How to Use Exponential Technologies to Innovate at the Edge (with Pascal Finette)

This episode is sponsored by the CIO Scoreboard

I recently had a wonderful talk with Pascal Finette. I am really excited to share our conversation on the exponential technologies with you. Pascal is the head of Singularity University’s SU Labs, where he leverages most intractable problems with cutting-edge technologies. One of the concepts we have delved into during our discussion was the concept of innovating organization at the edge instead of the core and how to approach growth through the lens of this concept. A lot of us are familiar with innovation when it comes to processes. How is it done with a product that is a business unit?

Listen to more about the question to ask about open-sourcing, concept of “crowd funding”, and the importance of moonshot thinking and exploring more at the edge.



4 Key Learning Points:

  1. The importance of innovation at the edge of the core of an organization.
  2. The importance of moonshot thinking and asking big questions.
  3. What to be aware of when it comes to implementing open source concept.
  4. How to use the crowd funding mechanism to utilize talent from outside of the organization.
Read Full Transcript

Bill: I want to welcome you to the show today.

Pascal: Thank you for having me Bill.

Bill: I am super excited to talk to you about exponential technologies. Ever since leaving SU in December I have been on a quest to educate as many of the decision makers as I can running enterprises throughout the country about what exponential technologies are and what Singularity's doing. Could you talk a little bit about what your role is with Singularity, and where you see exponentials going from a bigger perspective with your education and the things that you're in charge of at Singularity.

Pascal:
[00:01:00] Of course, yeah. Very broadly speaking my role here at Singularity University is I'm looking after pretty much everything with touches startups and entrepreneurs in one way or the other. This includes, I teach entrepreneurship and related topics in our classroom. We run a startup accelerator program. We run a growth program, this is for companies which are a little further along in their development. As well as, we run a early stage, seed stage, venture fund to invest into said start ups.

That's kind of like my background and really what got me here is when you look at my resume, I spent my whole career basically peddling these areas of technology, so really working on the innovation side of technology at companies such as Mozilla where I headed up innovation as well as starting my own company. Being very entrepreneurial, running my own venture fund back in Europe, and working for some of the more interesting larger tech companies in their formative years, Ebay and Google are two examples.

[00:02:00]
Bill:
That's what really intrigued me when I was listening to you talk is that you had this real blend between the strong entrepreneurship from the ground up to working with some fairly mature companies that will mature from an internet standards perspective. This concept of entrepreneurship, do you think it's possible to be entrepreneurial within an organization and bring aspects of entrepreneurship as an employee?

Pascal:

[00:03:00] Gosh, I do hope so. Quite frankly, if that wouldn't be the case and the truth, large corporations by and at large would be pretty screwed. Very clearly saying, yes I do believe that the entrepreneurial spirit, the idea of the sense of discovery, the pushing the boundaries, the building something from zero to one, is something you find in large corporations abundantly. That is not to say that all large corporations necessarily are set up to really foster this is their entrepreneurial employees, but it surely is there.

Bill:

[00:04:00] That was really interesting, fostering that innovation, because when one of the concepts that I'd love for you to speak about is this concept of innovation at the edge of an organization. A lot of our listeners are very powerful IT leaders, but IT leaders are not a very, from an organizational development perspective, they've only just landed in the late '80s and early '90s. From organizational maturity, they haven't been around as long as HR, and VP of Sales, and Operation Officers, and positions like that. Can you explain this innovation at the edge of an organization and what that concept means to you?

Pascal:

[00:05:00] Yeah, of course. The general concept is, I think, a fairly old, and also well understood idea, and really goes back to, probably the most prominent example is the famous skunk works. The idea being that a mature organization typically has optimized and is really really good at doing what they're doing in the most efficient way. This is how you make your money and Joffrey Moore describes this as the Horizon One, the stuff which is imminent, the stuff we're doing today. Now, that particular culture doesn't lead itself to exploration, trying new things, being okay with failure as well. What you need to do is, you need to foster the innovation at the edge of this core. You basically leave the core alone and you either set up new business units at the edge, you set up little labs at the edge, some companies go so far and set up legal units, legal entities, at these edges where they put their most innovative people, their most entrepreneurial people, and let them explore, and also be okay with failure.

