Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Creative leadership g igi wang


Published on

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

Creative leadership g igi wang

  1. 1. Creative Leadership:Innovation & EntrepreneurshipGigi WangBoard Member & Chair EmeritusKreative.Asia CXO Day6 April 2012
  2. 2. It  Starts  with  Culture     In  addion  to  the  excellent  academic   instuons  and  R&D,  governmental  support,  and  access  to  investment  capital,   it’s  the  culture  that  really  makes  a  region   like  Silicon  Valley  so  unique  and  wildly   successful  
  3. 3. It  Starts  with  Trust  Ø  Trust  begins  with  open-­‐ness  &   transparency   –  EX:    People  don’t  trust  governments  which   aren’t  transparent    Ø  Prac<ce  being  open  and  sharing   informa<on,  build  trust  Ø  Trust  must  be  mutual  or  it’s  not  win-­‐win  Ø  Where  there  is  trust,  the  culture  is  good    
  4. 4. Open-­‐ness  Exercise  EXERCISE  is  to  prac<ce  being  open  and  build  trust  1.  Get  an  open-­‐ness  worksheet  2.  Pick  a  partner  –  It  has  to  be  someone   you  don’t  know  3.  Prac<ce  being  open  and  sharing   informa<on,  build  trust  by  interviewing   each  other  and  filling  out  the  work  sheet    
  5. 5. Risk-­‐Taking   Ø  RISK-­‐TAKING:    Innova<on  and   entrepreneurship  requires  risk-­‐taking  in   addi<on  to  passion.       Ø  Go  beyond  your  comfort  zone.  Either  in   doing  a  prototype  or  visi<ng  a  new   places  –  Cultural  Tourism   Ø  Failure  is  good.  Making  mistakes  leads  to   valuable  experience  and  knowledge.  “I have not failed. I’ve just found 10,000 ways that won’t work.” Thomas Edison  
  6. 6. CollaboraBon  Ø  COLLABORATION:    People  need  to  share   ideas  and  work  on  problems  together,  even   compe<tors  Ø  Lots  of  Networking  in  environment  of  open-­‐ ness     •  Krea<ve.Asia  is  a  great  example  Ø  In  the  high-­‐tech  world,  it’s  not  about   figh<ng  over  the  exis<ng  pie,  but   GROWING  the  pie  together  
  7. 7. Integrity  Ø  INTEGRITY:    High  level  of  integrity  required   when  being  open  and  collabora<ng  Ø   Non-­‐Disclosure  Agreement  (NDA)  is   standard  procedure  and  captures  intent  Ø  Rela<onship  Integrity  –  very  key  concept.   Always  making  sure  that  it’s  about                 “Give  &  Take”  and  that  “Win-­‐Win-­‐Win”  is   the  objec<ve  
  8. 8. Accessibility  Ø  ACCESSIBILITY:    Access  to  experience  and   resources  to  new  entrepreneurs  Ø  Budding  entrepreneurs  à  Go  to  events,   talk  to  strangers.    No  need  for  introduc<ons   (Asian  trait)  –  take  a  risk  and  introduce   yourself  Ø  Successful  entrepreneurs  and  leaders  à  Be   open.  Talk  to  the  young  entrepreneurs,   share  your  valuable  advice  and  learning  
  9. 9. ConstrucBve  Feedback  Ø  FEEDBACK:    Absolutely  cri<cal  to  get   feedback  to  understand  what  you’ve   done  right  and  what  you’ve  done  wrong  Ø  Needs  to  be  “construcBve  feedback”   NOT  “negaBve  criBcism”  Ø  Delivering  “nega<ve  cri<cism”  to  make   yourself  feel  more  powerful  or   important  is  disgusBng  
  10. 10. Jealousy  (and  lack  therof)  Ø  JEALOUSY:    The  Silicon  Valley  exhibits  a   much  less  jealous  culture  than  many   places  in  Europe  and  Asia  Ø  Instead  of  being  jealous  when  someone   else  does  beaer,  see  it  as  an  opportunity   to  have  a  rela<onship  with  someone   successful  Ø  More  construc<ve,  and  less  destruc<ve   for  a  company,  for  a  region,  for  a   country  
