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Ben Horowitz and David Weiden
Ben Horowitz discusses the leadership styles of Intel’s Andy Grove and Apple’s Bill Campbell, how Okta won its market with culture, and how to look for and hire the talent you don’t have in an interview with David ...
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Martin Casado, Zoran Basich, and Sonal Chokshi
Amazon just announced this week that its founder and CEO Jeff Bezos "will transition to the role of Executive Chair in the third quarter of 2021 and [CEO of Amazon Web Services] Andy Jassy will become Chief Executive Officer at that time." So in this episode of 16 Minutes — our show where we talk about tech trends in the headlines, what's hype/ what's real, and where we are on the long arc of innovation — we talk not just about this news, but what it signals regarding cloud computing as well as CEO transitions in general.
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Francesca Gino and Hanne Winarsky
In this episode of the a16z Podcast, Harvard Business School Professor Francesca Gino, a social scientist who studies organizations, breaks down what makes rebels different in how they tend to see and do things—whether that’s cooking, flying planes, or holding board meetings—and what we can all learn from “rebel talent” to make our organizations more productive and innovative.
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Shonda Rhimes and Marc Andreessen
The creator of hit shows like Grey's Anatomy, Scandal, and others, writer and executive producer Shonda Rhimes shares lessons she's learned about pitching ideas, storytelling, leadership, and scaling a business across mediums.
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Ben Horowitz and Sonal Chokshi
In any company, even the seemingly smallest behaviors will influence your culture, while the loudest proclamations won't.
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Brian Koppelman, Marc Andreessen, and Sonal Chokshi
This special, almost-crossover episode of the a16z Podcast features Billions co-showrunner Brian Koppelman — who also co-wrote movies such as Rounders and Ocean’s 13 with his longtime creative partner David Levien — in conversation with Marc Andreessen (and Sonal Chokshi). The discussion covers everything from managing up — when it comes to executives or investors sharing their “notes” aka “feedback” on your work — to managing down, with one’s team; to managing one’s partners (or co-founders)… and especially managing yourself. How to tame those irrational emotions, that ego?
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John Hennessy, Marc Andreessen, Martin Casado, and Sonal Chokshi
The period from 2000-2016 was one of the best of times and worst of times for tech and the Valley (dotcom, financial crisis, Google IPO, Facebook founded, unprecedented growth, and so on), and John Hennessy -- current chairman of Alphabet, also on the boards of Cisco and other organizations -- was the president of Stanford University during that entire time. Given this vantage point, what are his views on Silicon Valley (will there ever be another one, and if so where?); the "Stanford model" (for transferring IP, and talent, into the world); and of course, on education (and especially access)?
Hennessy also co-founded startups, including one based on pioneering microprocessor architecture used in 99% of devices today (for which he and his collaborator won the prestigious Turing Award)... so what did it take to go from research/idea to industry/implementation? General partners Marc Andreessen and Martin Casado, who also founded startups while inside universities (Netscape, Nicira) and led them to successful exits (IPO, acquisition by VMWare), also join this episode of the a16z podcast with Sonal Chokshi to share their perspectives.
But beyond those instances, how has the overall relationship and "divide" between academia and industry shifted, especially as the tech industry itself has changed... and perhaps talent has, too? Finally, in his new book, Leading Matters, Hennessy shares some of the leadership principles he's learned -- and instilling through the Knight-Hennessy Scholars Program -- offering nuanced takes on topics like humility (needs ambition), empathy (without contravening fairness and reason), and others. What does it take to build not just tech, but a successful organization?
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Sonal Chokshi, Ray Dalio, and Alex Rampell
The conversation covers everything from the differences between private and public investing, and between startups and big companies -- to how people, teams, organizations, and even nation-states can evolve through principles like "believability-weighted idea meritocracies" and more. But... can adults really change? What are the differences between the two you's, and between closed-minded and open-minded people, and how do they play out across the roles of a "teacher", "student", or "peer" in organizations of varying scale? It's not as obvious as you might think, and knowing how you know -- and what we don't know -- can help.
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Nicole Forsgren, Jez Humble, and Sonal Chokshi
From the old claim that “IT doesn’t matter” and question of whether tech truly drives organizational performance, we’ve been consumed with figuring out how to measure — and predict — the output and outcomes, the performance and productivity of software. It’s not useful to talk about what happens in one isolated team or successful company; we need to be able to make it happen at any company — of any size, industry vertical, or architecture/tech stack. But can we break the false dichotomy of performance vs. speed; is it possible to have it all?