[00:06:00] One of the interesting pieces is when you talk to thought leaders such as Joffrey Moore, they will tell you, and I have observed this and I think many of your listeners will have plenty of anecdotes about this as well, when you try to innovate inside of the core of the organization the thing which typically happens, and I literally had this happens in meetings to me, is that the senior leadership team comes up and says, "Well, this is a great idea. Where's the business plan? When do we make ..." whatever the number is, let's say ten million, a hundred million dollars with it. Which is, if you think about it, for innovation, for the playfulness of innovation, for the exploration of it, is kind of like the death meal. It's something you can not apply to innovation because you just don't know.

[00:07:00] The idea then being you set up these units at the edge of your core. You cut them from the core to a good extent. Let them do what they need to do being entrepreneurial and let them grow. There's different theories on how do you integrate this back into the core. The most radical one, a gentleman called John [Haggle 00:06:41] who teaches at Singularity University, whom you have seen, propagates the idea that you need to leave the innovation at the edge completely alone and let it grow into its new core. That's a pretty radical view of the world. John has some really good argument why this is probably the only way it works. Other ways would be to grow it at least to an extent that it makes sense then to reintegrate into the core and many other ways in between our existence.

Bill: I think that's a fascinating concept because it's almost like the stodgier, and older, and more steadfast an organization is, the more they probably have to push that edge out almost into a separate office space just to maybe ... It's almost like the culture, an innovation culture entrepreneurial culture, I can see how that would be tough if a company was more traditional. There might be more of a need to separate until that new unit has been able to blossom and flourish over time.

Pascal: Absolutely, absolutely.

[00:08:00]
Bill:
A lot of our listeners are going to be understanding this concept of innovation, but I find a lot of them are innovating with processes verses innovating with a product or aligning themselves with a business unit that is looking for more of a transformation, versus just augmenting a process. Do you often find people asking questions about that, where innovation would get applied in an organization?

Pascal:

[00:09:00] Absolutely. I think it's probably there's two threats in here; one being the idea of the process innovation versus the breakthrough doing something really radically new. I believe that is one big context. The second one goes into the direction of what I personally find very, very fascinating, particularly when you look at large organizations. Large organizations typically have a set of assets and have developed assets and core strength and capabilities which are second to none in the marketplace, but they are under-utilizing. They're leveraging purely in an internal fashion.

To explain this, I give you a very simple example. You look at Amazon. Amazon built a computer infrastructure because they needed it, because they were selling online books and all kinds of stuff. They understood that they were getting so good at building fault tolerant cheap infrastructure that it actually made sense for them to spin this out into it's own business unit, which then obviously because Amazon Web Services which is now a two billion dollar plus run rate business.

[00:10:00] It's fascinating for me to look at large corporations because I find these business opportunities in many many many other large corporations. Then going back to the first point, that for me there is an interesting framing, you might have heard this idea of ten X thinking, or moonshot thinking. The core premise of that is to say that when you look at existing processes, existing product, existing infrastructure, what we're typically trying to do is we try to squeeze out the ten percent optimization. That's by and at large really hard to do because we are already so highly optimized in our processes, particularly organization which have been around for a little while.

[00:11:00] At the same time, when you think that way, you're forcing yourself into a particular mode of thinking. You really think about the little process optimizations. Whereas, if you think about how can I make the thing I'm doing ten times as good, you start to ask a completely different set of questions which then leads you to a very different outcome. The example here being when Apple started doing their retail stores, the famous Apple Store, they didn't ask, "How do we build a slightly better shopping experience where we get the checkout time down from a minute thirty to a minute?" What they asked was really, "How do we get a ten times better shopping experience?" Which then led them to basically say, "We don't want to have cash registers. We create the geniuses, this genius bar where you can walk up with your technical questions and someone answers them. We remove most of the merchandise and create a very simplified store experience." Which then ultimately leads to Apple Stores being, by a large factor, the highest grossing per square foot store in the world. That's the two venues I would see.

