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 Business Education Studies In this lively and informative presentation, Bill Gates gives you his perspective on where technology is headed. Expanding on his belief that we're "really just at the beginning," he shares his goals for the current decade—advances in networking and application interactivity; increases in reliability and ease of use; and improvements in productivity, as information sharing becomes more and more efficient. Program Highlights
During a candid question and answer session fielded by Stanford President John Hennessy, Gates responds to issues ranging from privacy to security concerns; and from intellectual property protection to current limitations on broadband access. Duration:57 minutes (2002)
Bill Gates is Chairman and Chief Software Architect of Microsoft Corporation, the world's leading provider of software for personal computers. He began programming at age 13, and by 1974, while an undergraduate at Harvard, he had developed a version of BASIC for the first microcomputer. He formed Microsoft with Paul Allen in 1975. Today, Microsoft employs more than 40,000 people in 60 countries.
 Produced - 2006 In 1988, Lou Holtz filmed Do Right an examination of the three values at the heart of his success. Shortly thereafter, Do Right became the best selling corporate film in America. In Do Right The Plan, Lou Holtz illustrates the way to apply these values to achieve individual and organizational success. Through trial and error, victory and defeat, every success begins with two things: a vision and a plan. Preview Clips Film Highlights
Lou Holtz illustrates how many of America's most influential leaders nurtured success by focusing on these key elements, including former New York City Mayor Rudy Giuliani, Super Bowl Champion Jerome Bettis, and Civil Rights Leader Martin Luther King Jr. Do Right The Plan teaches audiences how to develop the vision and the plan essential to achieving their goals. Along with the enduring values illustrated in Do Right, the message of Do Right The Plan guides individuals, organizations and teams to consistent and lasting success.
Running Time: 35 Minutes
 Today's leaders must connect with their audiences in substantive ways that go far beyond the giving of information. Leaders must be able to motivate audiences to commitment, not merely to compliance. Terry Pearce explores and demonstrates ways in which a leader can elevate a speech into a more powerful and ultimately productive experience—for the speaker as well as for the listener. Program Highlights
 David Bradford Scott Brady Rich, honest feedback is a critical part of your employees’ success, regardless of their rank in the company. It lets them know that you, their leader, care about their progress. So what exactly should be included in this feedback? Let employees know what they’re doing right, what still needs improvement, and what your specific expectations are. With an eye toward employee development, this feedback-positive approach can create learning opportunities and help revitalize your organization.
 In a business environment of fast-moving markets, global supply chains, and dynamic technologies, executing strategy is becoming increasingly difficult. How do you aim for a target that is constantly shifting—while standing on a platform that is constantly destabilized? Professor Levitt provides the answer: plan in detail only as far out as you can see; keep questioning your assumptions about your markets, resources, and competitors; and revise your rolling plan frequently as you track and resolve changing issues. Program Highlights
Dr. Levitt emphasizes the critical importance of aligning your organization’s structure and culture with your strategy. He describes business failures caused by product value differentiation in conflict with core organizational strengths, leading companies to invest heavily in projects that did not meet the demands of the marketplace or became outdated before they could be released. Duration:53 minutes (2008) Professor Levitt serves as Director of Stanford's Collaboratory for Research on Global Projects and as Academic Director of the award-winning Stanford Advanced Project Management executive program.
Jacqueline Novogratz Amazingly, something as essential as clean water is more difficult to come by for two-thirds of the world’s population. People are made to pay more for basic life services while earning far less. Novogratz describes how you can put systems in place to start chipping away at this daunting problem. But doing your part in aiding the world’s poverty dilemma doesn’t mean that you aren’t allowed to make a profit. Learn about successful programs that have used established business techniques to produce quantifiable results in some of the world’s most destitute areas.
