Interview with Uri Weiser - part 1

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来自 Technion - Israel Institute of Technology 的课程

Innovation Career Lessons from a Master

19 个评分

Technion - Israel Institute of Technology

Innovation Career Lessons from a Master

19 个评分

课程 3（共 4 门，Specialization 创业）

This course, which is Part Three in the series of Startup Entrepreneurship specialization, offers Life Lessons from a Master Innovator, with proven achievements. During this course you will listen to conversations and interviews with Mr. David (Dadi) Perlmutter, who until recently was Executive VP of Intel corporate. Dadi will talk about 10 life lessons, based on his 34 years as a rebel innovator and entrepreneur. We will share with you the following lessons: Love and Knowledge are infinite: grow and share; Learn from Failures and Successes; Nothing Moves without a Vision; Have a Differentiated Market Transforming Strategy; Dare to Take Action; Fight Resistance; It is All About the Ecosystem; Build a Team; Keep it Simple and Work Hard. By the end of the course the learner will: * Know how to lead a process of innovation and implement ideas through all its phases from discovery to delivery in your own field of choice. * Know how to apply creativity to generate creative ideas in a wide range of strategic management issues. * Know how to solve problems in general, with a high degree of innovative creative thinking, to widen the range of possible choices * Identify new and unfamiliar challenges and needs, reflect on them from a creative point of view (zoom in), decide on the action they require (zoom out) and generate a novel and useful solution * Transform ideas into real value-creating products, services and processes. * Be able to analyze both success and failure and draw conclusions from both, for improving future innovative efforts. * Be able to identify and create key features of innovative products and services and in doing so, generate strategically differentiated innovations that are unique * Be able to present your ideas persuasively and overcome resistance. * Know how to simplify a complex product and make it user friendly. Course assignments will include participation in two discussion groups and four assignments. In each assignment you will be asked to deal with a question relating to an interview you have seen.

从本节课中

Summary & Final Assignment

We began by observing that innovation is about breaking the rules. Nonetheless, experience shows that there are some basic lessons that can be learned from long years of experience, lessons that can help young startup entrepreneurs improve their chances of ultimate success. We hope and trust that Coursera learners have integrated these ten lessons, adapted and expanded them to fit their needs and personalities, and will make them part of their personal toolbox as they set out to use their creativity to change the world. The capstone project, the fourth of four courses in this specialization, will help them learn how to do this.

Interview with Nobel Prize winner Prof. Dan Shechtman - video 15:50

Interview with Nobel Prize winner Prof. Dan Shechtman - video 24:46

Interview with Ariel Maislos (Anobit)20:10

Interview with Uri Weiser - part 16:44

Interview with Uri Weiser - part 28:49

Interview with Uri Weiser - part 38:52

与讲师见面

Prof. (Emeritus) Shlomo Maital
Prof. Shlomo Maital Sr. Research Fellow, S. Neaman Institute, Technion
Industrial Engineering
Dadi Perlmutter

[SOUND] I'd like to introduce Professor Uri Weiser,

who is now a professor here at Technion.

And Uri, together with my colleague Dadi Perlmutter pioneered the Pentium

microprocessor, which was an innovation revolution for Intel.

And the story about it is fascinating.

Uri recently received a coveted award,

the Eckert–Mauchly prize for computer architecture.

So I'm going to leave the stage and let Dadi and

Uri together chat, because together, these two revolutionaries as

junior engineers at Intel managed to change the course of a large company and

the course of computing and the world.

So I'm going to turn the stage over to Dadi and Uri.

>> One of the great examples of taking

a completely different route than the rest of the company wants to go

is the invention of the Pentium architecture back in the late 80s.

I am having here with me Professor Uri Weiser,

whom we hired from National Semiconductors in the late 80s

with the mission that we received at the time to make a change in the 486 for

the sake of IBM requirements.

So tell us about your background from National,

and the experience of moving from National Semiconductors to Intel.

>> Yeah, I was hired at National in 1984.

Before that, I was in RAFAEL and

I was hired to do the architecture of the National 32000 family.

After about six months, they gave me the responsibility for

designing the processor NS32532.

And I was the project manager for three years until the tapeout.

It was the best microprocessor that was ever designed at that time.

Much better than the 386.

And it was sold in less than 100,000 units, in about ten years.

Then I got the offer to move to Intel, in which, at that time,

I read an article from Nick.

And Nick was writing at the time that between breakfast and

coffee break, Intel will produce more 386s

than all the RISC vendor together in a year.

I took the numbers from the Intel number that I knew,

and I found that it's correct.

Comparing to what happened in National,

I understood that compatibility is the most important thing.

>> I remember, at the time when I hired you,

we were given the assignment to make a small change to the 486,

while the rest of the company were moving very much after where the industry

was going at that time, to what was called the RISC processor.

Could you give us some, in the layman, what was the situation,

what was happening in the industry, and what was your reaction to the,

at that time, Intel strategy?

>> Yeah, this period was called the CISC versus RISC war.

The concept was, CISC was complex instruction set computing.

And this is, the computer is built out of instruction set architecture.

The instructions were pretty complex.

While in IBM, as well as in Berkeley,

they designed a processor that was based on reduced instruction set computer.

That means that the instruction are very simple, and by combining several

instruction you can get any function that you think about.

So it was new.

The x86 was already old.

And everybody was looking for the new to save the world.

So there was a huge war between CISC vendor and RISC.

While everybody who was new in the market decided to go to RISC.

Intel management at that time decided to check the RISC.

We had at that time, Intel had at that time a RISC processor,

the i860, the N10.

It was a RISC processor.

And they decided to provide this processor to Microsoft.

And Microsoft, at that time, ported OS/2,

the operating system OS/2, on the i860.

And the image was that, let's go and

build personal PCs, personal computers,

to build out of the RISC processors.

And that was the situation when I came.

The order from Santa Clara, the request from Santa Clara,

was to build what we called at that time 486.5.

They called it P16 at the time.

And the basic idea was to do a evolutionary step on x86.

So that was, at that point, meaning Intel is moving

away from x86 while starting to design

a line of processor towards RISC computers.

>> What amazes me in this story, that the big Intel

with all these big marketing people understanding, did not understand what we,

a team of three people in Intel Israel far away, understood.

Which we talk about in the chapter of talking about

the importance of the ecosystem.

That if Intel to abandon x86, they would abandon the whole billions of

dollars software compatibility that was already developed for x86.

And Intel would have started even behind the rest of the RISC processors.

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