Bill:

[00:12:00] I love the point you made about ten X thinking and asking big questions. You're right, if you ask ... What you're saying is look at the underdeveloped, underutilized intellectual property ideas that are being, systems, infrastructure, that's being utilized within your organization, that's maybe being used by your internal employees but maybe not by customers or only lightly by customers, and then ask big questions, not just ten percent, fifteen percent incremental, but ask a ten X question around those. Is that fundamentally what you're saying?

Pascal: Mm-hmm (affirmative), absolutely.

Bill: I think IT leaders have to get out of, certainly they can support business processes and that's a critical part of business and developing efficiencies, but to your point that they also have a [inaudible 00:12:37] at the intersection of this complexity of technology accelerating, but then also their business. They have a unique perspective. I think this kind of questioning is powerful. I don't often see it. Are you finding that there's a difference between East Coast and West Coast thinking?

[00:13:00]
Pascal:
That's a really good question. Let me preface this with, I'm a German born European. I live on the West Coast now for about eight years. I cannot tell you this with a very deep conviction, my personal observation is there surely is a different way of life in terms of how do you see the world, how we perceive the world, particularly here in Silicone Valley if you compared, for example, to New York.

[00:14:00] My friends and the people I work with in New York are clearly, on average, I would say they are much more process driven. They are much more looking at the efficiency gains where probably the blue sky we have here in Silicon Valley entourages people to dream a little bit bigger and really explore more of the edges. Having said that, and then having traveled the world quiet a bit, I would argue that that particular type of thinking becomes ... The idea of thinking big and thinking in Silicone Valley terms, the moonshots, the Google access, et cetera, this in ow happening all over the world. Surly it's more condensed here in Silicon Valley, but I see this happening in Berlin, and London, and Tel Aviv, even in rural areas in Africa. In Nairobi there's a tech hub in Nairobi I recently visited where people literally talked about moonshot thinking, which is wonderful to see.

Bill:

[00:15:00] Yeah, that is wonderful. I would say there is a difference. It probably goes back to the 1700s but it was interesting just even visiting San Francisco and just going to the Hacker Dojo and just seeing all of the companies that were there that were just getting started. The gentleman came up to me who'd had several organizations, and he goes listen, "If I don't make it, my resume out here, that's okay." He goes, "If I was back in the East Coast and I had a failure on my resume, that would be a problem, but here it's not a problem." That's the core of the difference right there.

Pascal: Yes. As a European, and particularly as a German, I can tell you that is very very true, still to this day, unfortunately, in Europe as well.

Bill:

[00:16:00] Interesting. Maybe we can shift gears here. The concept of open source, you have an opinion about some concepts I was hoping you'd share about how to compete with free. I don't want to short change your ideas about open source, but you had talked about the browser and how Microsoft had a dominant position in the browser marketplace until it was abandoned by Firefox, and Mozilla, and such, but maybe you can explain what we need to be aware of with free and open source, from a general strategy and from your lens of the world.

Pascal:

[00:17:00] Yeah, absolutely. I had the incredible opportunity to take a front row seat in all this development by being at Mozilla. I joined Mozilla briefly after we launched Firefox 2, and then stayed there for quite a while and worked very closely with, particularly the founding team of Mozilla and the people who build Firefox originally. That, in a lot of ways, shaped my view of the world. I think what's interesting about open source is, and in my talk I make that point that I believe open source is a proxy for all open models. There's way more open models than just open source in software. Open Source lends itself to be very easily explainable and it's kind of at the forefront of it.

The core tenants are what you see more and more is that companies leverage Open Source, A, as a contributor, Yahoo basically open sourcing their big database which then turned into Hadoop which now powers fifty percent of the Fortune 500s.

Bill: Great point. Great point.

