We just held our twelfth session of our new national security class Technology, Innovation and Modern War. Today’s topic was The Space Force and Modern War. Our guest speaker was Gen. John Raymond, Chief of Space Operations, United States Space Force.
We just held our eleventh session of our new national security class Technology, Innovation and Modern War. Joe Felter, Raj Shah and I designed a class to examine the new military systems, operational concepts and doctrines that will emerge from 21st century technologies – Space, Cyber, AI & Machine Learning and Autonomy. Today’s topic was Military Applications of Cyber. Our guest speaker was Sumit Agarwal, former Deputy Assistant Secretary of Defense and Senior Advisor for Cyber Innovation.
We just held our tenth session of our new national security class Technology, Innovation and Modern War. Joe Felter, Raj Shah and I designed a class to examine the new military systems, operational concepts and doctrines that will emerge from 21st century technologies – Space, Cyber, AI & Machine Learning and Autonomy. Today’s topic was The DoD and Modern War. With Michèle Flournoy, former Under Secretary of Defense for Policy joining us, we also assigned her recent article in Foreign Affair...
We just held our ninth session of our new national security class Technology, Innovation and Modern War. Joe Felter, Raj Shah and I designed a class to examine the new military systems, operational concepts and doctrines that will emerge from 21st century technologies – Space, Cyber, AI & Machine Learning and Autonomy. Today’s topic was Autonomy and Modern War. In this class session Maynard Holliday of RAND describes the potential of autonomy in the DoD.
We just held our eighth session of our new national security class Technology, Innovation and Modern War. Today’s topic was Artificial Intelligence and Modern War. In this class session Nand Mulchandani, JAIC CTO who just completed an extended stint as Acting Director, continued the discussion of AI and the role of the JAIC. In addition to Nand, the class also heard from Chris Lynch, founder of the Defense Digital Service (DDS), now the CEO of Rebellion Defense, a new vendor of AI to the DOD.
We just held our seventh session of our new national security class Technology, Innovation and Modern War. Joe Felter, Raj Shah and I designed the class to examine the new military systems, operational concepts and doctrines that will emerge from 21st century technologies – Space, Cyber, AI & Machine Learning and Autonomy. Today’s topic was Military Applications of Artificial Intelligence; our guest speaker was General Jack Shanahan LTG (ret), former Director of the Joint Artificial Intellig...
We just held our sixth session of our new national security class Technology, Innovation and Modern War. Joe Felter, Raj Shah and I designed a class to examine the new military systems, operational concepts and doctrines that will emerge from 21st century technologies – Space, Cyber, AI & Machine Learning and Autonomy. Today’s topic was Innovations in Acquiring Technologies for Modern War.
We just held our fifth session of our new national security class Technology, Innovation and Modern War. Joe Felter, Raj Shah and I designed a class to examine the new military systems, operational concepts and doctrines that will emerge from 21st century technologies – Space, Cyber, AI & Machine Learning and Autonomy. Today’s topic was The Challenges of Defending America in the Future of High-Tech Warfare.
We just held our fourth sessions of our new national security class Technology, Innovation and Modern War. Joe Felter, Raj Shah and I designed a class to examine the new military systems, operational concepts and doctrines that will emerge from 21st century technologies – Space, Cyber, AI & Machine Learning and Autonomy. Today’s topic was Defense Strategies and Military Plans in an Era of Great Power Competition.
We just held our third session of our new national security class Technology, Innovation and Modern War. Joe Felter, Raj Shah and I designed a class to examine the new military systems, operational concepts and doctrines that will emerge from 21st century technologies – Space, Cyber, AI & Machine Learning and Autonomy. Today’s topic was Sourcing, Acquiring and Deploying Technology for Modern War.
We just held our second session of our new national security class Technology, Innovation and Modern War. Given the tech-centricity of Stanford and Silicon Valley, Joe Felter, Raj Shah and I designed a class to examine the new military systems, operational concepts and doctrines that will emerge from 21st century technologies – Space, Cyber, AI & Machine Learning and Autonomy.
We just had our first week of our new national security class Technology, Innovation and Modern War. Given the tech-centricity of Stanford and Silicon Valley, Joe Felter, Raj Shah and I thought it was natural to design a class to examine the new military systems, operational concepts and doctrines that will emerge from 21st century technologies – Space, Cyber, AI & Machine Learning and Autonomy.
I’m teaching my first non-lean start up class in a decade at Stanford next week; Technology, Innovation and Modern War: Keeping America’s Edge in an Era of Great Power Competition. The class is joint listed in Stanford’s International Policy department as well as in the Engineering School, in the department of Management Science and Engineering.
“Let’s do something to help with the pandemic.” In April, with the economy crashing, and the East Coast in lockdown, I heard this from Stanford instructors Tom Bedecarre and Todd Basche, both on the same day. And my response to them was the same, “I can’t sew masks and I don’t know how to make ventilators.” But after thinking about it, it dawned on to me that we could contribute – by creating a class to help existing businesses recover and new ones to start.
