Modern Servant Leader
JULY 10, 2012
At the Shockley Semiconductor Laboratory, Dr. Shockley recruits a brilliant team of young scientists and engineers. Yet, were it not for the bad leadership of Shockley, Bell Labs and Fairchild Semiconductor, one wonders if we’d ever have had Intel, the semiconductor as we know it today or even the information technology revolution?
Harvard Business Review
MAY 15, 2012
And despite all of Facebook's user support, investors should be skeptical of the company's pricey IPO. Web developers can personalize recommendation engines, allow users to see their friends' purchase history, and draw on detailed demographic data available through the Facebook network. Facebook is not Groupon.
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Harvard Business Review
AUGUST 20, 2014
Staying true to its roots as an engineering-centric company, Google has stood out both for its early skepticism of the value of managers as well as for its novel, often quantitative approaches to management decisions. If you only read one piece, make it this one by David Garvin in 2013 , on how Google sold its engineers on management.
Harvard Business Review
OCTOBER 2, 2013
These present drivers of its economy, however, are under threat from technology. I founded the nonprofit African Institution of Technology to help universities in the region develop capabilities in emerging areas like microelectronics, biotech, and nanotechnology. Education drives technology. Economy Education Technology'
Harvard Business Review
JANUARY 10, 2013
I thought hiring good engineers would be easy when I launched my startup, Julu Mobile , in Shanghai in early 2011. After all, China produces 600,000 engineering graduates each year, and as a former Google product manager I thought knew how to attract them. They wanted to know what my plans were for IPO.
Harvard Business Review
MARCH 16, 2018
Most of us don’t oversee huge IPOs, but sooner or later, every team faces an unexpected crisis: technology breaks, a competitor makes a disruptive move, a promising project fails, a key employee quits, consumers have a negative reaction to a new product—the list goes on. Here are three of those lessons.
Harvard Business Review
JULY 18, 2012
These people are the information economy's mom and pop business owners , just more technologically leveraged and profitable than their brick & mortar predecessors. In the past, the magic formula was two engineers or an engineer and a businessman. The internet and, more broadly, technology, progress developmentally.
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