naively chose a college that was almost as expensive as Stanford, and all of my working-class parents' savings were being spent on my college tuition. After six months, I couldn't see the value in it. I had no idea what I wanted to do with my life and no idea how college was going to help me figure it out. And here I was spending all of the money my parents had saved their entire life. So I decided to drop out and trust that it would all work out OK. It was pretty scary at the time, but looking back it was one of the best decisions I ever made. The minute I dropped out I could stop taking the required classes that didn't interest me, and begin dropping in on the ones that looked interesting.
It wasn't all romantic. I didn't have a dorm room, so I slept on the floor in friends' rooms, I returned coke bottles for the 5¢ deposits to buy food with, and I would walk the 7 miles across town every Sunday night to get one good meal a week at the Hare Krishna temple. I loved it. And much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on. Let me give you one example:

Reed College at that time offered perhaps the best calligraphy instruction in the country. Throughout the campus every poster, every label on every drawer, was beautifully hand calligraphed. Because I had dropped out and didn't have to take the normal classes, I decided to take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science can't capture, and I found it fascinating.

None of this had even a hope of any practical application in my life. But ten years later, when we were designing the first Macintosh computer, it all came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, its likely that no personal computer would have them. If I had never dropped out, I would have never dropped in on this calligraphy class, and personal computers might not have the wonderful typography that they do. Of course it was impossible to connect the dots looking forward when I was in college. But it was very, very clear looking backwards ten years later.

Again, you can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.

My second story is about love and loss.

I was lucky — I found what I loved to do early in life. Woz and I started Apple in my parents garage when I was 20. We worked hard, and in 10 years Apple had grown from just the two of us in a garage into a $2 billion company with over 4000 employees. We had just released our finest creation — the Macintosh — a year earlier, and I had just turned 30. And then I got fired. How can you get fired from a company you started? Well, as Apple grew we hired someone who I thought was very talented to run the company with me, and for the first year or so things went well. But then our visions of the future began to diverge and eventually we had a falling out. When we did, our Board of Directors sided with him. So at 30 I was out. And very publicly out. What had been the focus of my entire adult life was gone, and it was devastating.
I really didn't know what to do for a few months. I felt that I had let the previous generation of entrepreneurs down - that I had dropped the baton as it was being passed to me. I met with David Packard and Bob Noyce and tried to apologize for screwing up so badly. I was a very public failure, and I even thought about running away from the valley. But something slowly began to dawn on me — I still loved what I did. The turn of events at Apple had not changed that one bit. I had been rejected, but I was still in love. And so I decided to start over.
I didn't see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life.

During the next five years, I started a company named NeXT, another company named Pixar, and fell in love with an amazing woman who would become my wife. Pixar went on to create the worlds first computer animated feature film, Toy Story, and is now the most successful animation studio in the world. In a remarkable turn of events, Apple bought NeXT, I returned to Apple, and the technology we developed at NeXT is at the heart of Apple's current renaissance. And Laurene and I have a wonderful family together.

I'm pretty sure none of this would have happened if I hadn't been fired from Apple. It was awful tasting medicine, but I guess the patient needed it. Sometimes life hits you in the head with a brick. Don't lose faith. I'm convinced that the only thing that kept me going was that I loved what I did. You've got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don't settle.

My third story is about death.

When I was 17, I read a quote that went something like: "If you live each day as if it was your last, someday you'll most certainly be right." It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: "If today were the last day of my life, would I want to do what I am about to do today?" And whenever the answer has been "No" for too many days in a row, I know I need to change something.
Remembering that I'll be dead soon is the most important tool I've ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure - these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.

About a year ago I was diagnosed with cancer. I had a scan at 7:30 in the morning, and it clearly showed a tumor on my pancreas. I didn't even know what a pancreas was. The doctors told me this was almost certainly a type of cancer that is incurable, and that I should expect to live no longer than three to six months. My doctor advised me to go home and get my affairs in order, which is doctor's code for prepare to die. It means to try to tell your kids everything you thought you'd have the next 10 years to tell them in just a few months. It means to make sure everything is buttoned up so that it will be as easy as possible for your family. It means to say your goodbyes.

I lived with that diagnosis all day. Later that evening I had a biopsy, where they stuck an endoscope down my throat, through my stomach and into my intestines, put a needle into my pancreas and got a few cells from the tumor. I was sedated, but my wife, who was there, told me that when they viewed the cells under a microscope the doctors started crying because it turned out to be a very rare form of pancreatic cancer that is curable with surgery. I had the surgery and I'm fine now.

