Summary of John Doerr's Speed and Scale

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 In 2007, Kleiner Perkins was approached by engineers who had named their startup after Nikola Tesla, the legendary inventor. They had partnered with a wildly successful PayPal entrepreneur who was now chairman of the board. They wanted to pitch their idea.
#2 The world must replace all gasoline- and diesel-powered vehicles with a fleet of zero-emissions cars, trucks, and buses by 2050. The electrification of transportation is already under way, but the technology we need to scale is behind schedule. We must accelerate.
#3 If EVs are to capture the majority of the passenger car market, they must be broadly affordable. When people spend more to buy a green product over one that emits more carbon, they’re paying a green premium.
#4 To get to net zero, we’ll need better performance at comparable prices. In this context, the green premium is a rough measure of the difficulty of each problem, of how far we have to go to reach net zero.

Sujets

• Sustainable development
• Development

Informations

• Publié par: Everest Media LLC
• Date de parution: 18 avril 2022
• Nombre de lectures: 0
• EAN13: 9781669386384
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on John Doerr's Speed and Scale
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3
Insights from Chapter 1

#1

In 2007, Kleiner Perkins was approached by engineers who had named their startup after Nikola Tesla, the legendary inventor. They had partnered with a wildly successful PayPal entrepreneur who was now chairman of the board. They wanted to pitch their idea.

#2

The world must replace all gasoline- and diesel-powered vehicles with a fleet of zero-emissions cars, trucks, and buses by 2050. The electrification of transportation is already under way, but the technology we need to scale is behind schedule. We must accelerate.

#3

If EVs are to capture the majority of the passenger car market, they must be broadly affordable. When people spend more to buy a green product over one that emits more carbon, they’re paying a green premium.

#4

To get to net zero, we’ll need better performance at comparable prices. In this context, the green premium is a rough measure of the difficulty of each problem, of how far we have to go to reach net zero.

#5

General Motors has played a large role in the American economy and society. It began with talking to customers across the country, and hearing that everywhere: if it has the right range, and there’s the right charging infrastructure, and the vehicle meets your needs, you will consider it.

#6

To meet our goal of selling 1. 2 million EVs by 2030, sales of EVs must ramp up quickly. To do so, three existing policies must be strengthened: financial incentives, cash for clunkers, and a ban on fuel-burning engines.

#7

Buses are the mode of transportation that is the furthest along in adopting electric technology. The rise of BYD, a manufacturer in the city of Shenzhen on China’s central coast, shows how far a green company can go when government support is given.

#8

The transition to electric buses is a must-do for the environment. In 2010, two of my Kleiner Perkins cleantech investment partners argued for backing Proterra. They found an opportunity in the bus market, which was growing slowly.

#9

I was director of finance at Tesla, and in 2007, I was recruited by a recruiter to join the green team at Kleiner Perkins, where I focused on transportation. I didn’t want to miss the rest of the EV sector. I understood the challenge and became determined to meet it.

#10

The most important element in an electric vehicle is the battery. At Ryan’s insistence, we increased our investment in battery manufacturing and RD, and recruited three battery experts from Tesla.

#11

The ride has just begun for Proterra’s e-buses, as the market is still open. Electric buses have a tiny foothold in the United States, just 2 percent of the nation’s public transit bus fleet.

#12

Wright’s Law states that for every doubling of production, aircraft manufacturers can derive a reliable decline in costs. It helps us forecast costs based on production. Wright’s Law can be applied to the cost curves across sixty-two different technologies, from televisions to kitchen appliances.

#13

As we approach price parity for passenger EVs, we’ll still need aggressive, innovative cost reductions to make affordable cars for the rest of the world. In India, the most popular car, the Maruti Swift, sells for between $8,600 and $12,600.

#14

In 2000, the German government passed Scheer’s Law, which established the world’s first large national marketplace for solar and wind power. It was a simple set of goals: 10 percent of electricity from renewables by 2010, and 20 percent by 2020.

#15

As solar and wind energy scaled in Germany, cost reductions worked their magic. New business models emerged. The green premium began to shrink. As the market expanded, Chinese manufacturers swooped in and took over the American and German solar markets.

#16

The power sector is the single largest source of carbon emissions. To fully decarbonize the grid, we need layaway energy for when the sun has set and the winds have calmed. We need pinpoint forecasting to shift power from areas with an energy surplus to others with shortfalls.

#17

The US plan calls for zero emissions electricity sources to surpass 50 percent of global power by 2025 and 90 percent by 2035. The solution includes nuclear power, which helps meet energy demands when wind and sun aren’t abundant.

#18

To meet our objective, we must attain all these key results. Five out of six won’t cut it. Thankfully, the sun delivers as much energy to our planet in an hour as we use in a full year.

#19

Solar’s success is based on smart business models that scale aggressively. Envisioning the fifty-year career ahead of me, I knew I wanted to help. I wasn’t necessarily focused on solar, but on distributed power.