Tag: Carbon 3D

DSV Week Four: Making the Connections

IMG_3364On the fourth and final week of Duke in Silicon Valley, our group continued with visits to Accenture, Facebook, Goodby Silverstein and Partners, Instacart, and Carbon 3D. It’s baffling that in spite of the multiple visits and class sessions preceding this week, we are still learning something new. Many times the advice and guidance we hear from the alumni and guest lecturers go hand-in-hand with much of our class discussions. While visiting Accenture, we had a chance to perform sales pitches that would serve as practice for presenting our final projects later in the week. When speaking with Pamela Hawley of UniversalGiving, her career was uplifted from a passion she had when she was only twelve, an idea discussed frequently in past visits. It’s amazing to notice the patterns and similarities in so many great entrepreneurs that have ultimately laid the foundation for their successful companies today.IMG_3360

The companies that really attracted my attention were those that were immersive, and Accenture was one such corporation. The business itself is a global Fortune 500 company that provides services in strategy, consulting, digital, technology and operation. Our group visited the consulting firm, where we were able to learn about some of the work the business accomplishes on a day-to-day basis. The reason that I say day-to-day rather than monthly or yearly basis is that the firm is typically looking to take on a new challenge each day. Our class was challenged to solve health coverage for different personas, and this is where the immersive experience was in full effect. Rather than the speakers lecturing us on how their team would maneuver through the process, our group would try to solve the problems first and then be provided with feedback and guidance. I wish there was more time so we could have attempted other cases.

One of the visits that many of the students were looking forward to the most was Facebook, and it certainly did not disappoint. I am still baffled by the fact that a college student working in his dorm room nearly fifteen years ago could turn an idea into one of the largest social media platforms in the world. When reflecting on Mark Zuckerberg’s experience, however, it should not come as a surprise. Zuckerberg found a problem that millions of people wanted to be solved: a way to connect with friends in a simple manner, and this could be achieved as tech was escalating. Zuckerberg scaled the start-up into a successful enterprise by meeting people’s needs and by surrounding himself with other aspiring workers. One such partner was Deborah Liu, who is the current vice president of Facebook’s Marketplace. Marketplace is a convenient destination on Facebook to discover, buy and sell items with people in your community. Facebook is about to launch their new cryptocurrency product, Libra, that will allow users to complete online transactions through the ‘Libra Wallet’. This new form of cryptocurrency was announced recently, and as can be expected with a large company, it received some backlash. When speaking with Deborah about this problem in particular, she emphasized the importance of always growing through how you take feedback. She said, “You can’t let negative comments crush you, and sometimes it’s actually what you need”. I think it’s fair to say that everyone has received negativity in one form or another in their life, but what separates the successful from the unsuccessful is what you do with it.

I chose to participate in the Duke in Silicon Valley program because I wanted to gain a better insight on Entrepreneurship not only through a classroom setting but also through our visits and guest speakers. In a typical class, there is so much information given that sometimes you don’t know which parts to take away from the experience. It was through the site visits where I noticed the similarities in what the alumni emphasized and the units we covered in class. I will take these connections with me and will know what points to draw back to in the near future. There are many people to thank for this one-of- a-kind journey, and I think I can speak for all my DSV peers when I say that I will be moving forward in my career with a new, ambitious head on my shoulders.

 

Ryan is a rising junior pursuing a bachelor’s degree in Mechanical Engineering, a minor in Mathematics, and a certificate in Innovation and Entrepreneurship. Ryan anticipates gaining a vast amount of business insight from the companies in Silicon Valley that will supplement the Engineering degree he is working towards at Duke.

 

Bibliography

  1. “Accenture.” Wikipedia, Wikimedia Foundation, 21 June 2019, en.wikipedia.org/wiki/Accenture.
  2. “Marketplace.” Buy and Sell Stuff Locally | Facebook Marketplace, www.facebook.com/marketplace/learn-more/.

DSV Week Two: Empathy in Design, Vintner’s Daughter, Carbon 3D

“Choose someone you hate. Now, put yourself in their shoes and reason why they would act this way.”

