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A good entrepreneurial company requires a variety of people with diverse skills, says Hennessy. Though there is a natural tendency to focus on the technology side of the company, non-engineering people are just as critical as the engineering p
Hennessy answers the question: Can the walls between Stanford and Silicon Valley ever become too permeable? Yes, he says, there are situations in which a conflict of interest or conflict of commitment can cause problems. The break between ac
Hennessy explains It is not necessarily a bad thing that centers of entrepreneurship are beginning to emerge elsewhere. The high cost of living in the Silicon Valley will be a key issue in its future because it will be a challenge to be number
Hennessy explains that the Clark Center is important to the future of Stanford because it represents the growing importance of biology to the coming century. It is a radical organization for a university because it brings together faculty from
John Hennessy, Stanford University's 10th president, talks about how the future of Silicon Valley lies in supporting the creative environment fueled by the combination of universities, big companies, and the entrepreneurial spirit. The creativ
Worthington would not trade his technical degree for an MBA. He sees entrepreneurship being about breaking many of the rules that one learns in business school. He sees being able to lead as much more important to having an MBA, and suggests
Worthington talks about how Fluidigm relied on two assets to help them recruit top talent: breakthrough technology and chemistry. Obviously, the technology was a big draw for many people to come to Fluidigm, he says. Chemistry was not as obviou
The financial hardships Fluidigm encountered after September 11 were the most difficult stage for the company, says Worthington. The company needed financing quickly or it would disappear - a time that was incredibly physically and emotionally
Gajus Worthington, co-founder of Fluidigm, talks about how the three members of the founding team of Fluidigm met in Stanford Physics professor Doug Osheroff's lab. Though the men went in separate directions after college, the bond that had fo
The applications for the Fluidigm technology may be far from being realized, says Worthington. Fluidigm is currently working on high-throughout methodologies, like genome screening and protein-protein interactions, as well as what could turn o
Though the Fluidigm executive staff was incredibly bright and talented, says Worthington, they initially were almost incapable at making decisions and constantly argued. Worthington decided that the only solution was to set up a decision makin
Worthington answers the questions: Will the stock price of a company keep going up? He discusses Fludigm's financial history and how the company was able to continue to provide investors with a nice return.
Worthington explains that creating a company puts incredible strain on the founders and calls upon them to do things that people do not normally have to do. They way to get through these challenges is not by talent, but by obsession and determ
Worthington relates an anecdote about how renowned intellectual property lawyer Bill Smith joined Fluidigm as general counsel. Worthington gave Smith the pitch before Fluidigm was even funded. Nonetheless, Worthington notes, Smith decided to j
When in search for a market, Worthington advises not to focus the company too early. Though there is tremendous pressure in the beginning to focus, this is dangerous; once a company has defined a focus the decision is very hard to undo. Worth
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