Learning from Failure and Success - video 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

Introduction

A science has laws and rules. But art has no laws or rules. In fact, art is about breaking the rules, to create wonderful new works. Innovation is an art, not a science; it is about breaking the rules intelligently, to create value through novel, useful ideas. The best way to learn the art of innovation, or indeed to learn any art, is from those who have mastered it at the highest level and are willing and able to share their wisdom. In this course, a master innovator, Dadi Perlmutter, shares with Coursera learners what he has learned during 34 years of world-changing innovation at Intel Corp., where he served until recently as Executive Vice President. Perlmutter summarizes over three decades of innovation in ten key lessons, recounted in conversation with Prof. Shlomo Maital. Our hope is that these ten lessons will significantly improve your chances of success as an entrepreneur. At the end of this module you will be able to analyze situations of failure and success, and to draw conclusions for future situations.

Learning from Failure and Success - video 19:42

Learning from Failure and Success - video 25:49

Learning from Failure and Success - video 37:14

与讲师见面

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

[MUSIC]

And in this session we're going to talk about failure and

success, learning from failures and successes.

Before we plunge into the material, Dadi, my friend

is quite modest, but I think I can mention this just to establish his credentials.

He became Executive Vice President I think in 2008, is that right?

In the five years that he was Executive Vice President of Intel,

a large corporation, Intel sales went from 35 billion to $50 billion annually.

Dadi himself managed 35,000 people worldwide, a third of Intel's work force.

And he also acquired some startups worth some $2.5 billion.

So he knows the startup scene from the other side,

from the side of an acquirer, and not just the side of an innovator.

So Dadi, welcome, welcome back.

>> Thank you.

>> Add let's begin with learning from success and failure.

Those of us who teach management, we can learn a great deal from the military.

Sometimes we think of the military as not very well run.

But actually most militaries,

in my experience, are actually very efficient and well run.

And one of the things that the military does in general

is the practice of debriefing.

When they have an exercise, a training episode, an operation, even a battle,

they always analyze it and draw important lessons for future improvement.

Now, we know that organizations and

startups, they sometimes debrief when there's a failure.

Why did this go wrong?

What did we mess up?

But in conversations with you,

you've made the point that you need to debrief also when you have a success.

You need to identify and pinpoint the reasons for success.

Why did we succeed?

So Dadi, can you tell us a bit about your own experiences and

your views on debriefing and learning from failures and successes?

What's the best way to debrief?

>> This is one of the most crucial things that applies to innovators,

to entrepreneurs, but also to normal people,

normal human beings in the course of their life.

In many cases, people like to call the brief a postmortem.

I hate the word postmortem because it means that something died.

But the postmortem is very much an exercise of learning that the medical

science applies to understand what happened, what went wrong, and

how to apply learning for saving lives in the future.

I like the debrief, this is the term that the military uses.

And a good debrief applies basically two parts, one what I call the practical part.

In order to do a good debrief,

you have to establish a way to collect data as you go, during the project or

the operation and also analyze and summarize things as you go.

Because by the time you do the debrief you have to have a lot of information and

not to reinvent information.

This is very critical, very important.

And in some militaries I know they put it into a science of collecting

computer data, video data, whatever is needed to analyze and

reconstruct the events in the most accurate manner.

The more important part is what are called the emotional part.

People tend to look at the debrief as a potential of finding the person to punish.

But this is not a judicial system.

This is a learning experience.

And in that the rules of this one are very basic.

First, no punishment going to apply.

Second one, everybody is equal, the big bosses,

the lieutenants, and their worker base.

Everyone has a way to put his criticism and to criticize anyone and

to be able to be open.

The big role of the generals or the bosses is

to make sure that they open themselves to criticism and not scare everybody else.

You'll be amazed how much more data in a much better way coming out that way

because people like to defend themselves.

And if they do, they will obscure the data.

They'll have obscured the events, and you learn nothing from the results.

The reason I mentioned earlier, Shlomo, that success is as important, and

sometimes more important than failure, people tend to analyze failures.

But they do not necessarily understand successes as well.

And you'll see how much in the world, how many people done it once versus

how many people have been able to do it again and again and again.

Those that knew how to do it again and again again are probably those who

understood why they have succeeded as well as they understood why they failed.

And they've been able to establish and to keep the things that work well.

>> I think this is a crucial point, innovation is a continuing,

sustainable, sustained process.

And unless you have a clear understanding of what works and

how to do it again and again, once is not enough.

Rarely is once is enough.

So, Dadi, you've experienced a lot of great successes in your career.

I mentioned some of the numbers.

But you've also known really major failures, painful failures.

And one of your successes actually came directly out of a huge failure.

Can you tell us the story of how the Timna project, a failure,

became a successful Centrino project?

>> Yes, I think this is a critical case where the project failed.

It was cancelled.

We spent tens and hundreds of millions of dollars of a product that

never got into the market which is a huge failure.

Nevertheless, we were able to pick also what have done well

on the failing project, which usually people tend to throw away everything else.

To make the long story short, Timna was a product

that we are trying to very much reduce the costs of a microprocessor to a PC.

That was, in my view, one of the first what is now known as a system on the chip.

That time it was not something that used to be done in the microprocessor business.

And we have decided to apply an economical,

the rule of the diminishing return.

And what we realized at Intel, by pushing performance more and more, as a matter of

fact, increased the area of the die of the microprocessor in a significant manner.

And we realized that if you kind of stop at the knee of the curve,

you gain huge amount of cost reduction.

And we applied this one into this product.

>> Dadi, can I just stop you for one second and

show this little graph to our viewers, if we could zero in on that?

So diminishing return simply means that as you invest more and

more effort in something, the return you get back from it,

we call it the marginal product, declines as you move along the curve.

And your point is okay, so what if you move backward on the curve?

By definition you get increasing marginal product.

And that's the essence of your story.

>> That's the essence of the story because what we realized that we save a lot

of real estate.

And the semiconductor's real estate costs a lot of money.

We failed because we picked the wrong memory technology

that failed to go through the cost reduction curve as we anticipated.

And as a result, we did not meet the overall system cost goals.

Nevertheless, we could have thrown the whole knowledge of what worked.

What we have realized as part of the debrief was first,

the product failed because of the memory technology,

not because of the execution of the basic system on a chip.

The second thing that we have realized, that we not only saved effort, and

not only we saved on die area, we saved about 50% of the power for

a negligible reduction in overall processor performance.

The outcome of this one say, aha, we could take this

idea into creating a high performing mobile part,

which would not be able to rely on this unique memory technology.

And we learned a lot of the lessons of what not to do as part of the team

relating to this one.

Eventually this became the Centrino.

And what we will talk about later in a future lesson is that what were

obvious to us, that you could apply to mobile, was not so obvious to the rest

of Intel that was still in the culture of pushing performance at any cost.

>> You still had to sell the idea even though-

>> Absolutely.

>> It seemed imminently logical.

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