Annika Steiber Sverker Alänge. The Silicon Valley Model. Management for Entrepreneurship. * ) Springer

Transcription

1 Annika Steiber Sverker Alänge The Silicon Valley Model Management for Entrepreneurship * ) Springer

2 Contents 1 The World Is Changing Introducing a New Management Model The Changing Nature of Change (And What It Means for Management) Implications for Management: Drawbacks of the Old Way The New Model: Essentially Entrepreneurial Tales of Two Industries The Clothing Industries: Textiles, Garments, Shoes, Retail Telephones and Phone Services What Can We Learn? The High Road Versus the Missed Turn: Comparing New and Old Management Models Finding the High Road: The Entrepreneurial Path Missing the Tum: The Case of Kodak Moving On 16 References 16 2 Six Basic Principles for a Changing World Dynamic Capabilities When 'Core Competencies' Aren't Enough Dynamic Capabilities: A New Concept of Corporate Resources A Continually Changing Organization Some Practices Allowing Continual Change A People-Centric Approach An Ambidextrous Organization An Open Organization That Networks with Its Surroundings A Systems Approach Moving On 34 References 34 xi

3 xii Contents 3 Silicon Valley: A Cradle of Management Innovation The Forces That Drive Management Innovation, in Brief Management Innovation: The Influence of IT New Ways of Managing Emerge Management Innovation: The Influence of Regional Culture The Early Electronics Industry Management Innovation: New Levels of Networking Management Innovation: People Focus, from Postwar to the Present Closing Notes (With Remarks on 'Replicating' Silicon Valley) 50 References 51 4 Entrepreneurship: What It Really Is, and Why It Must Be Integrated into Management of the Firm What Is Entrepreneurship? A Modern Understanding (and a New Definition) The Company as'entrepreneur' The Divide Between Entrepreneurship and Management: Obstacles and Evolutionary Forces How Business Schools Reinforced the Split Toward a Re-synthesis of Entrepreneurship and Management What Can a Company Do? 62 References 62 5 A Special Breed of People Focusing on the'special Breed,'from Google On ward On'Multidimensional'People and the Need for Them Cornerstones of Success: Five Core Qualities of the 'Special Breed' Entrepreneurial Adaptable Passionate Constantly Questioning the Status Quo Collaborative Attracting the Special Breed How Do We Keep These People? The Ugly Duckling Meaningful Work, Perks and Benefits The Employer-Employee Alliance Conclusions (and a Start) 84 References 84

4 Contents xiii 6 Culture: The New Black What'Culture'Consists Of External Influences on Culture The People Effect: How Founders Shape Culture Steps to Building a Strong Culture The '10 Commandments': Core Attributes of the Cultures We Studied Not an Ordinary Company Things Change Constantly and We Need to Be Adaptable Move Fast, Speed Matters Hiring Is the Most Important Thing We Do Product Excellence Is Key Data-Driven Decision Making and Fast Leaming A Fiat Organization with Minimal Bureaucracy Openness and Transparency Leaders, Not Managers Build an Ecosystem, Not Just a Company Concluding Comments 104 References Leading for Entrepreneurship Top Leaders'Roles Providing Direction and Expectation Level Communication and Leader Behavior Founder Entrepreneurs The Role of Leaders on the Middle Levels Decision-Making Incentives and Motivation Hiring and Developing Leaders Concluding Comments 118 References The Entrepreneurial Organization Is Dynamic and Ambidextrous Dynamic Capabilities Ambidexterity in Theory The Challenge of Ambidexterity Innovation by Many, Inside Present Operations Top Executive Focus The 'Semi-Structured' State Small Teams Transparency and Openness Heuristics or 'Simple Rules' Intrinsic Incentives in Meaningful Work 129

5 xiv Contents Rapid Learning Processes Big Data on User Behavior Innovation by Separate Innovation Units Acquisitions Corporate Ventures Small Firm-Large Firm Ventures Spin-Ins and Incubation Open Innovation Approaches University Interaction Suppliers as Innovators Crowdsourcing from Users and Communities External Development Platforms Cultivating Ecosystems Concluding Comments 139 References The Silicon Valley Model The Evolution of a New Breed of Organization The New Model's Roots in'adhocracy' The Silicon Valley Model: 'A Startup in a Large Suit' Major Elements of the Silicon Valley Model A Conceptual Model, Visualized Differences Between a Traditional Management Model and the Silicon Valley Model The Silicon Valley Model and the Six Basic Principles for a Changing World Wrapping Up... And Looking Ahead 154 References Implications Beyond Silicon Valley The Use of Elements of the Silicon Valley Model in Other Companies An Inspiring and Socially Significant Vision Visionary, Entrepreneurial and Growth-oriented Top Leadership Belief and Investment in Entrepreneurial People A Culture That Guides and Motivates Entrepreneurial People Leaders Who Support Entrepreneurial People An Ambidextrous Organization Open Innovation Coordination Information and Communication Technologies: Do the Silicon Valley Companies Have a Unique Edge? 165

6 Contents xv 10.2 Can the Whole System of Interlinked Elements Be Used Outside Silicon Valley? Startup Culture in Mature Companies A System of Interconnected Elements Use of the Model in an Innovation Unit Within a Large Company Concluding Comments 169 References 170