Lesson #2: Learning is a Process of Trial and Error
Lesson #2: Learning is a Process of Trial and Error
The process of learning by trial and error is something that both men brought with them from their childhood days. Both had grown up being shaped by scientific exploration, something which they believe is all too rare today. They asked questions, created experiments to answer those questions, and modified their experiments when things went wrong. It was with that same attitude that the two men approached their business as well. “Most of what I learned as an entrepreneur was by trial and error,” says Moore.
Moore says that like many other scientists and engineers who have ended up founding companies – and successful ones at that – he didn’t leave Caltech as an entrepreneur. “I had no training in business after my sophomore year of college I didn’t take any courses outside of chemistry, math, and physics.” Much like his career as an entrepreneur was by accident, so too were many of the business decisions and innovations that came out of Intel.
Looking back on their success, Moore admits that such a process of learning from your mistakes was probably not his ideal way to run a company, saying, “I think a lot of this really could have been learned more efficiently.” However, he acknowledges the large part it played in explaining their later success.
To entrepreneurs struggling to find their way in the market today, Moore calls the process “certainly exciting, and building a successful enterprise is satisfying and rewarding.” However, he is the first to suggest that wherever possible, one should try and take whatever advantages over one’s competitors as possible. To this end, Moore made the largest ever private donation to Caltech, saying it “could offer an opportunity to avoid the need for trial and error in a lot of this. Broadening the education to include some instruction in business – a little bit about finance and organizations – would certainly be useful, and I think a course in this direction would probably be a significant addition to the curriculum.”
Moore and Noyce were by no means instinctive entrepreneurs. Nevertheless, they didn’t let their lack of business knowledge prevent them from starting up their own. By being willing to take risks and learn from their mistakes, Moore and Noyce were able to become the driving force behind such technological breakthroughs as the microprocessor in 1971. Armed purely with their technological know-how and an entrepreneurial spirit, the two learned the ins and outs of the business by trial and error.
Lesson 2 Learning is a Process of Trial and Error
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Neither Moore nor Noyce were natural-born businessmen. They were scientists, people who felt more comfortable inside the walls of a laboratory than within the four walls of an office boardroom. They had spent the majority of their youth conducting science experiments rather than doing sales, playing with molecules and electrons instead of learning about contracts and markets. However, once the two decided to branch off on their own and create Intel, they knew that their success would rest upon how well they could learn by trial and error.
The process of learning by trial and error is something that both men brought with them from their childhood days. Both had grown up being shaped by scientific exploration, something which they believe is all too rare today. They asked questions, created experiments to answer those questions, and modified their experiments when things went wrong. It was with that same attitude that the two men approached their business as well. “Most of what I learned as an entrepreneur was by trial and error,” says Moore.
Moore says that like many other scientists and engineers who have ended up founding companies – and successful ones at that – he didn’t leave Caltech as an entrepreneur. “I had no training in business after my sophomore year of college I didn’t take any courses outside of chemistry, math, and physics.” Much like his career as an entrepreneur was by accident, so too were many of the business decisions and innovations that came out of Intel.
Looking back on their success, Moore admits that such a process of learning from your mistakes was probably not his ideal way to run a company, saying, “I think a lot of this really could have been learned more efficiently.” However, he acknowledges the large part it played in explaining their later success.
To entrepreneurs struggling to find their way in the market today, Moore calls the process “certainly exciting, and building a successful enterprise is satisfying and rewarding.” However, he is the first to suggest that wherever possible, one should try and take whatever advantages over one’s competitors as possible. To this end, Moore made the largest ever private donation to Caltech, saying it “could offer an opportunity to avoid the need for trial and error in a lot of this. Broadening the education to include some instruction in business – a little bit about finance and organizations – would certainly be useful, and I think a course in this direction would probably be a significant addition to the curriculum.”
Moore and Noyce were by no means instinctive entrepreneurs. Nevertheless, they didn’t let their lack of business knowledge prevent them from starting up their own. By being willing to take risks and learn from their mistakes, Moore and Noyce were able to become the driving force behind such technological breakthroughs as the microprocessor in 1971. Armed purely with their technological know-how and an entrepreneurial spirit, the two learned the ins and outs of the business by trial and error.
Lesson 2 Learning is a Process of Trial and Error
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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