G. Dan Hutcheson, VLSI Research - Biography
G. Dan Hutcheson
Dan is CEO and Chairman of VLSI Research Inc as well as the director of several web site businesses, including weSRCH.com. His career spans more than thirty years, in which he became a well-known visionary for helping companies make businesses out of technology. This includes hundreds of successful programs involving product development, positioning, and launch. Dan is a recognized authority on the economics of innovation and has a proven track record of being able to predict trends accurately using the economic models he develops.
He has authored numerous publications on the strategic and tactical aspects of how to succeed in the business of technology, which includes his book, Maxims of Hi-Tech Rules of Engagement for a Fast Changing Environment or how to thrive in what is the extreme sport of business, now in its third printing. Scientific American invited Dan to author two articles on the demise of Moore’s Law and how scientists’ innate abilities to innovate again have outpaced the doomsayers. He has also been the keynote or invited speaker at dozens of conferences, including the Robert S. Strauss Center’s Technology, Innovation and Global Security Speaker Series, which brought world-renowned experts to the University of Texas campus to discuss how to sustain innovation and better utilize modern technology to benefit an increasingly global economic and social system.
Dan is arguably best known for his forecasting of strategic infrastructure shifts and his early-eighties development of the first factory cost-of-ownership models, which are now the basis for most large-scale capital decision-making. His pro bono work has included serving as an advisor on innovation to the White House Council of Economic Advisors, teaching invited courses on Manufacturing Economics and The Economics of the Internet at Stanford University, and serving on the Board of Advisors to the Extension School at UC Berkeley. His work at UC Berkeley helped the Extension School avoid wasting millions on capital acquisitions, as well as developing the ‘Lifelong Learning’ strategy that was key in turning this part of the University into a profit center for UC Berkeley.
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