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Keynote: Innovation, Leadership, and Psychology

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Keynote for Eriksholm Research Centre

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Keynote: Innovation, Leadership, and Psychology

  1. 1. INNOVATION, LEADERSHIP, AND PSYCHOLOGY IKHLAQ SIDHU Founding Director and Founder Sutardja Center for Entrepreneurship & Technology IEOR Emerging Area Professor Department of Industrial Engineering & Operations Research, UC Berkeley
  2. 2. My Perspective: Sutardja Center for Entrepreneurship & Technology College of Engineering, UC Berkeley Approach Berkeley Method: ØEntrepreneurship ØInnovation Leadership
  3. 3. Our Model Brings Bay Area Executives and Entrepreneurs into the Classroom 1500 Undergraduates 100 Ph.D / Graduate Students 100 Executives 10 Global Partners Michael Marks, KKR, former CEO, Flextronics Shomt Ghose, Venture Partner, Onset Ventures Udi Manber, VP Engineering, Google Marc Andreesen, Founder, Netscape Larry Baer, COO, San Francisco Giants Amine Haoui, CEO, Sensys Networks Stacey Lawson, Founder In Part, Executive Seibel Jim Davidson, Managing Director, Silverlake Partners Donna Dubinsky, Former CEO, Palm Matt Caspari, co-founder, Aurora Biofuels Richard Gorman, SVP, Siebel Systems Mike Olson, founder and CEO, Cloudera Brodie Keast, EVP, TiVo David Ladd, Managing Director, Mayfield Jeff Miller, CEO, Documentum Eva Miranda, SVP, Sony Corporation Ravi Mohan, Managing Director, Shasta Ventures Ted Hoff, Inventor,of the Microprocessor Nat Goldhaber, Managing Director, Claremont Creek Ventures Peter Thiel, co-founder and CEO, PayPal Victoria Hale, founder and CEO, Medicines 360 Steve Newcomb, founder , Powerset (part of Microsoft’s BING) Pehong Cheng, CEO, Broadvision
  4. 4. Our Labs offer classes and projects in emerging industry areas 8/19/2017 Reflecting on “Why” for UC Berkeley’s Sutardja Center for Entrepreneurship & Technolo   Our Recipe and How It Works: Mindset and Behavior: A key educational training is the area of mindsets and behaviors.  This area is not obvious.  When we began, we be that it was valuable to start with technical students and simply add an understanding of business knowledge to th curriculum.  Since then, we have corrected that belief.  We no longer believe business training is the key additive ingredient.  Mechanical business skills can be acquired anytime and as needed.  The actual missing ingredient is a behaviors and mindsets that allow a person to utilize their core capabilities.
  5. 5. LOTS OF ACTIVITY CHALLENGE LAB GLOBAL PROFESSORS NZTV SELF-DRIVING COLLIDER DATA-X CHATBOT COLLIDER SCET IN TAIWAN JOHN BATTELLE FOUNDER WIRED MAGAZINE NEWS COVERAGE
  6. 6. The Entire Center is an Innovation Collider Mindset & Behavior Diverse Team Formation
  7. 7. OUR APPROACH (AND HOW THAT RELATES TO YOU)
  8. 8. Two Cities in USA • San Diego 8 •Chicago
  9. 9. Misconception: We used to think that learning business and management would help technology innovators Reading business cases studies on innovation Management practices and financial statements Making a presentation to raise funds Studying business frameworks Making a business plan Waiting for a great idea 6 things are not the main ingredient to deploy innovation or start ventures.
  10. 10. Our model has adapted: Business training is not the only key element Our effectiveness formula is: • Depth in an valued area • Entrepreneurial “behaviors and mindset” Our programs and projects provide this. Our model has adapted: Business training is not the only key element Skill in a Core Area Innovation Behaviors and Mindset “Psychology of Innovation” High Potential Too Narrow Street smart, but lacking depth
  11. 11. Our model has adapted: Business training is not the only key element • Wide comfort zone • Generate trust • Good connectors • Inductive learning: experiments and reflection • Self awareness and emotional intelligence What are the behaviors and mindsets? Skill in a Core Area Innovation Behaviors and Mindset “Psychology of Innovation” High Potential Too Narrow Street smart, but lacking depth Taught in situation, during the journey
  12. 12. General Advice How to Think about your Psychology Mindset • Intrinsic Self Worth • I can handle anything (CZ) • I can learn whatever I need to • Abundance vs Scarcity • Grit • .. Behaviors • General: • Making people feel safe • Honest communication • Entrepreneurial/Innovative: • Generate Trust • Accretive Collaboration • Diversity is Value • Pay it forward … Habits &Results Know yourself
  13. 13. Personal Leadership: From technical horsepower to leader Dimension A Dimension B Your former self: Technical Horsepower Today: Leader / Manager Path ? ? ? Expanding your comfort Zone
  14. 14. What’s Next For You? Dimension A Dimension B Your former self: Technical Horsepower Today: Leader / Manager Path 1. Creating Innovation with people, not components 2. Scale a growing operation 3. Become responsible for revenue 4. Generate new business 5. Become more politically aware ?
  15. 15. What’s Next For You? Dimension A Dimension B Your former self: Technical Horsepower Today: Leader / Manager Path For New Opportunities: • To know what you want • Combination of Past Skills + External Changes: • New Behaviors, Mindsets, and Skills • Letting some things go ?
  16. 16. Psychology: There are many positive mindsets and good behaviors that encourage innovation Broad vs Narrow Thinking Fixed vs Growth Scarcity vs Abundance Seeking Truth vs Being Right Healing Teams vs Dividing People Rebellion vs Compliance Saying what no one else wants to say Accretive Collaboration Adversity is advantage Listening, not just hearing Expanding comfort zone Not hoarding information Comfort with “no” Self awareness Diversity value Generating trust
  17. 17. END OF SECTION

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