 Change is no longer an event... Change is business as usual. Customers are demanding "better, faster, cheaper"; competition is fierce; and a turbulent economy and technological advances increase the pressure to "do more with less." Success today is dependent on keeping your work force resilient, positive, and engaged while this rapid (and accelerating) change constantly turns your organization upside down. Yet, employees are increasingly skeptical about committing to business strategies that are constantly being redefined. Program Highlights
 Bill Price There is somewhat of a disconnect between how CEOs perceive their companies' customer service (they think it’s above-average) and how customers feel about said service (more of them leave dissatisfied than satisfied). In this program, Bill Price says that the solution is to stop focusing on traditional customer service methods altogether. He draws on his experiences with Amazon.com and MCI to create a set of seven principles that will help you adapt a “no service” approach to customer service. Learn how to provide your customers with self-service alternatives and put systems in place that allow problems to correct themselves, all without having to invest in expensive technology.
 Dr. Cheryl L. Shavers, Director, Rockwell Collins, Inc. Produced - 1998, 48 minutes Strategic alliances have become a regular part of business culture these days. So how do you know that the alliance will have a positive effect on each partner’s bottom line? Like any relationship, trust is a major component of a successful alliance. But profit doesn’t come from trust alone. This program guides you through the three phases of an alliance, and shows you which signs to look for to determine if your alliance is really working.
 Voted the Number 1 company to work for in 2009 by Fortune magazine, NetApp has successfully navigated through every major cycle in business: from the frenetic mentality of a startup, through the tumultuous period of the dot-com boom and bust, and finally to the relative stability of a mature enterprise organization. The company’s core values of candor, integrity, teamwork, and simplicity not only contributed to Fortune’s ranking, notes Dave Hitz, but also helped it transition through these growth phases—and thrive. To survive and grow through business cycles, NetApp transformed itself from a technology startup into an enterprise vendor, diversifying in both products and customers. Now, in setting a strategic course and planning for future growth, Hitz uses a habit he developed of visualizing “the future as history.” Describing the future in the past tense, including the real steps needed to get there, helps prepare the company and employees for the inevitable transformations to come. Dave Hitz and James Lau founded NetApp in 1992, and as executive vice president, Hitz is responsible for the future strategy and direction of the company. Earlier, Hitz worked at Auspex Corporation and MIPS Computer. Before his career in IT, Hitz worked as a cowboy, getting valuable management experience by herding and branding cattle. He holds a BS in computer science and electrical engineering from Princeton University.
 In business or otherwise, you probably do some form of negotiation every single day. But are you getting the most that you can out of it? This award-winning program follows talks between a baseball park and the team that might move there. As they negotiate, you’ll learn when to go after what you want, when to back down, and when to walk away entirely. Once you’ve got the skills to strategize and make offers, you can even sweeten the deal by improving upon agreements after you’ve reached a settlement. Includes - Free Study Guide Also available in Spanish
 This award-winning video is designed to take the guesswork out of your financial reports. It tells the story of two employees who have to decide which of two restaurants up for sale is the most sound purchase. Along the way, they get a detailed analysis of each restaurant’s financials, including the balance sheet, inventory accounting, and operating vs. non-operating income. The success of your business is based on profits and losses; an acute understanding of what goes into your financial statements can help keep you on the plus side. Stanford professor George Parker provides both line-by-line explanations of the three key financial statements used by US companies, and offers logical, common-sense approaches to interpreting what they reveal about profitability, value, and the ability to pay bills.