Remote education in the pandemic has been hard for everyone. Hard for students having to deal with a variety of remote instructional methods. Hard for parents with K through 12 students at home trying to keep up with remote learning, and hard for instructors trying to master new barely functional tools and technology while trying to keep students engaged gazing at them through Hollywood Squares-style boxes.
The pandemic has upended the business models of most startups and existing companies. As the economy reopens companies are finding that customers may have disappeared or that their spending behavior has changed. Suppliers are going out of business or requiring cash-up-front terms. Accounts receivables are stretching way out. Revenue models and forecasts are no longer valid.
Controlling advanced chip manufacturing in the 21st century may well prove to be like controlling the oil supply in the 20th. The country that controls this manufacturing can throttle the military and economic power of others. The United States just did this to China by limiting Huawei’s ability to outsource its in-house chip designs for manufacture by Taiwan Semiconductor Manufacturing Company (TSMC), a Taiwanese chip foundry. If negotiations fail, China may respond and escalate, via one of man...
We just finished our 5th annual Hacking for Defense class at Stanford. What a year. At the end of the quarter each of the eight teams give a final “Lessons Learned” presentation. Unlike traditional demo days or Shark Tanks which are, “here’s how smart I am, please give me money,” a Lessons Learned presentation tells the teams’ stories of a 10-week journey of hard-won learning and discovery. For all the teams in a normal year it’s a roller coaster narrative of what happens when you discover that ...
The Covid-19 virus is not politically correct. It discriminates against the old and the unhealthy. The biggest risk factor in dying from the virus is age. If you’re 60 to 70 years old, you’re 30 times more likely to die from Covid-19 than if you’re under 40. And if you’re over 80, you’re 180 times more likely. It’s not that the young don’t get sick or die, but the odds are dramatically different.
The world is a different place than it was 90 days ago. Countries traded saving lives by shutting down most of their economy. Tens of millions who had jobs are now unemployed worrying about their future. Business owners large and small are struggling to find their footing, wondering what will be the new normal when the recovery happens. For the majority of companies, the business models of the past will not return.
Over the last month billions of people have been unwilling participants in the largest unintentional social experiment ever run – testing how video conferencing replaced face-to-face communication. While we’ve discovered that in many cases it can, more importantly we’ve discovered that, regardless of bandwidth and video resolution, these apps are missing the cues humans use when they communicate. While we might be spending the same amount of time in meetings, we’re finding we’re less productive,...
Sheltering in place during the Covid-19 pandemic, my coffees with current and ex-students (entrepreneurs, as well as employees early in their careers) have gone virtual. Pre-pandemic these coffees were usually about what startup to join or how to find product/market fit. Though in the last month, even through Zoom I could sense they were struggling with a much weightier problem. The common theme in these calls were that many of them were finding this crisis to be an existential wakeup call. “My ...
With in-person classes canceled, we’re about to start our online versions of Hacking for Defense and Hacking for Oceans (and here). The classes are built on the Lean Startup methodology: Customer Discovery, Agile Engineering and the Business/Mission Model Canvas. So how do our students get out of the building to talk to customers to do Customer Discovery when they can’t get out of the building? How do should startups do it?
This is the one blog post that I hope I’m completely wrong about. With the Covid-19 virus a worldwide pandemic, if you’re leading any startup or small business, you have to be asking yourself, “What’s Plan B? And what’s in my lifeboat?” Here are a few thoughts about operating in uncertainty in a pandemic.
What cashflow-negative companies must do to survive We’re in uncharted territory with the Covid-19 pandemic. But it’s increasingly looking grim. Companies that outlast this crisis will have CEOs who can rapidly assess these new circumstances, recognize new patterns and opportunities, and act with urgency to take immediate action to pivot and restructure their companies. Those that don’t may not survive. So here’s a five-day playbook to help CEOs of cash-flow negative startups, or ones about to g...
Jeff Epstein is on the board of Shutterstock, Twilio, Kaiser Permanente, and was the CFO of Oracle, DoubleClick, Nielsen and King World and is an operating partner at Bessemer Venture Partners. He teaches the Lean LaunchPad class at Stanford with me. And the minute he talks about financing I shut up and take notes.
If you’re a busy startup founder, you’re likely delegating the task of scheduling key meetings about things you want/need to your admin. This is a mistake. That’s because the dialog you have in setting up the meeting is actually the first part of your meeting, not some clerical task. Treat it this way and you’re much more likely to achieve the objective you’re hoping to. Here’s why...
Every year I teach classrooms full of students who leave class understanding the basics of how to search for product/market fit—and thinking their next goal is to “get funded.” That’s a mistake. There are two reasons to raise money...
If you’re reading my blog, odds are you know who Clayton Christensen was. He passed away this week and it was a loss to us all. Everyone who writes about innovation stood on his shoulders. His insights transformed the language and the practice of innovation. Christensen changed the trajectory of my career and was the guide star for my work on innovation. I never got to say thank you.
There was a time when much of U.S. academia was engaged in weapon systems research for the Defense Department and intelligence community. Some of the best and brightest wanted to work for defense contractors or corporate research and development labs. And the best startups spun out of Stanford were building components for weapon systems.
