INNOVATION, LEADERSHIP, AND PSYCHOLOGY
IKHLAQ SIDHUFounding Director and FounderSutardja Center for Entrepreneurship & TechnologyIEOR Emerging Area ProfessorDepartment of Industrial Engineering & Operations Research, UC Berkeley
My Perspective:Sutardja Center for Entrepreneurship & Technology
College of Engineering, UC Berkeley
Approach Berkeley Method: ØEntrepreneurshipØ Innovation Leadership
Our Model Brings Bay Area Executives and Entrepreneurs into the Classroom
1500 Undergraduates100 Ph.D / Graduate Students100 Executives10 Global Partners
Michael Marks, KKR, former CEO, FlextronicsShomt Ghose, Venture Partner, Onset VenturesUdi Manber, VP Engineering, GoogleMarc Andreesen, Founder, NetscapeLarry Baer, COO, San Francisco GiantsAmine Haoui, CEO, Sensys NetworksStacey Lawson, Founder In Part, Executive SeibelJim Davidson, Managing Director, Silverlake PartnersDonna Dubinsky, Former CEO, PalmMatt Caspari, co-founder, Aurora BiofuelsRichard Gorman, SVP, Siebel SystemsMike Olson, founder and CEO, ClouderaBrodie Keast, EVP, TiVoDavid Ladd, Managing Director, MayfieldJeff Miller, CEO, DocumentumEva Miranda, SVP, Sony CorporationRavi Mohan, Managing Director, Shasta VenturesTed Hoff, Inventor,of the MicroprocessorNat Goldhaber, Managing Director, Claremont Creek VenturesPeter Thiel, co-founder and CEO, PayPalVictoria Hale, founder and CEO, Medicines 360Steve Newcomb, founder , Powerset (part of Microsoft’s BING)Pehong Cheng, CEO, Broadvision
Our Labs offer classes and projects in emerging industry areas
8/19/2017 Reflecting on “Why” for UC Berkeley’s Sutardja Center for Entrepreneurship & Technology - UC Berkeley Sutardja Center
http://scet.berkeley.edu/reflecting-uc-berkeleys-sutardja-center-entrepreneurship-technology/ 2/5
Our Recipe and How It Works:
Mindset and Behavior:
A key educational training is the area of mindsets and behaviors. This area is not obvious. When we began, we believed
that it was valuable to start with technical students and simply add an understanding of business knowledge to their
curriculum. Since then, we have corrected that belief. We no longer believe business training is the key additive
ingredient. Mechanical business skills can be acquired anytime and as needed. The actual missing ingredient is a set of
behaviors and mindsets that allow a person to utilize their core capabilities.
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LOTS OF ACTIVITY
CHALLENGE LAB
GLOBAL PROFESSORS
NZTV
SELF-DRIVINGCOLLIDER
DATA-X CHATBOT COLLIDER SCET IN TAIWANJOHN BATTELLE
FOUNDER WIRED MAGAZINE
NEWS COVERAGE
The Entire Center is an
Innovation Collider
Mindset & BehaviorDiverse Team Formation
OUR APPROACH(AND HOW THAT RELATES TO YOU)
Two Cities in USA
• San Diego
8
• Chicago
Misconception: We used to think that learning business and management would help technology innovators
Reading business cases studies on
innovation
Management practices and
financial statements
Making a presentation to
raise funds
Studying business
frameworks
Making a business
plan
Waiting for a great
idea
6 things are not the main ingredient to deploy innovation or start ventures.
Our model has adapted: Business training is not the only key element
Our effectiveness formula is:• Depth in an valued area• Entrepreneurial “behaviors
and mindset”Our programs and projects provide this.
Our model has adapted: Business training is not the only key element
Skill in a Core Area
Innovation Behaviors and Mindset“Psychology of Innovation”
High Potential
Too Narrow
Street smart, but lacking depth
Our model has adapted: Business training is not the only key element
• Wide comfort zone• Generate trust• Good connectors• Inductive learning:
experiments and reflection• Self awareness and
emotional intelligence
What are the behaviors and mindsets?
Skill in a Core Area
Innovation Behaviors and Mindset“Psychology of Innovation”
High Potential
Too Narrow
Street smart, but lacking depth
Taught in situation, during the journey
General Advice How to Think about your Psychology
Mindset• Intrinsic Self Worth• I can handle anything (CZ)• I can learn whatever I need to• Abundance vs Scarcity• Grit• ..
Behaviors• General:
• Making people feel safe• Honest communication
• Entrepreneurial/Innovative:• Generate Trust• Accretive Collaboration • Diversity is Value• Pay it forward …
Habits &Results
Know yourself
Personal Leadership: From technical horsepower to leader
Dimension A
Dimension B
Your former self:Technical Horsepower
Today: Leader /Manager
Path
?
?
?
Expanding your comfort Zone
What’s Next For You?
Dimension A
Dimension B
Your former self:Technical Horsepower
Today: Leader /Manager
Path
1. Creating Innovation with people, not components
2. Scale a growing operation
3. Become responsible for revenue
4. Generate new business
5. Become more politically aware
?
What’s Next For You?
Dimension A
Dimension B
Your former self:Technical Horsepower
Today: Leader /Manager
Path
For New Opportunities:
• To know what you want
• Combination of Past Skills + External Changes:
• New Behaviors, Mindsets, and Skills
• Letting some things go
?
Psychology: There are many positive mindsets and good behaviors that encourage innovation
Broad vs Narrow Thinking
Fixed vs Growth
Scarcity vs Abundance
Seeking Truth vs Being Right
Healing Teams vs Dividing People
Rebellion vs Compliance
Saying what no one else wants to say
Accretive Collaboration
Adversity is advantage
Listening, not just hearing
Expanding comfort zone
Not hoarding information
Comfort with “no” Self awareness Diversity value Generating trust
END OF SECTION