AuctionDrop: Taking Risks in a New Venture

A talk about taking Risks in a New Venture by Randy Adams at Stanford University's Entrepreneurship Corner.

Lectures:

Lecture 1 (55:43)
In this high-energy lecture, Geoffrey Moore discusses how companies can build the escape velocity necessary to move beyond the successes and failures of the past. Moore argues that when companies focus too much on performance, they miss out on building the power to become the industry leaders that other companies envy. He shares a hierarchy model through which companies can examine and build power, and examines how product teams can best work to differentiate their company, neutralize the competition, and optimize products and offers.
Lecture 2 (01:47)
Technology moves too fast to justify standing still on innovation, says author and MDV venture partner Geoffrey Moore. He believes big companies, while always incubating new ideas, have a difficult time shifting resources to support long-term commercial development of new activities. "There's always new stuff," Moore says, "but it never reaches materiality."
Lecture 3 (01:52)
Author and MDV Venture Partner Geoffrey Moore describes the trap of compensating employees based solely on performance metrics. Developing new initiatives or ideas creates the "power" for a company's long-term growth, so employees should also be compensated on this measure. According to Moore, "power fuels performance, and performance consumes power," so why will employees help create new power if they are not held accountable for consuming it, nor rewarded for creating it.
Lecture 4 (03:28)
Geoffrey Moore explains the neurotic endgame that occurs when organizations lacking power continue to try and meet growing quarter-end metrics. Moore believes organizations that feel these pressures have already lost the power game. In this clip, Moore also articulates how companies can find ways to allocate resources to innovation, before getting caught in the annual budget process.
Lecture 5 (06:19)
MDV Venture Partner Geoffrey Moore lays out a framework for companies to use in analyzing their current power. This "hierarchy of powers" lets organizations examine their position and strength in relation to growth categories, other companies, desirable markets, offers, and the ability to execute. Moore says this process requires companies to be completely honest with their current situation.
Lecture 6 (01:15)
In response to a student question, author and MDV Venture Partner Geoffrey Moore shares how a company could over invest in power creation. Moore also offers a helpful distinction between investors' interests in a company's power and performance. "In general, venture investing is about power, and public exchange investing is about performance," says Moore.
Lecture 7 (04:34)
Author and Venture Partner Geoffrey Moore believes it is "a great privilege" to work in a high technology company as a product manager, because product managers have their hands on the tiller that can change the direction of a company's fate. In this clip, Moore identifies ways product managers can actively advance innovation and performance within their teams.
Lecture 8 (03:31)
Real differentiation is about going well beyond the limits of your competitive set, not just being best in class, says author Geoffrey Moore. Here he encourages product managers and other members of management to consider how far they can take their company's offers to create real separation from competitors. Moore also shares real world examples of companies that created separation in the technology sector.
Lecture 9 (03:57)
Author and MDV Venture Partner Geoffrey Moore explains why companies must, at minimum, keep up with competitors to be considered by customers. According to Moore, every quarter a company does not catch up to a competitor's offer is just another chance for that competitor to gain momentum. Moore uses numerous examples from the technology sector to illustrate the danger of being too proud to assimilate a competitor's innovations.
Lecture 10 (02:14)
Big companies have lots of money tied up in inefficient programs that could be used to create differentiation and neutralize competition, says author Geoffrey Moore. In this clip, he discusses how massive waste and sloppy business practices hinder a company's ability to create power through innovation.

Citation

Randy Adams, AuctionDrop: Taking Risks in a New Venture, Fall 2004. (Stanford University: Stanford eCorner), http://ecorner.stanford.edu. License: Creative Commons Attribution-NonCommercial 3.0

Instructors

Randy Adams

Additional Notes

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