Pascal:

[00:18:00] Out of a simple reason, for them, they basically understand it's not the core business. Yahoo is not in the business of selling big databases, levering the community to get eyes on your product, get code contributions, make the product more robust, create a whole ecosystem of extensions and add-ons and betterments for the piece of software which then goes back to your original organization. I think that's one piece on the producer side. On the consumer side, those Fortune 500 companies which leverage Hadoop, what they're effectively getting is a highly robust, massively peer reviewed, piece of software which is customizable because the source code to it is open and fully accessible and modifiable, which is an incredibly powerful value proposition. This leads into this interesting field of tension where, I'm making this point in my talk where I'm asking the question, "How do you actually compete with free?" The reality is you cannot. There is no way for you to really compete but there's incredible opportunity to embrace open, and open source particularly.

Bill:
[00:19:00] What kind of decision does Yahoo at the time, need to make about Hadoop. I guess Google also released I forget, I'm drawing a blank on the big framework that they released similar fashion. Focusing on Hadoop what kind of decision would you have to make, and fears you'd have to confront about making the code free? Free obviously would probably make a lot of folks afraid.

Pascal:

[00:20:00] Of course. I can only begin to imagine what the discussion looked like inside of Yahoo when they made that decision. The core tenant of the question you need to ask yourself is; first is, are you making money with the product itself? Then you have a very different discussion obviously. In the case of Yahoo and Hadoop, Yahoo built the original core of what then became Hadoop to power their search engine. It was never meant to be, Yahoo never wanted to be in the business of selling big database software. It was purely internal product.

The second question you need to ask yourself then, after the yes/no of "Are we making money with this?" If that is a no, then you can ask yourself the question, "What is the cost/benefit ratio of me open sourcing the software?" In the case of Yahoo, what Yahoo presumably did was to say, the sole risk we're running is that we're giving away a big database software which other people could potentially leverage to build their own search engine. That's the business Yahoo was in and was competing with, at least part of their business. That risk is arguably fairly small. We all know that a search engine is not just this little piece of software which is a database but it has crawlers and user interface and brand, many, many, many other contributing factors. That risk is small and easy to mitigate.

[00:21:00] Then the question becomes what is the benefit. In the case of Hadoop what Yahoo reaped very quickly as a benefit was they understood that they were very early with their product in a particular market, which was this market for big data. They saw that there's a lot of demand out there and they knew that there was a lot of developers readily available to look and enhance their code, because they want to use it. In the case of Yahoo, Yahoo open sourced Hadoop within a very short period of time, a then nascent social network called Facebook adopted Hadoop and Facebook to this day is the largest consume of Hadoop. Also, and this is interesting piece, the largest contributor of co-changes to Hadoop back into the community.

[00:22:00] What Yahoo effectively gets for free is thousands of developers taking this piece of software, A, looking for bugs, stress testing it, but also enhancing it, building software tools around it, building tooling for it, et cetera, et cetera. You build out of an internal little project which, I don't know how many people worked at Yahoo on the project, but let's say its a big group, it's probably a hundred people, you turn that into something which is being actively developed on by tens of thousands of people. You reap the benefits of all that.

Bill: Yeah, maybe it could be four times the amount of people contributing from hours, and releases, and upgrades, and stuff like that. Does an organization need to figure out another way to monetize. Would there be a community built around that where someone maybe is not reselling the software but maybe adds value to the software beyond free?

Pascal:
[00:23:00] In the open source world, there's a whole bunch of different business models. I think the most popular ones and the ones which are best understood is effectively what Red Hat is doing around Linux and Hortonworks is doing around Hadoop particularly. The basic idea is when you buy Red Hat, for example, what you're getting is Linux. This is a free and open source operating system which you can theoretically just download. Now, if you're a CIO, you have good reasons to say, "Well actually, I want something which has a service level agreement. I want to have a person I can actually call if something goes wrong. I want to have services to help me install this and maintain it." and so on, and so on. I probably want to to have a company which built some propriety tools to manage this better in large scale infrastructure, et cetera. That is what turned Red Hat into a company which is now literally on the stock market and worth billions of dollars.