This was the closest I've been to facing death, and I hope its the closest I get for a few more decades. Having lived through it, I can now say this to you with a bit more certainty than when death was a useful but purely intellectual concept:

No one wants to die. Even people who want to go to heaven don't want to die to get there. And yet death is the destination we all share. No one has ever escaped it. And that is as it should be, because Death is very likely the single best invention of Life. It is Life's change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away. Sorry to be so dramatic, but it is quite true.

Your time is limited, so don't waste it living someone else's life. Don't be trapped by dogma — which is living with the results of other people's thinking. Don't let the noise of others' opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.

When I was young, there was an amazing publication called The Whole Earth Catalog, which was one of the bibles of my generation. It was created by a fellow named Stewart Brand not far from here in Menlo Park, and he brought it to life with his poetic touch. This was in the late 1960's, before personal computers and desktop publishing, so it was all made with typewriters, scissors, and polaroid cameras. It was sort of like Google in paperback form, 35 years before Google came along: it was idealistic, and overflowing with neat tools and great notions.

Stewart and his team put out several issues of The Whole Earth Catalog, and then when it had run its course, they put out a final issue. It was the mid-1970s, and I was your age. On the back cover of their final issue was a photograph of an early morning country road, the kind you might find yourself hitchhiking on if you were so adventurous. Beneath it were the words: "Stay Hungry. Stay Foolish." It was their farewell message as they signed off. Stay Hungry. Stay Foolish. And I have always wished that for myself. And now, as you graduate to begin anew, I wish that for you.

Stay Hungry. Stay Foolish.

Thank you all very much.

iWoz: From Computer Geek to Cult Icon: How I Invented the Personal Computer, Co-Founded Apple, and Had Fun Doing It

2011-07-15T00:36:00.000-07:00

Ref:http://deimos3.apple.com/WebObjects/Core.woa/FeedEnclosure/mit.edu-dz.4265818795.04265818797.5225697391/enclosure.mp4
Steve Wozniak

Very cool speech to listen.

MIT speech on 2010/11/11

or from iTunes below: (search for MIT)

Manager

2011-07-06T00:30:00.000-07:00

管理者 (Manager)
- 和一群人共同工作
- 藉由協調他人
- 完成工作
- 達成組織目標

管理者與管理的意義
透過他人以成事 (Getting things done through people)
- 協調他人之業務
- 完成工作
- 一種過程與程序
- 追求效率 (Efficiency)
- 追求效能 (Effectiveness)

(一) 追求效率 (Efficiency)
- Input vs Output
- 著重於方法
- Do the things right (把事情做好)

(二) 追求效能 (Effectiveness)
- Goal achievement
- 著重於結果
- Do the right thing (做對的事情)

四大管理功能
規劃－分析環境、訂定目標、建立策略，發展有系統的行動計畫，來整合與協調企業的各項活動

組織－確定工作內容、分派執行人選、任務編組、報告層級、決策權分配等

領導－影響個人或團隊、激勵部屬、有效溝通，解決團體內部紛爭等

控制－監督與評估組織績效，以確保工作如預期進行，並將實際績效與目標相比較

Ref:台大管理概論

It's your ship - Entrepreneurial Thought Leaders Lecture

2011-06-15T20:28:00.000-07:00

2007/11

Dr. William J. Perry, former Secretary of Defense discusses lessons in leadership reminding us that a pivotal point in management is realizing that "It's your ship" and your own "crew". Perry draws parallels from his experience in business as an entrepreneur and in the government in various critical technology development roles and most recently as the Secretary of Defense (1994-1997). Perry ends with an incisive management principle applicable both in the corporate world and the government - "Take care of your troops and they will take care of you."

Reference: http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1677

Managing By Walking Around (MBWA)

2011-06-15T01:39:00.000-07:00

Twelve Guidelines for Managing By Walking Around (MBWA)

1. Do it to everyone.

You may remain in such close contact with your direct reports that MBWA is redundant with them. The real power of the technique lies in the time you spend with those in lower levels of your area of responsibility. Get around to see those who work for your direct reports and any others whose work is important to you.

