World Changers: 25 Entrepreneurs Who Changed Business as We Knew It
John A. Byrne
Format: PDF / Kindle (mobi) / ePub
What if you could sit down with some of the world's most influential entrepreneurs and gain their knowledge and insights on how to create a game changing business?
Imagine having the chance to listen to a John Mackey (Whole Foods) or a Fred Smith (FedEx) on the most important things they've learned from their experiences. Or having the benefit of the self-reflection of Howard Schultz of Starbucks, who had to come back to the company he originally built to reinvent it and himself?
Of course it's not possible to deliver these rock star entrepreneurs to your dinner table. But John A. Byrne offers the next best thing: he spoke with many who have changed the face of business. In World Changers he captures the most important lessons they've learned, the biggest challenges they've tackled, and the most valuable advice they can offer others who have an entrepreneurial dream.
You'll learn the inspiring stories of how these world changers discovered their disruptive ideas, then made them a reality; overcame a variety of obstacles; and created sustainable enterprises. You'll get the firsthand accounts of how:
- Bernie Marcus and Arthur Blank got the confidence to start The Home Depot after being fired from their jobs.
- Reed Hastings turned a forty-dollar video late fee into a disruptive upstart called Netflix.
- Herb Kohler, the "reluctant prince of porcelain," came back to the family business and made it number one in its industry again.
- Narayana Murthy, after one fateful train ride and wrongful incarceration, converted from communist to capitalist and cofounded one of the most successful entrepreneurial ventures in India.
World Changers is an inspiration for those who want to create something meaningful on their own. It serves as both a celebration of entrepreneurial achievement as well as a practical handbook for everyone who dreams of starting his or her own world-changing business.
nobody else really wanted yellow and orange. One of our great racing shoes, the Sock Racer, failed for exactly that reason: we made it bright bumblebee yellow, and it turned everybody off. Whether you’re talking about the core consumer or the person on the street, the principle is the same: you have to come up with what the consumer wants, and you need a vehicle to understand it. To understand the rest of the pyramid, we do a lot of work at the grassroots level. We go to amateur sports events
on a crude personal computer mashed together by Wozniak. They previewed the hand-built machine at the Homebrew Club in May of that year and quickly landed an order for fifty of them from the owner of a local computer store who agreed to pay $500 for each machine. A business was born and so was one of America’s greatest entrepreneurs. On connecting the dots: I dropped out of Reed College after the first six months, but then stayed around as a drop-in for another eighteen months or so before I
it’s differentiate or die—that now goes for all of us. I basically told the students they have to act like their own entrepreneurs, and there are four principles to follow. The first principle of entrepreneurship is you don’t just accept the world as you find it. You figure out how you want the world to be, and then figure out if you can do something to make it so. Entrepreneurs do exactly that—by inventing a product or service that they feel needs to exist. For me, I realized that I wanted to
in the music business. We’ve managed to do that in the aviation business, and in the mobile phone business. And I think that is where the people who work for Virgin get their passion from. It’s being proud of the company they work for, being proud of the difference that Virgin is making. In the early days we got heavily criticized for not sticking to our knitting. Lots of journalists said we were stretching the brand too far. They asked, when will Branson’s balloon burst, which actually came
I gave away over half of what I had, because I gave another half a billion to other causes, too. On losing control over CNN: It’s hard, very hard. But when I merged with Time Warner, I didn’t think there was any way they could squeeze me out but when they merged with AOL I was diluted down to where they could and they did. I took a chance and I lost. Hardly anybody wins all the time. I’ve won more than most, so I’m not going to complain about it. I’ve pretty much gotten over it, but it still