Though the Fluidigm executive staff was incredibly bright and talented, says Worthington, they initially were almost incapable at making decisions and constantly argued. Worthington decided that the only solution was to set up a decision making process. He set a timeline for the decision, organized the staff into teams, and gave them specific instructions to evaluate the options. Each team performed wonderfully and the process even spurred invention, he notes.

1. 
   Lecture 1: Forming the Founding Team and Seizing the Opportunity
   
2. 
   Lecture 2: The Breakthrough Idea
   
3. 
   Lecture 3: Breaking Convention: Technology First, Market Opportunity Second
   
4. 
   Lecture 4: Building a Team and Picking the Right VCs
   
5. 
   Lecture 5: The Challenges of Building a Company
   
6. 
   Lecture 6: Product Development
   
7. 
   Lecture 7: Keeping a Financial Focus
   
8. 
   Lecture 8: Raising Money and Recognizing Interest in VCs
   
9. 
   Lecture 9: Can You Continually Increase Value?
   
10. 
    Lecture 10: Recruiting the Best
    
11. 
    Lecture 11: Challenges of Managing: Firing People
    
12. 
    Lecture 12: How to Recruit Top Talent
    
13. 
    Lecture 13: To MBA or Not?: Technical Degree or MBA
    
14. 
    Lecture 14: Envisioning the Future: Other Potential Applications of the Technology
    
15. 
    Lecture 15: Lowest Lows and Highest Highs
    
16. 
    Lecture 16: Going Global: Why Singapore?
    
17. 
    Lecture 17: Founding Team: Technical or Business Saavy?
    
18. 
    Lecture 18: Experimenting with New Technologies
    
19. 
    Lecture 19: Finding a Market
    
20. 
    Lecture 20: Disposable vs. Reusable in Biology
    
21. 
    Lecture 21: Establishing a Market
    
22. 
    Lecture 22: How Do You Establish a Decision-Making Process?