Stanford E. Corner presents the entrepreneurial thought leader series.

On today's episode, we have Chris Anderson, the founder and CEO of 3DR, which makes drones to monitor construction and engineering sites.

He's the former editor-in-chief of Wired Magazine and the author of the New York Times best-selling book, The Long Tail, Why the Future of Business is selling

less of more. Here's Chris.

First of the first of my stuff with a quick show of hands. How many people saw the Falcon Heavy

launch yesterday? Okay. So this is not that story. But, you know, this is on the continuum of that story.

So we now measure entrepreneurship by musks.

So I would say this is about a two-milli-musk story, but, you know, it's not a zero-milli-musk story.

And I hope you can see glimmers of the courage and ambition and techniques

that Musk used in SpaceX in what we did with drones, not just because of both in the air.

So I'm going to start by, I mean, basically over the course of this, I'm going to tell you

sort of my story, and I'll make it as narrative as possible, but I'm also going to be telling

two stories. One is about the use of open innovation as a disruptive tool, and then ultimately

a business founder. And the other is going to be a sobering but I hope also inspiring story about what it

means to compete with great Chinese companies. And without ruining the surprise, we lost. But maybe we

also won. So I'm going to start with the year is 2007.

And I'll show you some pictures of my kids in a moment.

But basically think about the aerospace industry as looking like any other industry,

which is to say that it was a very mature industry, it had lots of big companies,

Boeing, Lockheed, McDonald-Douglas, et cetera. It's pretty well populated around a slide that you've

seen many, many times, which is that there's price and there's features and the more features,

the higher price, et cetera. And you should assume that this is sort of fully populated.

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