Many of the volunteers who took on this task at the start of class had a difficult time setting aside one’s emotional bias against the hated person.

Professor Azhar started our ethnography section of our course with this request. We learned that anthropological studies provided crucial data to understand the customers.

It was a transformative experience because it forced us to empathize with other people. You know, really REALLY put ourselves in another person’s perspectives and that is the core of what a business should do. Businesses have to understand every detail of what the customer wants, needs, feels, hates, and appreciates. The product should not solve a problem that is not validated by customers. This exercise was very useful in removing ourselves from the normal tendency to believe that we as a business know everything about the customers.

April Gargiulo, founder and CEO of Vintner’s Daughter, a skincare company, visited our class on May 31stto speak to us about her experience in the start-up field. The company is five years old and grew organically without any funding or marketing costs. She emphasized “brand over revenue” and how she wants to focus on making her one product to be a category-defining, game-changing product.

Her experience captivated the entire class. She started the company while she was pregnant believing that she could do anything as a mother. I was very intrigued by her intrinsic motivation. She was not motivated by money or glorious exit opportunities, but her passion and trust in the ability of her product to change lives. I believe in order to start a successful business, you have to have some sort of greater purpose and vision for the company.

She had a very unconventional way of running the company. She only has 11 employees and never spent any money on marketing. She rejects all investment offers in order to keep control of her company and maintain her vision, which is also very different from the goal of other Silicon Valley companies. She was not motivated by money at all. Most companies want global domination, or to be the next Facebook. Mrs. Gargiulo wanted to maintain organic growth, ensure high quality, and most importantly provide a game-changing product.

I realized how important it was to understand the gaps in the markets as well. The beauty industry is saturated with products made of cheap materials with high prices. Mrs. Gargiulo connected the need of the customer to maintain healthy skin with the desire of high quality, safe, effective products. I believe that connection is where her success lies.

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One of the most memorable company visit for me was Carbon Inc. Carbon Inc. was a revolutionary company. They were radically changing manufacturing with their 3D printing technology. What surprised me most about this company was definitely the technology. It felt like magic when they would pull the printed material out of the water, as if something was being created from nothing. As they told us about how the company started from a garage to an almost 300 person company today, we were all inspired to start our own ventures and pursue our dreams.

I felt as if Carbon Inc. was one of the most organized companies I have ever encountered. Everything was going at the optimal pace from manufacturing, business deals, and R&D. It appealed so much to me who loves organization and precision while passionate about the freedom to create any idea that comes to mind.

Duke in Silicon Valley has been a very rewarding program so far, and I have learned so much about how companies work and what they work for. It motivated me to eventually sit at one of these companies one day or even better make one of my own.

 

Mark Kang is a rising sophomore at Duke University studying Economics and Computer Science. He is interested in pursuing a career in product management and software engineering and eventually going into venture capital. He is the VP of Pledge Education for Delta Sigma Pi and a coach for Duke Tae Kwon Do.

Silicon Valley: The Light of the Future

Ever since I set foot in the Bay, I was swept away by the energy and creativity. Even the first sunset had the finesse of a painter, coloring the skies in wide swaths of pink, orange and purple in ways that the New York skies had never shown me. I felt at home.

Our first visit to Tesla blew my mind—my love for the integration of design, cars and energy efficiency all welded together beautifully in that experience, just like the Model S. I was thrown off guard by the kindness and generosity of the work culture, as every employee went out of their way to make a group of loud, disruptive visiting students happy.

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The next day, we landed in Carbon 3D, and I was past the point of joy. I have spent the last year pretty much living out of the Innovation Co-Lab, designing prosthetics with Duke eNable, along with toy cars for my Engineering Innovation class, and bobbleheads for my sister. To be standing in the hub of the 3D printing revolution amongst the pioneers of continuous liquid interface projection printing was a distant dream come true. Our next visit brought us to Idea Couture, where we learned about innovation consulting and the power of creative design. Everyone was told to reach out of their comfort zones and embrace the diversity of ideation we all hold within. With the spirit of entrepreneurs, we designed the future growth technology of the coffee industry while growing closer to each other, awed by the power of our collective minds. All three of these companies pushed our imaginations, creativity, and speed to limits none of us imagined, and set the tone for the incredible innovation of Silicon Valley.

