How CEO Daniel Ek plans to beat Apple, Amazon, and Google at the music game.
For 70 days at the beginning of this year, Daniel Ek and a group of friends competed to see who could cut their body-fat percentage the most. Ek, the 35-year-old cofounder and CEO of the streaming service Spotify, went on a special regimen, which included twice-a-day workouts and a single meal—specially configured for him—eaten at a set time each afternoon. “You look great,” teased music impresario Scooter Braun, a participant in the contest, who texted his friend after noting Ek’s slimmed-down physique during Spotify’s web-broadcast Investor Day presentation in late March. “Too bad you lost.” Continue reading
Lee was also the Deputy Under Secretary of Commerce for Intellectual Property.Part of her responsibilities while serving with the Department of Commerce was to advise the president on domestic and international intellectual property matters.
Lee greatly influenced the Silicon Valley USPTO.In 2012, Lee served as thefirst director of the Silicon Valley USPTO. Before that, she served on the USPTO’s Patent Public Advisory Committee, advising the USPTO on patent policies.
Lee was an IP power house in the Silicon Valley.Lee was named the Best Bay Area IP Lawyer and one of the Top 100 most influential women in the Silicon Valley by theSan Francisco Business Timesand theSan Jose Business Journal.
Lee has also served as deputy general counsel for Google.Lee served as the company’s first Head of Patents and Patent Strategy. During her time at Google, Lee built Google’s patent portfolio from only a few patents to over 10,000!
She has plenty of experience being a leader.Before Google, Lee was a partner at Fenwick & West, where she represented leading high-tech firms such as Cisco Systems, Logitech, Apple, and Sun Microsystems.
Lee is well versed in electrical engineering and computer science with degrees from MIT.Prior to becoming a lawyer, Lee worked as a computer scientist at Hewlett-Packard Research Laboratories and the MIT Artificial Intelligence Laboratory.
Lee grew up in the heart of the Silicon Valley.Lee grew up in Saratoga, California, and after going away for college, she returned to the Bay Area to earn her law degree from Stanford University.
She has a surprising skill.Fun fact: Lee trained for 16 years as a classical ballet dancer.
Innovation has always been defined quite differently from invention. It used to be that innovation was “the introduction of something new; a new idea, method or device; a novelty.” In a more modern and revised definition, innovation is “the creation of better or more effective products, processes, services, technologies or ideas that are readily available to markets, governments, and society.” The definition of innovation has now changed to reflect its differentiation from improvement, in that innovation refers to the notion of doing something differently rather than doing the same thing better. Continue reading
Once upon a time, the most successful business models were conceived to exploit clear gaps in established, stable commercial markets. Why take a risk in new, undeveloped areas when existing ones were rich with opportunity?
But something happened on the way to the corporate future: Startup enterprises began unlocking value at extraordinary levels, and established systems were shaken by disruption. Technological and social transformations set in motion a different kind of economy — an innovation economy — defined by constant and accelerating change. Continue reading
It’s easy to see why anyone could have trepidation when it comes to dealing with today’s speed of change. Keynote speaker Robert Safian said the chaos is neither good nor bad, but it is real and must be acknowledged and dealt with. “The world is changing. It’s changing at a pace that we haven’t seen before, and we’re not really trained for it, and we have to retrain ourselves to be able to make the most of it,” Safian told Alabama NewsCenter. “The opportunities with all of this change are spectacular, but you have to open yourself up to those ideas.”
One of my colleagues in Silicon Valley shared an experience with a programmer who wanted to work on a project. The programmer was quirky in the extreme; he wouldn’t look the project lead in the eye and spent most of his time staring intently at his own shoes. The interview was awkward, with the programmer talking at length about his video game play, while responses on work topics were monosyllabic.
It is remarkable, with so much knowledge of modern management practices, that only a small number of companies manage to generate significant revenue from new businesses. Surveys of senior executives indicate that only 6 percent are satisfied with their company’s innovation performance.
There is blood everywhere. And lithe, scantily clad bodies. Music thrums hypnotically. Laughter rings. A weapon is drawn menacingly. Hundred-dollar bills float down through the fog. And don’t forget the cats: Aren’t they cute??
This is the modern media scape: An adrenaline-fueled, dopamine-engineered, titillating, exhilarating, unending plea for your ears, eyes, and mind. The channels are phone and screen, earbud and headset, social and search. The pace is relentless, and exhausting. Yet. We. Just. Cant. Stop. In today’s Attention Economy, any brand or business that wants to establish or maintain its relevance needs to grapple with these realities. Donald Trump has risen to the most powerful position in the world by deftly exploiting attention—indeed, he may be the most deft practitioner in the modern era. His any-hour-of-the-day tweets and off-the-cuff comments are too provocative to ignore. Just ask anyone at CNN.
One of the key differences between being a manager and being a leader is the focus from what you do in business to how you get things done. How do you enable employees who have good ideas to build upon them in a safe environment and make them great, free from the burden of bureaucracy? How do you start from a place of trust and measure results, not just in increments of time, but also by creative pursuits, productivity, and overall outcome?
Vivek Wadhwa is rejoining his former colleagues at Harvard Law School to run a critically important research project on the impact of technology on jobs and developing policies to mitigate the dangers.
This is with Richard Freeman, the world renowned labor economist, Sharon Block, who helped key labor policies for the Obama administration, and historian/scholar John Trumpbour. The 3-year project at Harvard’s Labor and Worklife program will bring together a who’s who to analyze new data on automation and jobs and to brainstorm on policy.