 What lessons can Cervantes’ romantic knight from La Mancha offer the bottom-line world of today? Based on Professor Emeritus James G. March’s acclaimed course at the Stanford University School of Business, this program creatively examines how Quixote’s kind of self-knowledge might serve modern leadership. Narrated by Professor March, the program parallels episodes from Quixote’s adventures with illustrative examples in the modern world—from former President Richard Nixon and Martin Luther King, Jr., to Bill Gates and Hewlett-Packard. Engaging interviews with contemporary leaders drawn from business, government, and education are interwoven with archival footage of historic leaders who demonstrate imagination, perseverance in the face of adversity, and joy in work. (70 minutes) Copyright date: 2003
 1. Seven common strategic errors that lead to business failure. 2. Why bad strategies happen to good people. 3. How to encourage devil’s advocacy before it’s too late. While we are inspired by business success stories, we are educated by business failures. Chunka Mui and Paul Carroll researched 750 of the most significant business failures of the past quarter-century and found the Number 1 cause of failure was not sloppy execution, poor leadership or bad luck. It was, instead, misguided strategy. Mui gives examples of the seven most common strategic failure patterns: illusions of synergy, misjudged adjacencies, faulty financial engineering and others. He explains that each pattern has predictable red flags. Human beings are hard-wired for bad decision making in complex situations, notes Mui. We hone in on answers before examining all the facts, and then seek evidence to confirm our answers. We are adversely influenced by emotion, loyalties, and group think. However, decision making can be improved when we encourage conflict and question our assumptions. A devil’s advocate review should be built in early to the strategy process, and again at the key design stages and when near completion for a last chance to review the full strategy. Chunka Mui is a fellow with Diamond Management & Technology Consultants and a partner with Cornerloft Partners, LLC. He co-authored with Larry Downes “Unleashing the Killer App, Digital Strategies for Market Dominance,” and co-authored with Paul Carroll “Billion Dollar Lessons.” He holds a BS in Computer Science and Engineering from Massachusetts Institute of Technology.
This NewsHour program scrutinizes the state of business ethics in an America riddled with financial fraud. In segment one, correspondent Paul Solman and Columbia Business School’s Barbara Toffler cite Arthur Andersen and Stew Leonard, Sr., as examples of ethics gone awry. Segment two gathers the opinions of veteran business journalists Adam Smith, Carol Loomis, Allan Sloan, Jim Grant, and Andrew Tobias on the practices of Enron, Tyco, Morgan Stanley, and Merrill Lynch. And, after summarizing the evolution of compensation models in the stock analysis industry, segment three examines the conflicts of interest that have led investment stock analysts astray. (36 minutes)
Because the Internet is a dynamic environment, pull marketing is an ideal tool for directing traffic to particular Web sites. This program presents the benefits of opt-in e-mail; niche communities built around Web portals, newsletters, and ad networks; and Webcasts—powerful attention-grabbing techniques that can be incorporated into virtually any online pull marketing strategy. In addition, P.R. disasters that can stem from trampling a Netizen’s right to privacy by spamming and covertly collecting demographic, user path, and purchase information are addressed. (18 minutes) Produced - 2000
Just as in the bricks-and-mortar world, a marketing plan is a must in cyberspace. In this program, leaders in the field of online marketing cut through the confusion to lay out the principles of driving traffic, branding, and targeting on the Internet. Executives from companies including 24/7 Media, Renegade Marketing Group, Beyond Interactive, and Media Metrix offer keen insights into a wide range of topics, such as the value of online linking, how to effectively integrate offline and online brands, and the use of focus groups and site registration to gather demographic information on niche communities. (13 minutes) Produced - 2000
 Since many existing business practices inhibit innovation, new organizational designs and managerial approaches must emerge to meet today's new challenges. Professor Raymond Miles describes how self-managed projects among firms can generate innovation and market placement. Program Highlights
The United States and other advanced nations must learn to live by their wits in the global economy of the 21st century. Since many existing business practices inhibit innovation, new organizational designs and managerial approaches must emerge to meet today's new challenges. Professor Miles describes one such model: the establishment of communities of networked firms that can leverage their knowledge base and their entrepreneurial know-how to create economic wealth through collaborative innovation. Duration: 37 Minutes (2006)
 Selling is not an event but an ever-changing process that requires a solid strategy to achieve positive results. James Healy explains how to manage the four dynamic and interactive functions of selling and describes the skills that good salespeople need to learn in order to develop an effective selling strategy. Program Highlights
Duration: 47 Minutes (2006)
 In easy-to-understand lay terms, Matt Cohen explains the key applications at work behind a web page. You’ll see how a page is generated from file downloads and links, how traffic to the page is tracked, what cookies are and how they are used, and more.
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