[SOUND] Our first lesson was about love and knowledge and family. The second lesson was about learning from failures and successes. Our third lesson was about vision. And this lesson is about building differentiated market-transforming strategy. So let's just set the stage for a moment, the usual process we talk about in strategy is vision, mission, goals and strategy. The vision is about why and who. Why are we doing this? That's our big vision. And then, now that we have the big vision, how do we do this? So we need to define the mission, where we're headed. The goals, which is how we're going to implement our vision. And then, strategy which is detailed road map, exactly what is it we are producing that will transform the market and create huge value for people. Just to recall, Professor named Michael Porter, Harvard Business School, wrote a book in 1980 called Competitive Strategy. He invented this new discipline, he created a new market in a sense in business schools and sense then every business school teaches strategy. My personal view, Danny, is that the book, while it was a huge success it sold over a million copies, the idea of strategy was a failure because we made it into an academic discipline and we wrote thick books about strategy without realizing that the key is not how you see strategy and theorize it but how you do it. How you implement it. So Danny, maybe you could talk about some of your own experiences. The key here is creating huge value by creating a product that changes the value proposition. And this was done in the realm of semiconductors. So let's go back and talk about you personally, you are passionate about physics, and passionate about semiconductors, in the early, early days of semi conductors, tell us a bit about this passion, it wasn't obvious that there was a great future in this thing called SotoCon. >> I'm going to start with your initial premise about why I started a book about Geo. The real problem, and I want to make sure, that even in the way we describe this class is a linear approach, you go from a vision to mission to whatever. The truth of the matter that the linear approach is doomed to fail. It doesn't roll that way. It's not that you wake up in a vision and then you put the details around this one. This is too nice to write in a book. It never works that way. I don't believe it can work that way. Maybe for someone like an Einstein you could envision things. Most of us [INAUDIBLE] experiences do that. In many cases, you doing well. They have a good idea about something. You have no clue what to do about this one. What I'm trying to convey in this lessons that whatever the order doesn't matter. At the end of the day, you start with an idea which is completely illogical idea. You have no clue what it is. You have to somehow come back to what the real vision, what the real story that plays out this one. How you make something completely differentiating, not just on the fact that the technology is different, but how it impacts the others. So in some way you have to go through all the act and eventually you turn it all and then somehow it becomes the linear, but where you stop, how you do that, it's different phases that you could put them in a completely different order, everyone do it on their own way, in their own things. And if I get the concept that is not a linear approach, this is a very non-linear approach, then I've got my part in to selling this one. The way I approach semiconductors and computer architecture, there was no wisdom and strategy behind them. I just liked it. I loved physics. I always had a dilemma to study electrical engineers or physics. I stayed at the electrical engineering. Maybe for the practical approach, but I always thought about one day I'll move to physics, never did. But semiconductors caught my imagination. What would I do with it, I had no clue. There were not that many working places, especially in Israel at that time. But I liked it. I kind of, maybe you heard it from your friends, but if I was doing something bad, my friends would've been very angry with me, where your senses are, why you doing that? And my answer was, well, all the friends were doing that. And my father used to ask, and if all your friends will go on a high tall building and jump down, would you do that? I say, of course not. He said, okay. You don't have to be like the rest of the crowd. You have to be judgement about what you do. If they do things, join them. If they don't, do your own things. Have your own mind, think through what you want to do. And I think that was, whatever parents telling you as a teenager, you ignore. You learn to appreciate the depth of it maybe 20, 30 years later, but I think it was important. Eventually you turn it into I realize that this is probably the foundation of the whole digital revolution. And it was not enough to take it into the whole, but it did stop, it was a pressure. It didn't stop because there was a vision that semiconductor will change the world. When I realized it that it is going to change the world, I really took a good use of it. >> So this is really great advice. I tell this to my students all the time, look deep into yourself, find things that make you excited. I read a book that define the question beautifully, what makes your heart sing? When you're doing it, what makes you feel elated and really, really good. Being an innovator is really hard, you'll face opposition, we're going to talk about that in one of the future lessons. In order to deal with that opposition, you have to have really deep passion. Passion is the rocket fuel.