2. Do it as often as you can.

MBWA sends positive messages to employees. It reveals your interest in them and in their work, and it says you don’t consider yourself "too good" to spend time with them. MBWA also enables you to stay in touch with what is going on in your department, section or unit. Put aside at least thirty minutes a week to spend with all employees. Aim for once a quarter to see those you must travel long distances to visit.

3. Go by yourself.

MBWA is more meaningful when you visit with employees alone, and one-on-one. It encourages more honest dialogue and speaks loudly of your personal commitment to the idea.

4. Don’t circumvent subordinate managers.

Some employees may take advantage of your presence to complain about a supervisor who is your subordinate. Counsel them to discuss the issue fully with their supervisor first. If you have cause to question the supervisor’s judgement, don’t indicate so to the employee, but follow up privately with the supervisor.

5. Ask questions.

MBWA is a great opportunity to observe those "moments of truth" when your employees interact with your clients. Ask them to tell you a little bit about the files, projects or duties they are working on. Take care to sound inquisitive rather than intrusive.

6. Watch and listen.

Take in everything. Listen to the words and tone of employees as they speak to you and to each other. You’ll learn a lot about their motivation and their levels of satisfaction. In the words of Yogi Berra, "You can observe a lot just by watching."

7. Share your dreams with them.

As a Yukon Dog Team handler used to say, "The view only changes for the lead dog." MBWA is a solid opportunity to make sure that when you lead the sled in a new direction, the employees behind you won’t trip over themselves trying to follow. Tell them about the organization’s vision for the future, and where your vision for the department / unit/ section fits in with the "big picture." Reveal the goals and objectives that you want them to help you fulfill together as a team. Ask them for their vision, and hold an open discussion.

8. Try out their work.

Plop down in front of the computer; get behind the wheel; pick up the telephone; review a project file. Experience what they endure. Sample their job just enough to show your interest in it, and to understand how it goes. Think of great ways to reconnect with your front line workers, and gain a current understanding of exactly what they are dealing with during a typical work day.

9. Bring good news.

Walk around armed with information about recent successes or positive initiatives. Give them the good news. Increase their confidence and brighten their outlook. So often employees are fed only gloom and doom. Neutralize pessimism with your own optimism, without being non-credible.

10. Have fun.

This is a chance to lighten up, joke around, and show your softer side without being disrespectful or clowning around. Show employees that work should be fun and that you enjoy it too.

11. Catch them in the act of doing something right.

Look for victories rather than failures. When you find one, applaud it. When you run into one of the many unsung heroes in your job site, thank them on the spot, being careful not to embarrass them in front of peers or to leave out other deserving employees.

12. Don’t be critical.

When you witness a performance gone wrong, don’t criticize the performer. Correct on the spot anything that must be redone, but wait to speak to the wrongdoer’s supervisor to bring about corrective action.

Choosing the Entrepreneurial Path - Reid Hoffman (LinkedIn)

2011-06-13T01:30:00.000-07:00

A speech back in 2007/2/7 at Standford.

3 types of personal for founder for general.
- Technologist
- General Manager
- Product Personal

Young at Heart: How to Be an Innovator for Life

2011-06-02T20:45:00.000-07:00

很精彩的演講
Young at Heart: How to Be an Innovator for Life by Tom Kelley

Young at Heart: How to Be an Innovator for Life
Date: 11/12/2008
Standford Entrepreneurial Thought Leader Lecture

Tom Kelley is currently General Manager at IDEO, a firm that helps its clients create innovative products, services and environments. Tom is a frequent speaker on managing innovation for U.S., Asian and European audiences, and has appeared on international news programs for BBC Television and Nikkei Satellite News.

As the co-author of three books, including The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm, Tom illuminates the strategies for fostering a culture and process of continuous innovation.

Prior to joining IDEO, Tom was a management consultant for Towers Perrin, advising senior executives on organizational and operational issues in North America, Asia and Australia. Tom holds an MBA in Marketing from the Haas School of Business at UC Berkeley, where he received the Delbert J. Duncan citation as the year's top marketing scholar.