  11. 11. Develop  the  Right  Culture  Ø  Key  characteris<cs  include  open-­‐ness   and  collabora<on,  high  level  of  risk-­‐ taking,  and  the  “people  networking”   environment.  Ø  How  do  we  teach  ethics  and  ins<ll  high   society  integrity  into  the  next  genera<on   of  global  ci<zens?  
  12. 12. What  is  InnovaBon?  InnovaBon  is  the  crea<on  of  beaer  or  more  effec<ve  products,  processes,  services,  technologies,  or  ideas  that  are  accepted  by  markets,  governments,  and  society.  Innova<on  differs  from  inven<on  in  that  innova<on  refers  to  the  use  of  a  new  idea  or  method,  whereas  inven<on  refers  more  directly  to  the  crea<on  of  the  idea  or  method  itself.                                                                -­‐  WIKIPEDIA  
  13. 13. Create  what  the  market  wants  
  14. 14. How  do  you  innovate?  Ø Understand  the  customer  and  the   market.    Listen  to  them.  You  might   try  “gut”  feel  (like  Jobs)  Ø Conceptualize,  Design    and   Prototype  Ø Collect  feedback,  lots  of  it  Ø Iterate,  iterate,  iterate    
  15. 15. InnovaBon  Exercise  EXERCISE  is  to  pracBce  innovaBon    1.  Pick  a  partner  –  someone  you  don’t  know  2.  Interview  them  about  what  types  of  food  they   like  (spicy,  noodle  vs  rice,  ethnic),  etc,  etc.  3.  Invite  them  over  to  dinner  and  design  a  MENU   that  you  think  would  appeal  to  them  à  write   out  the  menu  on  paper  on  tables,  drawings  get   bonus  points    
  16. 16. Anyone  Can  Be  InnovaBve  
  17. 17. Silicon  Valley  Access  to  Funding  Ø  Ins<tu<onal  venture  capitalists  have  been  the  most  well-­‐ known  source  of  funding  for  innova<ve  start-­‐ups.       –  Aeer  several  down  cycles,  VC’s  now  require  more  than  a  concept   for  funding   –  Look  at  Trac<on  (customers),  Team,  Top  investors  (3  T’s)  Ø  Entrepreneurs  need  to  look  to  other  sources  of  funding:   –  Friends  and  family  funding  –  many  companies  including  Apple   started  with  friends  and  family  support   –  Angel  investors:  Individual  or  groups  (like  the  Angel’s  Forum  or   the  Keiretsu  Forum)   –  Government  programs:    Grants  from  Na<onal  Ins<tute  of  Health   (NIH),  Department  of  Energy,  and  others  
  18. 18. What  Investors  are  Looking  For  Ø What  is  the  BIG  Need  or  Opportunity?  Ø What  is  your  solu<on  and  why  is  it  special   (technology  is  secondary  message)?  Ø Who  is  the  team  that  is  going  to  make  your   company  a  success?  Ø Who  are  the  compe<tors?  Ø What  is  the  financial  models?  How  much  do   you  need?  
  19. 19. The  Three  “T”’s  Inves<ng  according  to  Tim  Chang,  Managing  Director  of  Mayfield  Partners  Ø TEAM  –  a  leadership  that  has  a  record  of   successful  companies  Ø TRACTION  –  customers  that  have  paid    Ø TIER  1  INVESTORS  –  have  other  investors   which  are  have  good  reputa<on  in  inves<ng   in  winning  companies  
  20. 20. Accessing  Silicon  Valley  Ø Very  rare  that  Silicon  Valley  investors  invest  in   companies  outside  of  US  unless  they  have   investment  office  there  (ie  China)  Ø They  want  to  invest  in  things  they  are  familiar   with  and  people  they  know  and  trust  –   remember  the  3  T’s  Ø Need  to  understand  SV  ecosystem  an  develop   network  –  start  with  Cultural  Tourism  (a  la   Carlo  Donzella’s  talk)  
  21. 21.     THANK  YOU!       Gigi  Wang  MIT/Stanford  Venture  Lab     +1  925  998  8785