This document discusses innovation leadership and psychology from the perspective of Ikhlaq Sidhu, Founding Director of the Sutardja Center for Entrepreneurship & Technology at UC Berkeley. The Center's approach brings executives and entrepreneurs into the classroom and labs to teach 1500 undergraduates and 100 graduate students. Their recipe focuses on mindset and behaviors rather than just business training. They have found that the key missing ingredient for innovation is behaviors and mindsets that allow people to utilize their core capabilities. The Center aims to provide depth in valued areas along with teaching entrepreneurial behaviors and mindsets.

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. My Perspective:
Sutardja Center for Entrepreneurship & Technology
College of Engineering, UC Berkeley
Approach Berkeley Method:
ØEntrepreneurship
ØInnovation Leadership

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. 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. 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. The Entire Center is an
Innovation Collider
Mindset & Behavior
Diverse Team Formation

7. OUR APPROACH
(AND HOW THAT RELATES TO YOU)

8. Two Cities in USA
• San Diego
8
•Chicago

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. 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. 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. 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. 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. 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. 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. 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. END OF SECTION