Jeff Hawkins

2011-05-19T09:47:00.000-07:00

Inside the Mind of a Reluctant Entrepreneur - 2009/5/13 (Numenta) Standford Podcast

2003 Feb - Idea Worth Spreading

You've Got Entrepreneurship

2011-05-05T09:19:00.000-07:00

by Steve Case (Revolution & AOL)
2010/2/24
Stanford Technology Ventures Program

3P: People, Passion, Perseverance

The Road to CEO

2011-05-04T08:56:00.001-07:00

邁向CEO之路
The road to CEO : the world’s leading executive recruiters identify the traits you need to make it to the top
作者：雪倫‧佛若斯/著
出版日期：2001 年06 月 22 日

未來企業領導人的6項必要條件

幾乎所有談領導的專家都針對領導人要件這個議題，發表過具有啟發性的深入看法。但明日企業領導人的真正幕後推手─人才仲介顧問指出，求才企業愈來愈重視以下這6項條件：

．變通彈性：適應企業愈來愈多的變革需求，不管是要在新科技上冒更大的風險，還是要重新凝聚企業團隊的向心力。

．共識取向：員工共同參與決策、尋求共識的管理風格重於權威式的管理風格。

．MBA學位：絕對不是空洞無用的證書，它確實能夠增強你在企業界發展的能力。

．人際技巧：未來的高階主管將視人際關係為事業進展的基石。他們將不斷琢磨人際技巧，他們也將是善於理解他人情緒及行為的優秀管理者。

．全球視野：豐富的國外經驗是未來高階主管的標誌。21世紀的主管將自己國家市場與全球其它市場一視同仁。他們了解商業計畫與組織內部可能存在著重大的文化差異。被派到國外工作不再被解讀為坐冷板凳，而是快速晉升的途徑。

．與董事會互動的經驗：對任何有志爭取執行長工作的人來說，與董事會互動的經驗是關鍵的里程碑。不論報告的對象是自己公司的董事會、其它公司的董事會，或是位高權重、非營利性質組織的董事會，未來的企業領導人都要有處理財務安全、經營宗旨與企業願景等重要策略性議題的能力，而且要了解公司策略對包括股東在內等企業重要關係對象可能產生的影響。

The 80 Minute MBA: Everything You'll Never Learn at Business School

2011-04-30T16:54:00.000-07:00

by Richard Reeves
Richard Reeves (Author) and , John Knell (Author)

當大家都一窩蜂去念MBA或EMBA課程時，
　　你真的有學到企業經營管理的精髓嗎？

　　《學校沒教的MBA－-80分鐘讀完你沒學過的MBA》中所列舉的5個企業經營理關鍵力，真的很重要，但學校老師卻忘了教。

　　本書幫助你2年MBA課程，80分鐘完全搞定！

　　●亞馬遜網路書店5顆星評價！

　　●18歲到80歲完全適用！
　　不論年紀大小、學歷高低，本書讓你用最少的時間，學到最大的企業經營本事。

　　●不懂企業經營，你敢當主管或老闆嗎？
　　《學校沒教的MBA－-80分鐘讀完你沒學過的MBA》中所列舉的5個企業經營關鍵力，讓你「迅速提升工作效率」、「立即改善公司體質」、「馬上受到同事歡迎」。

　　●學一次，用一輩子！馬上掌握MBA關鍵價值！
　　利用80分鐘，有效得到2年學習效果。《學校沒教的MBA－80分鐘讀完你沒學過的MBA》讓你80分鐘馬上學會學校有教或沒教的5大企業管理思維，打造扎實MBA，提升職場競爭力！

　　●一定要會的企業經營5大關鍵力！

　　1、經營力：
　　企業開始講究環境與金融的永續性，工商企業的領導人需要新的管理精神，把大部分聚焦在永續生存上，身為領導人或主管如何邁向成功，環境與金融體系的永續經營，都是不容小覷的關鍵。

　　2、領導力：
　　企業經營的核心要素在於，該以何種方式領導企業創造經營高峰，並且明確指出成功的企業領導者的絕對優勢，具備何種技巧能夠安定廣大的企業內部員工，並且能夠針對外在的威脅，以牢不可破的凝聚力迎向事業體的成功。

　　3、文化力：
　　人員是最有價值的生產因素，同時又是最難以有效吸引的一項資產。針對「人力資源」的管理，主要應該藉由企業體本身的文化著手，創造出人員的價值，與企業文化的呈現，巧妙的牽動組織的營運。

　　4、財務力：
　　針對企業經營關鍵－財務報表的理解，對於現金的運用與規劃。現金的範圍涵蓋了財務金融、資產負債表、會計、供應鏈的管理和經濟學，藉由這些專業的經營工具，使得企業在管理上能夠擁有最好的財務保護。

