Estrin emphasizes that a good leader and entrepreneur should have flexibility--flexibility in dealing with people and navigating through changes in plans. Estrin thinks that this is a hard time and environment for startups, but that should not prevent people from being entrepreneurs. Big compani...
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This may seem obvious to anybody studying in Stanford or anybody in Silicon Valley. But in fact, people use the term innovation so often and now use the term change, in fact, so often that many people actually tune out to it. It becomes a sound byte. It becomes something that we take for granted...
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Judy Estrin, co-founder of several technology companies, introduces her talk about her perspective of the IT market and lessons learned as an entrepreneur.
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So I’m going to finish up by talking about the national issues for a couple of minutes and then I'll take questions. I mentioned earlier that I believe that the national ecosystem has been in decline for several decades. And that we have come to a place where we have essentially an innovation def...
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Estrin declares that technology cycles have to start with a break-through innovation, something significantly disruptive. When it happens we don’t know it is a break-through technology, she notes. In time, however, applications are built around this technology, she adds.
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Estrin emphasizes the reality of entrepreneurship sometimes being about money. But she rebukes that entrepreneurship can never be JUST about the money.
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Estrin explains the reasons the consumer market is hard for startups is: 1) The amount of marketing dollars to reach the consumer directly is larger than startups can afford 2) It takes a lot of alliances to be successful and this is hard for a startup to do
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Estrin talks about the key things that entrepreneurs can do to adapt to the climate today: 1) Adjust the business model and expenses. 2) Ask yourself, can I afford to run this business at critical mass? 3) Look for areas of incremental growth. 4) Lead with tight execution skills and flexibility.
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Estrin explains how it is difficult to reach critical mass in a tough economic environment, which prevents startups from growing enough to compete. She gives a personal example of Precept attempting to enter the market, but not reaching critical mass by the time Microsoft entered the market as w...
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Exit strategies are less clear than they use to be to 10 years ago, says Estrin. She talks about the cycles that exit strategies went through. IPO and acquisitions are both tough in today’s market. People need to have patience and plan for time to liquidity, she adds.
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