Steve Blank Podcast Steve Blank

Bill Gurley was one of Silicon Valley’s smartest and most successful VCs. He recently gave a talk at the All-In Summit that was really two talks in one. The first part was railing against the consequences of regulatory capture on innovation and a second part, about the consequences of premature government regulation of AI and why the incumbents are all for it. He illustrated his talk with regulatory horror stories in the telecom market, electronic health records, and Covid antigen tests.

Laura Thomas is a former CIA operations officer. Reading how she moved in 2021 from CIA ops to a quantum technology company offered insightful career transition advice for those leaving her agency. Most of her lessons were applicable to any government employee venturing out to the private sector.

Laura Thomas is a former CIA operations officer. Reading how she moved in 2021 from CIA ops into a quantum technology company offered insightful career transition advice for those leaving her agency. Most of her lessons were applicable to any government employee venturing out to the private sector.
This is the first of her three-part series.

In the early stages of a startup your hypotheses about all the parts of your business model are your profound beliefs. Think of profound beliefs as “strong opinions loosely held.” You can’t be an effective founder or in the C-suite of a startup if you don’t hold any. Here’s how I learned why they were critical to successful customer development.

I just saw the movie Oppenheimer. A wonderful movie on multiple levels.

But the Atomic Bomb story that starts at Los Alamos with Oppenheimer and General Grove misses the fact that from mid-1940 to mid-1942 it was Vannevar Bush (and his number 2, James Conant, the president of Harvard) who ran the U.S. atomic bomb program and laid the groundwork that made the Manhattan Project possible.

Here’s the story.

I just spent a month and a half at Imperial College London co-teaching a “Wicked” Entrepreneurship class. In this case Wicked doesn’t mean morally evil, but refers to really complex problems, ones with multiple moving parts, where the solution isn’t obvious. (Understanding and solving homelessness, disinformation, climate change mitigation or an insurgency are examples of wicked problems. Companies also face Wicked problems. In contrast, designing AI-driven enterprise software or building dating apps are comparatively simple problems.)