　　5、溝通力：
　　聚焦該如何和市場及顧客們對談？在策略、倫理道德、時間管理、經濟學、統計學以及神經市場行銷（neuromarketing）等方面，提出些小型的模組。

　　●想要進修卻苦無時間？就算取得學位也不保證擁有職場競爭力？
　　《學校沒教的MBA- 80分鐘讀完你沒學過的MBA》擺脫傳統商學院課程的紙上談兵，將經營管理概念與關鍵性議題做重點式篩選整理，讓你能夠即時引用強而有力的手法，發展具創造性的周延思考。

　　●除了經營管理學，本書還告訴你MBA課程沒教的事！
　　培養全新的企業精神，是引領潮流的MBA課程所缺乏的重點。將簡化繁複的企業管理思維，以濃縮的形式呈現，晉升MBA只需要80分鐘，就能掌握新的企業價值，強化商場競爭力。

作者簡介

李福斯（Richard Reeves）

　　名作家、時事評論家兼演說家，以前曾擔任過《今日管理》（Management Today）雜誌社的專欄作家和無特定任務的編輯，目前定期地在《衛報》（Guardian）、《觀察家報》（Observer）和《展望》（Prospect）等雜誌撰稿。二○○五年，他在英國國廣播公司（BBC）推出〔讓斯勞快樂〕，最近加入深具影響力的智庫 Demos（www.demos.co.uk），還剛被任命為執行長，後來更贏得「二○○七年度歐洲商業演講人獎」（European Business Speaker of the Year 2007）。雷雅士著作等身，作品包括《Happy Mondays : Putting He Pleasure Back into Work》和《John Stuart Mill : Victorian Firebrand》。

約翰．尼爾（John Knell）

　　曾不遺餘力地研究不斷改變中的工作情勢和組織面相，也是這方面最優秀的英國思想家之一，各式各樣的企業和公家單位都曾聘請他為顧問。不過近來在客戶的委託下，則把工作聚焦於策略檢討、思維的領導，以及高階公共政策上，尤其對文化層面更是著力甚深。過去他曾擔任過智庫工作基金會（Work Foundation）的研究暨倡導處處長，並在把該組織轉型為工作議題的權威性機構上，扮演了一個深具關鍵性的角色。此外，他還撰述了許許多多的報告，主旨涵蓋工作和組織的變革，以及各類公共政策等，作品包括《The Art of Dying》和《Whose Art Is It Anyway？》，詳細內容可參www.john-knell.com

目錄

培養企業永續經營力 SUSTAINABILITY

在MBA課程中，不算主流的「永續經營」概念，在本書中視為極重的關鍵。殘破不堪的金融體系與日益惡化的環境問題，除了企業最基本的生存，與大環境下的金融危機，在永續生活的要求下，企業主如何在環境保育中與金融體系做出相輔相成的結合，達到互利共生的雙贏局面。

01 環境自然給你的經營考驗
面對地球的生態系統造成更大且更出其不意的衝擊，在數據斑斑下，生態與企業經營的問題變得更加明確了，而且這樣的日子也終於來到我們面前，企業與環境的永續生存能力相關的那些議題，到了未來勢必會對企業的營運及獲利能力產生重大影響。

02 氣候變遷，將你經營方針轉彎！
氣候變遷問題顯現出下面三種企業經營的風險：實質的風險、規範的風險、聲譽的風險。聰明的投資人也正更加努力地檢視氣候變遷的效應，以前只是常常憂慮公司業務能否維持的資本家或是金融業者，如今更十分擔心氣候變遷的問題。

03 創造新綠色時代是你我的責任
企業領導人必須從氣候變遷的角度，評估實質風險、規範風險和聲譽風險上的暴露程度、對環境衝擊的充分揭露，包括碳排放情形、針對減碳訂定嚴苛的目標、遊說政府訂定更嚴格的規範，以確保一個綠色的公平比賽場地。新的領導者要以不同於以往的角度，思考競爭的真正意義，創造企業的綠色新時代。

04 你不懂統計？掌握概念做敏銳判斷
為什麼數字是這麼地重要？因為它們會有助於我們解讀周遭世界，並做出決策。如果不會數字，那也至少得想辦法了解，如何運用數據做出敏銳判斷，統計學究竟告訴我們什麼？統計學上「P值」與「相互關係並不等於因果關係」的概念，可以使我們具備這些統計的解讀能力。