[00:24:00] Similar goes for Hortonworks, Hortonworks did the same thing effectively around Hadoop and is also now a publicly traded company worth a billion dollars. There is business models around the idea of you get away the core of the services for free, the software code, and then you build other models around it.

A different way to look at this is what Mozilla did. Mozilla gave away the Firefox web browser, never made any money on the browser itself, but very quickly amassed such a huge user base that they could go to the search engine provider, such as Google and Yahoo, and say, "Hey listen, we bring you a lot of traffic, we want to be incentivized for doing so. We take a tiny little percentage of your revenue you're doing through search ads and have that flow back to us." Which turned Mozilla into a three hundred million dollar a year run rate, non-profit, which is pretty insane.

[00:25:00]
Bill:
That's fascinating. I didn't know that. What a clever way to reverse and change that round. That's really interesting. I'm always thinking from the lens of, if you started at a mature organization day one as the IT leader, Pascal, and you had the opportunity to, what would you do, with this unique perspective of the world, in your first thirty days, where would you start first if you had to apply this thinking to an organization? I know that's a wide question but maybe we can cheat it in a direction, make some assumptions that it's not a car manufacturer, for example, but where would you start?

Pascal:
[00:26:00]

[00:27:00] That's a really good question, actually. I believe an interesting starting point would always be to create an inventory. Create a birds-eye view, particularly in the IT field, what the organization is currently doing in terms of what do you support? What have you built? What are you insourcing, in terms of what software and services you consume? Then apply a lens to that by basically saying, "Okay, so if we would allow ourselves to think differently about how we're doing this, what could we possibly do?" This could be anything from looking at, similar to what Yahoo did with Hadoop, looking at your current assets and say, "Is there something we should probably put out into the world and foster community around us because we can create a Hadoop effect?" "Is there proprietary software we're currently paying for which we could easily replace, and probably better replace, with open source software?" Basically taking cost off your call center. This is a little bit more like the forward thinking thing, and you mentioned earlier, this idea of working with the business unit. Looking at what is the business unit doing today and how can you better support this?

[00:28:00] I give you a very simple example, I recently had this very fascinating discussion with a large European manufacturer of tools. They run these big plants where they build power tools and such. One thing we talked about is you can now buy, I recently came across there's a company which builds servers which are built on top of mobile phone chips. What you basically have is a full fledged server the size of a deck of cards. It's a quad core processor, it's literally the chip you would have in an iPhone or something and the whole thing costs about twenty to thirty bucks. You have a very powerful server in a very small form factor, very low power needs, no need to cool it, et cetera.

What we were talking about with this manufacturer was they said, "Okay so what we've done for a long time is we centralized all our server infrastructure in a data center." Which makes perfect sense, right? Now with that new technology we could do the exact opposite. We can put the compute power much closer to the point of consumption. We can put the little server right next to the machinery and can do then really interesting innovative things on top of that. Suddenly, it's possible.

Bill: Sure.

Pascal:
[00:29:00] I think there's a really interesting dialogue to be had by really looking and assessing, and taking a step back, and taking the birds eye view, assessing what is it we're doing today and what are the input output factors. I'm really starting to question everything and asking why and how can you probably do it better.

Bill: That is really interesting. It's sort of, again, you're thinking outside ... First of all, you're lining with the business units themselves and you're really ... That's why I think that the information technology leaders are in such an important position for innovation by just being open and asking lots of questions about what's possible. They're the ones that can actually uncover these assets and have different approaches to bringing them to market.

[00:30:00] In one of the pieces that I thought was interesting, that I know you're deeply interested in is, crowd funding. I know that we read about this from the small organizations perspective and individuals that are leveraging the crowd for creating interesting fund campaigns, but how can a enterprise take advantage of a Kickstarter or an Indiegogo campaign. In particular, how would an IT leader leverage that?

Pascal: Absolutely, just to give you a short flavor of how this could look like, not necessarily in the industry you're talking about and we can go back to that is you might be familiar with Doritos which is this fairly strongly flavored chips, nacho.

