In the 21st century it’s harder for large corporations to create disruptive breakthroughs. Disruptive innovations are coming from startups – Telsa for automobiles, Uber for taxis, Airbnb for hotel rentals, Netflix for video rentals and Facebook for media.
What’s holding large companies back? Here are four reasons:
We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win…
There's been a lot written about the individual characteristics of what makes a great founder, but a lot less about what makes a great founding team and how that's different from a great founding CEO. I think we've been imprecise in defining three different roles. In doing so we've failed to help founders understand what it takes to build a great founding team. Here are my definitions:
For decades large companies have gone shopping in Silicon Valley for startups. Lately the pressure of continuous disruption has forced them to step up the pace.
More often than not the results of these acquisitions are disappointing.
What can companies learn from others’ failed efforts to integrate startups into large companies? The answer - there are two types of integration strategies, and they depend on where the startup is in its lifecycle.
A team of 110 researchers and clinicians, in therapeutics, diagnostics, devices and digital health in 25 teams at UCSF, has just shown us the future of translational medicine. It’s Lean, it’s fast, it works and it’s unlike anything else ever done.
It’s going to get research from the lab to the bedside cheaper and faster.