企業經營的關鍵領導力 LEADERSHIP

企業領導者的智慧與對於企業本體的堅持，是經營的重要概念。MBA重點核心課程，傳達成功的企業領導者在經營層面上，所呈現出來的優勢與劣勢，哪些是我們應該學習，哪些是我們應該要盡其所能的去避免的。

05 你的領導本色，創造出企業優勢
各種不同的人都主張，企業領導必須做到下列的要求：活潑有力的領導方式、勇敢的帶領企業迎向挑戰、以貼近員工心情的方式帶領企業體（不妨這麼說，千萬別採行激進的無神論式領導）、和諧的工作環境、只做第一，不做第二名、永遠認知領導者只是員工的僕人、透明而流暢的方式呈現領導本色。

06 帶人帶到心，你一定要學會！
有關企業領導方面的有共同屬性或是技巧，一般而言，它們分別是極佳的領袖魅力、瞭解自身性格的短處、講求真確性的領導方針、從指導中了解自己與企業體的缺失和策略運用的重要。

07 踩在巨人肩上：看這些成功經驗吧！
吉姆．柯林斯（Jim Collins）曾在他的著作《從A到A+：向上提升，或向下沈淪？企業從優秀到卓越的奧祕》（Good to Great : Why Some Companies Make the Leap and Others Don’t）中，提到我們對企業領導的看法一直都被柯林斯，或其合作夥伴傑利．薄樂斯（Jerry Porras））所影響著，他的觀察和發現，則更在我們與領導者的共事經驗、以及領導所屬團隊的自身經驗中得到印證。

08 你可以成功領導，牢記4大關鍵！
成功的領導者較重視你所知道的，而非你的身份或是你所從事的工作。「wiki」一詞係代表「我所知道的是……」（What I know is）之意，而成功領導者內心所真正了解的，則是包括如下四項關鍵性的知識：企業領導決定經營走向、當前企業領導情勢、企業領導者的定位，以及如何建構一個堅強的團隊。

塑造企業價值的文化力 CULTURE

針對人員的培訓，企業形象的營造是相當重要的。以企業形象的方式，教導企業內部人員，便能夠達到上下一心的境界。以文化的延續，才做經營組織的領導與造化，創造出獨特的企業價值。

09不要忘記！員工就是你的有形資產
工作場所中一句最耳熟能詳的口頭襌便是：「人員是我們最大的資產！」經濟學家所稱的「人力資本」（human capital）往往具有一種獨一無二的能力，在現代化企業裡充任「價值的發動機」這種角色。若以最直接的經濟學用語來說，人員對企業所貢獻的價值，要遠超過其他任何一項生產要素。

10你應該創造一個體貼員工的企業
關心組織目標的員工，他們極有意願地提出改善之道，貢獻出自己的構想，並且勇於做出決策，這些全都是高度無條件承諾的徵兆。談到這些員工時，無不指出他們會超越勞雇契約的範圍，隨時準備接受契約之外的工作，他們對工作的承諾早已進一步擴大，而超越原有工作說明書上記載的狹窄範圍。

11 除了營業額外，更該培養文化力
主管們應該協助企業創造出領導標竿，所有的MBA課程都會包括一個「文化改變」（Culture Change）的模組，可是這種語法並不十分正確，因為組織文化並不像一成不變的模子，而是會逐漸成長的。成功的組織文化具有三項重要特色：團結一致、企業活力，以及人員自律。

12凝聚員工力量，強化企業競爭力
有個良好的工作夥伴，乃是意識到社會力的必要因素。我們有充分的證據顯示，人們最常引用他們與其直屬主管間的關係，做為其離職的理由。這種關係的重要性是十分明確的，從現象即可充分看出：「員工往往是因為工作夥伴而留下來，但也往往由於他們的主管而離開。」

13你是怎樣的人，就有怎樣的文化
領導者就是藉著企業活力形塑出他們的組織文化，頭兩個就是所謂「正面積極的活力」及「賦予他人活力的能力」，前者或可稱之為「做出艱難決策的勇氣」，而後者則是「讓工作完成的能力」。

14　和你的員工和平共處
無論工作的地點、時間或方式如何，人們通常所擁有的自由越多，他們就會越快樂，並越具有生產力。另外，重要的是得體認到，自由裁量的努力是與自由裁量以及自由度息息相關的。