Bill: Oh sure, yeah.

Pascal:

[00:31:00] Doritos runs, for the last ten years, they run something very interesting which they call the Doritos World Challenge, or something, where they go to their community, people who eat Doritos basically, and ask them to come up with ideas and scripted storyboards to create their Superbowl ads. If you know anything about the Superbowl, the ads are always super, super expensive. You typically pay a multiple of what you actually paid for airing the ad to your ad agency. Doritos tried to turn this on it's head and said, "Hey, why don't we ask the people who eat Doritos what they would find funny as an ad." Literally for the last ten years, they have gone to their community and have asked their community to come up with the Doritos ad.

What's remarkable about this is they get tens of thousands of applicants, they have a very robust community based voting process around this. The Doritos clips, on average, always land in the top five, since they've doing it, land in the top five best clips or best ads during the Superbowl.

Bill: I never knew that.

Pascal:
[00:32:00] It's really, really crazy. It's happening, it's happening in big corporations as well. This is a form of, obviously, involving the crowd. It's not necessarily crowd funding, but it's a crowd engagement. For an IT leader, I think there's many opportunities, this is definitely something where you would partner up with your business unit. Would crowd funding like a Kickstarter or an Indiegogo does, is it allows you very quickly and incredibly cheaply to test something out. Imagine you're a large manufacturer of, let's say, fridges. You want to test this new little fridge you have which has as built in radio, let's just make that up. Your typical way would be you commission a whole bunch of market studies. You do market research. You build a couple of prototypes to show them to people. It takes you quite a while and it's really expensive.

[00:33:00] The other way to do this is you create a small run of these things, let's say a thousand, two thousand, whatever, ten thousand, and you put them on Kickstarter. you basically go out in the community and say, "Hey, we bringing out this new product do you want to chime in?" You can do this even before you have manufactured the units and then you see what the demand is, as well as you get immediate customer feedback, immediate customer validation, et cetera. A really interesting way to test things out.

Bill: You're saying that you could create a run of products that you want to sell en masse, but you just run a thousand and run the campaign. What would be the mechanics? If you were testing really the sell-ability because your crowd is validating it? Is that what you're thinking?

Pascal:

[00:34:00] Yeah, absolutely. Then the other thing which happens is; so you test your sell-ability, so you test the market demand, et cetera. The other think you're testing is the moment your customers, because they're really like, if you think about the customer adoption cycle, which is like the bell shaped curve with the early adopters on the left, the people who are on Kickstarter are on average, obviously, early adopters. What these early adopters also do is they're pretty vocal about your project which is great. Once you have the product in your customers hands, you have real world feedback from people who put money down to buy your product. If you engage with them and ask them, "Hey, what do you like? What did you like? How can we make this product better?" On average they will give you incredibly valuable feedback, and because they already put, they have a stake in the game because they paid money for them.

Bill:

[00:35:00] I think that's what's really interesting for leaders these days. If they just understood the what's possible with these platforms. I think that's one of the biggest pieces. One of the biggest takeaways I have is, and actually one of my classmates at Singularity went to the Abundance 360 a few weeks later, he was explaining this story of a guy who had, he had came up with this idea of doing voting on a mobile phone, but apparently it's a really complex thing to pull off and there's only about ten people on the planet that really know how to do it from the complexity. He put a campaign on through Kickstarter to figure out this complexity. He rewarded them with a cash prize. He got submissions and then he personally went to these people and asked them to be on his board of advisors. Then he went out and submitted to all of these scientists around the world through the Kickstarter campaign to help him engineer this very complex feat. He got all these great submissions. He didn't have to be the smartest guy in the room. I thought that was a fascinating concept, you don't have the be the smartest person in the room.

Pascal:
[00:36:00] Absolutely, yeah, absolutely. The very famous example of that is the Netflix price. A little while ago Netflix went out and wanted to increase the accuracy of their recommendation algorithm, so they went out and basically had a crowd funded campaign where they said, "We give a million dollars who can increase the complexity of the advancement of this algorithm by ..." I think it was ten percent, which is a big deal for an organization such as Netflix. They had literally thousands of teams compete and then ultimately awarded a winner who achieved this result.

