Bold, Steven Kotler, Peter H.Diamandis
en
Steven Kotler,Peter H.Diamandis

Bold

402 štampane stranice
From the coauthors of the New York Times bestseller Abundance comes their much anticipated follow-up: Bold—a radical, how-to guide for using exponential technologies, moonshot thinking, and crowd-powered tools to create extraordinary wealth while also positively impacting the lives of billions.Bold unfolds in three parts. Part One focuses on the exponential technologies that are disrupting today’s Fortune 500 companies and enabling upstart entrepreneurs to go from “I’ve got an idea” to “I run a billion-dollar company” far faster than ever before. The authors provide exceptional insight into the power of 3D printing, artificial intelligence, robotics, networks and sensors, and synthetic biology. Part Two of the book focuses on the Psychology of Bold, drawing on insights from billionaire entrepreneurs Larry Page, Elon Musk, Richard Branson, and Jeff Bezos. In addition, Diamandis reveals his entrepreneurial secrets garnered from…
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1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business.

Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera?

But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to
Constrained by government spending and frightened by the risk of failure, the space agency had become a military-industrial jobs program unlikely to return to the Moon or push onward to Mars. It was clear to me, if we were going to boldly go, it was going to have to be without the help of government.
But let’s be clear: when Steve Jobs said that the goal of every entrepreneur should be to “put a dent in the universe”—he wasn’t talking about inventing the next Angry Birds.
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