Hugh Molotsi

In the last 40+ years, we’ve seen the launch of several high-minded educational television networks. TLC (“The Learning Channel”) was founded in 1972 to be an instructional network providing real education through the medium of television. The Discovery Channel was established in 1985 to provide documentaries focused primarily on science, technology and history. The History Channel, established in 1995, originally broadcast documentaries and historical fiction series. But what these channels are most known for today are their reality series and pseudo-documentaries like Here Comes Honey Boo Boo and Jon & Kate Plus 8 . After starting out with lofty ambitions to educate and inform, how did they end up peddling brain-dead entertainment? These companies were not purpose-driven, and instead placed profit-making as their highest priority. Reality television was too profitable for programmers to resist. Reality programs are relatively cheap to produce and are like catnip ...

One of the biggest challenges for parents raising young children is transporting their kids to school and after-school activities.  For working couples, school gets out inconveniently in the middle of the afternoon.  The challenge is further compounded if their kids are active in sports that have several practices and meets during the week. Here are three startups that are tackling this problem by creating “Uber for Kids” offerings.   1.      Shuddle – Shuddle touts the safety of their system they call “ShuddleSafe”.   They hire drivers who will use their own cars.   Drivers have undergone extensive screening and background checks.   They also offer the ability for parents to track the ride while it’s in progress.   A ride costs a minimum of $15.   They also offer carpooling for $8 per family per ride.   (The service is currently offered in the San Francisco Bay Area).   2.      Boost ...

When Steve Bennett became Intuit’s CEO back in 2000, one of his first change initiatives was to make the company more operationally rigorous.   Improving efficiency involved reorganizing and managing out several leaders of underperforming groups.   Later, Steve would have skip-level meetings with employees from these groups.   He would ask them about decisions they had made or ways they were working that didn’t seem to make sense.   Often the answer was “We agree that doesn’t make sense!   It was the guy you just fired who made us do it!” Steve didn’t like how convenient it was to scapegoat bad decisions on the people who were no longer around.   So he was inspired to teach the concept of “True North” – the ultimate guide to making good decisions. True North for Intuit was articulated as: “Deliver best we can be results in the current period for employees, customers, and shareholders, while building the foundation for a stronger future.” ...

One of the earliest lessons we learn when we enter the workforce is that feedback is a critical component of our development.  Feedback is a gift that helps us identify our strengths and opportunities to improve. Receiving feedback graciously is an important skill to develop.  If we don’t make the experience for the person giving us feedback a pleasant one, they are less likely to give us candid and direct feedback in the future which is only to our own detriment.   However, human nature works against us in developing this skill.  When we receive constructive feedback, we naturally feel attacked.  The pesky amygdala part of our brain takes over and we go into fight-or-flight mode.  We’re no longer listening and treat the feedback giver as our adversary. In addition, it’s particularly hard to listen to feedback when we disagree with it.  Let’s face it – you’re going to receive feedback that is based on misunderstanding, incomplete or incor...

My first Intuit badge. After 22 ½ years, my tenure as an Intuit employee comes to an end this week.   I’ve been blessed with a wonderful career there working with phenomenal colleagues to build revolutionary products to improve our customers’ financial lives. I’ve enjoyed what has felt like a front row seat watching technology dramatically change the world.   When I joined Intuit in January 1993, it was before web browsers, digital cameras, smartphones, cloud computing, the sharing economy and selfies.   And yes, it was back when high top fades were in style! Through all these changes, Intuit strived to take advantage of emerging technologies to “simplify the business of life” including things like running your small business, paying bills, or filing taxes.   My first job at Intuit was a developer on QuickBooks for DOS.   We’ve come a long way since then!   I’ve had the privilege of helping launch numerous new businesses at Intuit. ...

I had the pleasure of having lunch with Tewelde Stephanos at Xahn Restaurant in Mountain View today.  I hadn't seen Tewelde in 25 years!  We were colleagues at Hewlett-Packard.  Tewelde showed me the innovative solar lamp that his company Solar Smart Africa has developed.  It charges with sunlight in about five hours and can provide light for up to 40 hours.  The lamp can also charge a cell phone.  It was great to reconnect and discover we have a shared passion for electrifying Africa.

Perhaps you’ve read  this article  about Steven Sasson , an Eastman Kodak engineer who invented the digital camera in 1975.  Kodak, which at the time commanded 90% of film sales and 85% of camera sales, had no interest in developing digital cameras.  Of course digital photography eventually disrupted Kodak’s business and the company filed for bankruptcy in 2012. Many will read this story and criticize the foolish Kodak executives for their short-term thinking.  The lesson learned on innovation is that if you’re going to be disrupted, isn’t it better to disrupt yourselves? Well I would argue that the state of innovation at Kodak in 1975 was much better than 99% of companies today.  At least they had a digital camera project!  Take a moment to think about it – how many companies can say they are incubating projects that have the potential in 15 or more years to completely replace their current businesses? Yes Kodak blew it by not placing a few ...