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John W. Thompson is chairman of the board of directors and chief executive officer of Symantec Corporation. Since joining Symantec in April 1999, Thompson has led the transformation of the company from a consumer
software publisher to the global leader in information security solutions for individuals and enterprises. With global operations in more than 35 countries, Symantec offers a broad range of software, appliances and services designed to
help customers secure and manage their IT infrastructure. Under Thompson's leadership, the company has defined a new category of information security software for consumers and has made a number of strategic acquisitions to enhance its
ability to serve the rapidly changing security and management needs of large global enterprises. In September 2002, President George W. Bush appointed Thompson to the National Infrastructure Advisory Committee (NIAC), to make
recommendations regarding the security of the critical infrastructure of the United States. In addition, Thompson has served as the chair of the Silicon Valley Blue Ribbon Task Force on Aviation Security and Technology to identify and
evaluate technology-driven solutions to improve the security and efficiency of national and local aviation. Prior to joining Symantec, Thompson had a distinguished career with the IBM Corporation where he held senior executive positions in
sales, marketing and software development. In his last assignment, he was general manager of IBM Americas and a member of the company's Worldwide Management Council. Thompson is a member of the board of directors of UPS, NiSource, Inc.,
and Seagate. He completed his undergraduate studies at Florida A&M University and holds a master's degree in management science from MIT's Sloan School of Management.
A profile and a video tell the story of how entrepreneurship mentoring organizations have been a large factor in Peter Thomas' success, and how he in turn generously gives back his time and financial support.
Compensating contract workers involves negotiating a rate that reflects skills and experience, paying in a timely manner, and possibly offering perks such as professional development, says the founder of a company that develops training manuals. A key is not to treat 1099 workers as employees, the author advises.
With a decade of experience in venture capital, Erik has been a catalyst for Cleantech in Silicon Valley and abroad. He leads MDV's Cleantech investment team and applies his expertise in areas of solar, biofuels, energy
storage, industrial biotech and clean coal. Prior to MDV Erik worked at Interval Research Corp., a technology incubator funded by Paul Allen, and at Los Alamos National Laboratory as a technical staff member. He also consulted to several
seed and early stage venture capital firms. While pursuing a PhD in engineering at Stanford, Erik led an interdisciplinary project between the electrical, mechanical, and civil engineering departments to develop a next-generation
monitoring system for critical facilities. He holds a U.S. patent from his research work. Erik serves on the advisory council of the Stanford Precourt Institute for Energy Efficiency, as well as on the advisory boards of the Stanford
Technology Ventures Program (STVP), Stanford's BASES, NVCA Cleantech Council, and Cleantech Venture Network. He is a winner of the 2006 World Technology Award for Finance, presented by the World Technology Network, in association with the
New York Stock Exchange (NYSE), Dow Chemical, Cisco, TIME magazine, Fortune magazine, Science magazine/AAAS, Red Herring, and CNN. Erik earned a bachelor's degree in engineering from Harvey Mudd College and both doctoral and master's
degrees from the Stanford University School of Engineering.
There's a very practical reason for a values-based, morally rigorous view of entrepreneurship. That is usually the only viable way for an entrepreneur to do business in the long run, the author asserts.
Tom Siebel is Chairman of First Virtual Group, a diversified holding company with interests in commercial real estate, agribusiness, global investment management, and philanthropy. Siebel was the founder, chairman, and
CEO of Siebel Systems, which merged with Oracle Corporation in January 2006. Founded in 1993, Siebel Systems became a global leader in application software with more than 8,000 employees in 32 countries, over 4,500 corporate customers, and
annual revenue in excess of $2 billion. Prior to Siebel Systems, Siebel served as CEO of Gain Technology and held various management positions at Oracle. He is a frequent industry spokesman and the author of three books, including
Taking Care of eBusiness and Cyber Rules, published by Doubleday, and Virtual Selling, published by the Free Press. Siebel is a graduate of the University of Illinois at
Urbana-Champaign, where he received a BA in history, an MBA, a MS in computer science, and a PhD with honors in Engineering.
Taking your company global can supply resources, help the business grow and bring desirable technological development to other countries. To do it right, consider the obstacles and gather background information first.
If your personnel, products, partners and resources are mobilized for overseas expansion, you can overcome the bureaucratic, cultural and economic obstacles outlined in the previous article of this series. Read this one to learn the underlying conditions that foster success.
Know the advantages and disadvantages of different arrangements for doing business overseas, and the major legal issues arising from each, before you go global. Then, make sure everyone involved complies with your standards for behavior and performance.
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