巧妙運用企業經營的財務力 CASH

藉由專業的會計概念與財務報表，掌握企業體的營運狀態。財務狀況是企業的命脈，因此針對財務管理的工具表單與概念，在培訓企業領導者的過程中，是不可或缺的課程。

15你的神力幫手：會計法則
對於「會計」一詞的另一個定義也同樣正確，那就是「除非了解會計的基本原理，

否則你永遠不可能賺到錢、控制好自己的成本、把資源做最佳的運用，或是有能力判定該把焦點放在企業內部的什麼地方。」

16 運用資源供應鏈，管理更得心應手
供應鏈的管理已經變成對企業戰略價值和戰術價值的一項重要來源。資訊科技（IT）的供給能力，已為供應商和重要顧客間的密切合作創造出新的機會，在此同時，對永續能力的關切以及在供應鏈上的其他相關性道德需求，正迫使生產者們發展出高度透明且容易對資源引發反應的供應鏈。

培養企業與消費者的溝通力 CONVERSATION

利用市場行銷，創造出極高的業績，替企業體成功的獲取利益。無論是個人業績的提升，又或者是整體的業務達到的獲利顛峰，都在在證明行銷的重要。不同的行銷方式能夠達到不同的業績效果。唯有業績，能夠強化企業基底，累積企業體的營運實力。

17 消費型態已改變，你還傻傻不變通
集體協作（mass collaboration）的這些新式武器已讓成千上萬的個人和社群得以創造出內容、彼此分享概念和興趣、相互交談、和你交談、留下建議、共享網路和理想，並且建立或是破壞品牌名聲。在這情況下，我們已不再只是處處被動的消費者，更成了主動積極的生產者。

18 想要提升業績，你該聽顧客怎麼說
如果市場行銷曾是實質性的區分因素，那麼會侵犯它的，便是生產者與消費者之間那種控制力道日減、且更趨於動態化的互動。對於所有種類的企業而言，創造新概念、新產品和新機會的能力，正逐漸成為他們與其市場和顧客展開新對話的能力基礎所在。

19 拋開4P，現在4C正當道！
行銷的力量面臨到更大程度的崩潰，而且越來越不被我們所確信。其挑戰不再是如何改造現有的模式，使之更具有適應能力，而是坦然接受遊戲規則已經改變的這個事實，影響所及，市場行銷的本質也必定面臨到改變。如今4P已被如下的4C所取代：社群（community）、集體創造（co-creation）、客製化（customization）、對話（conversation）。

20 利用消費者的口碑做生意
口碑行銷（word-of- mouth marketing）可以從中獲得的好處。最大的獎賞尚有待於那些可以把他們給轉化成「產銷者」的企業出現，而所謂的「產銷者」，就是可以幫助生產者製造出他們自己所想要使用的產品或是服務，當然，這也是把消費者變成生產者以及集體創造者的願景所在。

21注意！客製化時代已經到來！
只要能達到客製化和個人化的要求，並且適用於顧客的實際需求，就可以擄獲顧客的心。如果消費者受到了鼓勵，主動呼應自己的內在偏好，並且隨心所欲做選擇的話，那麼網路會容許市場做適當的重組，以有效支援人們對於客製化的欲求，而且所帶來的結果一定是，特定市場和顧客基礎的區隔將變得更大。

22　你行銷的好伙伴：善用群體的力量
站在「社群的雙肩」上可以發現，客製化是傳統行銷的其中一個瓦解力量，而另一個更重要的瓦解力量，即是集體創造的趨勢。這種紛雜混亂的現象，也反應出消費者的參與意願已越來越強烈，以期能夠具體決定自己所關懷的那些事物。不過同時這也產生了一個相當矛盾的現象，那就是未來的創新反而會變得更容易管理。

23　拉近顧客與你的距離
行銷人員必須接受，他們的顧客正做出越來越多的重大行銷決策，相較之下，這些行銷人員所屬的行銷部門，卻逐漸瞠乎其後。這表示隨著更自由和更開放的腳步，過去那種在溝通和連繫上強調緊密控制的時代已日漸式微，因此，行銷實務就必須札根於和顧客之間的對話、夥伴關係以及集體創造上。

Meet the Boss TV

2011-04-29T07:48:00.000-07:00

Really good site for Entrepreneur
Meet the Boss TV

Leaders have to have vision.
They need to share a dream and direction that other people want to share and follow.

The leadership vision must go beyond written organizational mission statements and permeate the workplace.

A vision needs to be manifested in the actions, beliefs, values and goals of your organization’s leaders.