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Time: |
Sunday 4.1.2004, 17:00 |
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Place: |
Taub Building room 337-8, Technion |
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Speaker: |
Mr. Yanki Margalit |
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Subject: |
Aladdin - a case study for strategic change |
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 Mr. Yanki Margalit
Yanki Margalit is the founder, president and chief executive officer of
Aladdin Knowledge Systems, Ltd. In 1984, he developed a
Handwriting-analysis
software application, founding Aladdin to market it.
Mr. Margalit then developed HASP (Hardware Against Software Piracy), a
system offering security without inconveniencing legitimate users. In
1993,
Mr. Margalit took Aladdin public on the NASDAQ stock exchange, and in
1996
he brought about the merger of Aladdin with FAST Software Security in
Germany. Aladdin acquired eSafe Technologies in 1998, and Preview
Systems in
2001.
Today, Aladdin is a global leader in the software and Internet security
market, living up to its mission of "Securing the Global Village."
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Summary of the meeting:
Mr. Yanki Margalit gave an eyelevel talk that had left a significant impression on the Forum attendees. Yanki claims that entrepreneurs should wake up and take advantage of the narrow window of opportunity still available in the software industry for a limited time. He argues that as the industry is near its prime, the bar for entering the field will rise. Yanki anticipates that in the not so distant future this industry will reach a state similar to which the motor industry is at today, that is, some 100 leading companies will govern the industry and all related innovations. In this setting, talented individuals will have no choice but to join these firms as employees.
This is the reason Yanki urges professionals in the field to seize the opportunities still available and to establish new initiatives and startup companies in an effort to compete for a good position among those future 100 industry leaders.
Furthermore, Yanki offered several methods for bootstrapping a company in case no investments are available. He used Aladdin as an example of a company that acted in the same manner. Though having to pay the price of a much longer and slower growth the company was still able to maintain the control in the hands of the founders.
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