[00:37:00] I believe it comes back to, you might remember this, I use this quote in my talk. It really comes back to Billy Joy who was the CTO of Sun Micro systems back in the day, famously is quoted as saying, "Most of the smartest people don't work for you." There's universal truth in that sentence. If you are Google you employ fifty thousand mega, mega smart people. There's at least ten times as many people you cannot employ because they work for someone else. The crowd mechanism allows you to tap into that potential.

Bill: It really does. We have covered some really powerful ways to look at what's possible to apply ten X thinking, five X thinking, but certainly more than ten percent thinking. I think this is great. I'm super invigorated by our conversation and I know our listeners will be as well. What do you think the best way to learn more about you Pascal and things that you are most passionate about now through Singularity and your other interests. What would be good ways for people to learn?

[00:38:00]
Pascal:

[00:39:00]
Yeah, of course, so I believe there's broadly speaking two easy ways. Outside of obviously coming to Singularity University, exploring and living through the program you lived through, which is our Executive Program. Singularity University has a content site where we publish a couple of times daily the latest and greatest which happens in technology. If your curious about where's the bleeding edge of technology, and this includes IT very obviously, you want to go to Singularityhub.com. Singularityhub.com has all the content and the ideas we're propagating here at Singularity University. Then for me personally, I actually write a semi-daily kind of a newsletter, it's pretty unfiltered, it's pretty raw, and it's probably interesting. It's really focused on entrepreneurship, which is called The Heretic. You'll find it at theheretic.org, so by all means, subscribe to that. My email address and my whole contact details are pretty readily available on my website. If you just look up my name, you'll find me. By all means, please stay in touch.

Bill: We'll definitely put resource links to these on the show notes page, for sure. I've subscribed to the Singularity Hub and I enjoy that and also The Heretic, I subscribe to your newsletter as well and enjoy the pieces of wisdom that you put out there. I want to thank you for your contribution to these very very important topics with exponential technologies and helping to educate my listeners about this. Thank you very much for that Pascal.

Pascal: Well Bill, thanks for having me on this podcast, this was a fantastic conversation. I really enjoyed the questions and I'm looking forward to more.

Bill: Yes, we'll do it again. I appreciate this. Thank you very much Pascal.

Pascal: Perfect, thank you Bill.

 

About Pascal Finette

Pascal heads up Entrepreneurship at Singularity University, including the Startup Accelerator, Venture Fund and the Entrepreneurship Track where he inspires, educates and empowers entrepreneurs tackling the world’s most intractable problems leveraging exponential technologies. Pascal has spent his career pushing the boundaries of technology and passionately believes the Internet can deeply impact mankind.

He founded the non-profit organizations Mentor for Good and The Coaching Fellowship; the ‘GyShiDo’ (Get Your S%#& Done) movement and publishes the opinionated newsletter, ‘The Heretic’, which is read by ten of thousands of entrepreneurs around the globe.

Pascal frequently speaks and writes about the interaction of entrepreneurship, technology, and global impact. He coaches clients on leadership potential and loves to work with entrepreneurs who are making things better and go from zero to one.

How to get in touch with Pascal:

Key Resources:

You Tube

Interview

Technoport

Books

 Amazon Book Reviews

Publications

This episode is sponsored by the CIO Security Scoreboard, a powerful tool that helps you communicate the status of your IT Security program visually in just a few minutes.

Credits:

 Other Ways To Listen to the Podcast 

iTunes | Libsyn | Soundcloud | RSS Feed | LinkedIn

Leave a Review

If you enjoyed this episode, then please consider leaving an iTunes review here.

Click here for instructions on how to leave a review if you’re doing this for the first time.

About Bill Murphy

Bill Murphy is a world renowned IT Security Expert dedicated to your success as an IT business leader. Follow Bill on LinkedIn and Twitter.