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Scooped by Deb Nystrom, REVELN
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15 Of The Sharpest Up And Coming CEOs In Silicon Valley

15 Of The Sharpest Up And Coming CEOs In Silicon Valley | Change Leadership Watch | Scoop.it

Here's the Tech CEO best of the best list via Business Insider. Tech startups CEOs give a great view of what's next.


Here's two from the full list that were quite fetching in ingenuity and business style.  It's also an easy to browse, via click, article. ~  Deb


Excerpts:


Jamie Wong speaks multiple languages and has spent her life traveling the world. Now she's building a startup that makes it much easier for everyone to do the same.]


Vayable basically shortens the process of planning a vacation from 30 hours down to about 5 minutes. It makes it easy to plan "experiences," like touring the Louvre with a French student instead of riding a tour bus around town.


Patrick Collison's Stripe has become the go-to provider for accepting payments online. It makes it dead simple to add a way to pay for things on just about any app.


That's great for other founders, because payments are typically the most tricky part of building an application, and can take months to finally get off the ground. With Stripe, it's just a few lines of code.


Read more: http://www.businessinsider.com/25-hot-ceos-of-silicon-valley-startups-you-cant-afford-to-ignore-2012-8?op=1#ixzz258nSrsMH

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Scooped by Deb Nystrom, REVELN
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Intuit's Scott Cook on Failed Global Expansion: 'We Should've Known Better' [VIDEO]

Intuit's Scott Cook on Failed Global Expansion: 'We Should've Known Better' [VIDEO] | Change Leadership Watch | Scoop.it

Intuit founder Scott Cook and what went wrong the first time they rolled out the company's Quicken tax prep software worldwide.


It would see cultural due diligence was the lesson learned here.  

______________________________

   

We can launch,  ....but then the sales slowed way down.  

______________________________ 

   

Yes, it seems it was a ethnocentric blind spot.  Paraphrased:  ONLY in the US did we studying the customer & give them exactly what they wanted.  We didn't do that overseas.  

    

Excerpted:

   

We'd get meetings of our global teams together…  We could launch, could get the press, we could fill the channel, we'd get initial evidence.

   

But then the sales slowed way down.   

   

Visiting the Japanese:  150 people crammed into the biggest room we had.   Strategy, plan, dream.  He asked for questions.  In Japan, they don't ask questions of the big guy.  Silence.

   

One engineer, finally, cautiously raised his hand:  Why does our product for Japan look just like an American product?  It was built for Americans, not Japanese.   …And he was right.  Ultimately the root cause problem was too hard to overcome.

   

The root cause was baked into our early decision.   …We build them based on what we knew in the U.S.

   

See the full video here.

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