The experience that has impacted our group dynamic the most was today’s trip to Intuit, where we all learned to be divergent thinkers. Our experienced and hilarious professor, Dr. Azhar, had spent the morning talking with us about the strength of teamwork, divergent thinking, and hypothesis-based testing as we sleepily sipped our Plug-and-Play coffees and mentally prepared for another long and exhilarating day. Little did we know; those exact theories were going to be applied during our visit to Intuit.

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The visit started off with a tour of the breathtaking campus, complete with a 24-hour gym, a basketball court, and an enormous building reminiscent of a spaceship from Star Trek. We then met with Chief of Staff Lindsey Argalas, a proud Duke alum, who coached us on Intuit’s strong core values. Somehow, Intuit manages to be a company as old as the Valley that feels younger than us. This is a product of their values of consumer-driven innovation and Design for Delight (D4D). These principles stem from the idea that the most important part of a product is not the technology or the features, but the people who use it. Intuit firmly believes in a “Go Broad to Go Narrow” approach to ideation, where creative people from divergent backgrounds come up with as many ideas as possible on how to solve a problem, then narrow down to a single hypothesis. They come up with a quick viable product, then go straight to the market to get feedback, iterate, and try again.

After giving us this framework, the employees split us into teams and had us learn about the problem of large unexpected expenses. We had to understand every aspect of the problem, brainstorm hundreds of small ideas on what we believed would solve it, and then create our visual mockup that we could lead a consumer through. We had a 40 minute timeline to create our minimum viable product before actual uninformed consumers would come in and try our product. After two gave their feedback, we had 17 minutes to iterate and try again.

The process was energizing. Every one of us felt challenged by the idea of designing for a consumer, and had to approach the problem from an ethnographic perspective, taking note on the qualitative and personal emotions and reactions consumers with unexpected payments would feel. We then designed a product together, trying to tackle all of the existing problems in one seamless experience. Of course, when the first customers tried the product, it failed. But failure, mixed with pride, taught us to create innovative design based on feedback. By the second set of consumers, each team had improved considerably, developed stronger bonds, and, learned at a greatly accelerated rate. We had all caught the bug of innovation.

There is something different about the Valley. The air teems with electricity, fueled by companies like Intuit. Here, people do not stop at the right answer. They create new questions. The problems that the world face are idiosyncratic; they are so diverse and specific to peoples, cultures, and identities. Only by understanding people will we learn to solve problems and lead industries. Only by thinking in divergent ways will people be able to find the true capabilities of their collective intelligence, and come across cross-disciplinary ideas that will lay the groundwork to a better future. Last Friday, we were shown by Tesla that with unparalleled vision and determination, energy can have a green, sustainable, and beautiful future. On Tuesday, we were given a peek into a world where manufacturing can be seamless, waste-free, and unbelievably convenient with Carbon, Inc.’s continuous 3D printing technology. Yesterday, Idea Couture envisioned a future in which every product connects with the human journey. Today, Intuit showed us that understanding people breathes delight and solution into complex and ambiguous problems. Elon Musk recently asked, “What do you love about the future?” (TED). This is something that many of us are afraid to ask ourselves. The answers will appear if we find ways to believe in ourselves and each other, recognize and understand the complexity of problems, and lead the world as change-makers, innovators, and entrepreneurs.

I can’t wait for next week 🙂

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Gaurav Uppal is a rising sophomore studying Mechanical Engineering with a passion for entrepreneurial change. He works with a diverse array of organizations around and outside Duke’s campus in the fields of energy, prosthetic design, and innovation. Outside of class, he loves learning about the world’s leaders and playing Ultimate.

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