For a higher quality version, visit: http://decklaration.com/khosla Have been interested in the question: "Sustainability - How can we all live well and live within the means of one planet?" In my research, I came across Vinod Khosla. He is answering this question through venture capitalism. He has "venture assisted" a set of companies ranging from scalable clean energy to advanced agriculture to clean metals. He has created a nice presentation to evangelize about sustainability. I thought I'd take his 60+ page presentation and put my "magic touch" on it. After spending more than a few hours, here is what I came up with:

1. Investing
in the Future
Vinod Khosla
khosla ventures
0

2. 5 Billion people want to live
like 500 Million do today
1

3. We need
incremental and disruptive
solutions.
2

4. We need
incremental and disruptive
solutions.
Big Companies do
incremental well.
3

5. We need
incremental and disruptive
solutions.
Disruptive challenges
demand disruptive solutions.
4

6. We need
incremental and disruptive
solutions.
Disruption
is what VCs do well
5

7. “All progress
depends upon the
unreasonable man”
GEORGE BERNARD SHAW
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8. Disruption by Increments

9. Disruption by Increments
Evolutionary
pathways to
revolution

10. Disruption by Increments
Adjacent Possibles
Evolutionary
Groups
pathways to
Clusters
revolution
Autocatalysis

11. “ Cynics never do the impossible, achieve the
improbable, take on the inadvisable. Hope
is only path to extraordinary success.
C ORY BO O KER
( Tw e e t b y N J Ma yo r )

12. Our willingness to fail gives us the
ability and opportunity to succeed.
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13. Our willingness to fail gives us the
ability and opportunity to succeed.
It is not because things are difficult
“ that we do not dare, it is because
we do not dare that they are
difficult.
Seneca
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14. Our willingness to fail gives us the
ability and opportunity to succeed.
“Only those who dare fail greatly can
achieve greatly.
R o b e rt F. Ke n n e d y
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15. Black Swan Events
Rarity
Extreme impact
Retrospective Predictability

16. Success vs. Impact
100%
Most large
company
innovation
75%
Most Venture
Investments
Probability of
Technology 50%
Succeeding
Accidental Venture
25%
Black Swan
25% 50% 75% 100%
Chance of Disruptive Impact

17. 10,000
Intelligent
Shots

18. 10,000
Intelligent
Shots 10
Googles
or more!

19. It‟s ok to fail
as long as it is
worth succeeding
18

20. Nothing that defies
the law of
economic gravity
can scale

21. Nothing that defies
the law of
economic gravity
can scale
Economics matter
20

22. Disruptive
Portfolio
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23. A million year crude production cycle
reduced to minutes and market
competitive
22

24. Engine that delivers 50%+
vehicle efficiency at
lower cost
23

25. What if coal based electricity could be
75% cleaner and we used 75% less of
it? Clean coal without ever taking it
out of the ground
24

26. Turning problem carbon
dioxide into a feedstock
for building materials
25

27. No compromise 80% more efficient
pay for itself lighting
26

28. New thermodynamic cycles
and thermoelectrics
Silicium
Energy
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29. 5x cheaper grid scale energy storage
using only air
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30. Inexpensive high-
density energy
storage
29

31. Renewable fuels:
Food--‐grade sugars
from any biomass
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32. Advanced Agriculture –cut fertilizer &
pesticide use and increase yields
31

33. New Metals:
Reinvent materials science &
approach theoretical perfection at
large scale
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34. Winners take
(almost) all
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35. The
illusion of
knowing

36. The
illusion of
knowing
VS

37. The
illusion of
knowing
VS
Knowing
that we
don‟t know

39. Ignore the
experts.
38

40. “Heavier‐than‐air flying
machines are impossible
LORD KELVIN
President, Royal Society, 1895

41. “ There is no reason for any
individuals to have a computer in
their home
K e n O ls e n / Pr e s i d e nt a n d F o u n d e r o f D E C , 1 9 7 7

42. McKinsey: US Mobile Subscribers
1980 forecast for 2000
Forecast

43. McKinsey: US Mobile Subscribers
1980 forecast for 2000
Forecast Actual

44. Yesterday‟s technology,
tomorrow‟s forecast

46. Could McKinsey or an analyst have
predicted?
Phone C o m p u te r In te r net
S o c i a l M e d ia G e n e ti c
C l i m a te C h a n g e
(Facebook, Twitter) En g i n e e ri n g
Be r l i n Wa ll C h i n a ‟s R i s e Ar a b Sp r i n g
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47. Chasing false precision
Input the measurable
Forecasting
Flaws Ignore the immeasurable
Obscure assumptions

48. Experts are poorer forecasters
than dart‐ throwing monkeys
Te tl o c k Stu d y

49. Tetlock study showed:
No relation between experience and
accuracy.
(Based on thousands of forecasts made by
hundreds of experts)
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50. Ecosystem, culture and mindsets….
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51. “Any sufficiently complexpossible reaction „auto -
make many if not every
mixture of elements will
catalyzed‟ by some other element in the mixture
ST U ART KAU F F MAN
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52. Increase odds of auto-catalysis
Attitude
Clusters
Density
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53. Engineer your
company‟s genes
52

54. PLAN

55. Culture of
experimentation

56. Try frugally and fail fast

57. More “tail risk” is a good thing!
56

58. Failed
tactics….
VS
Failed
strategies

59. Insurance, option value and risk reduction
58

60. Not for the faint of heart
59

61. Venture assist to succeed
60

62. “The best way to predict the
future is to invent it
Al a n Ka y
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63. T h a n k Yo u
vk@khoslaventures.com

64. Developed and Designed by
Salahuddin Khawaja
salahk@gmail.com
More at Decklaration.com
ABOUT THE AUTHOR
Salah has 14 years of experience, primarily in the
Financial Services Industry. Before joining JP Morgan he
spent 11 years at Deloitte & Touche helping Fortune 500
clients with various types of Strategic Initiatives.
He is currently is based in Hong Kong with responsibility
for delivering the next generation platform for Securities
Processing.
Areas of Expertise: Strategy Development, Business
Transformation, System Integration, Program & Project
Management, Mobile Strategy, Data Analytics, Executive
Presentations
Sample Clients: Bank of America, Citi , MasterCard
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