The Silicon Valley Model: Management for Entrepreneurship
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing
2024
Cham Springer |
| Schriftenreihe: | Management for Professionals
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis Klappentext |
| Beschreibung: | xv, 171 Seiten |
| ISBN: | 9783319796994 |
| ISSN: | 2192-810X |
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| 650 | 4 | |a Technological innovations | |
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Datensatz im Suchindex
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| adam_text | 1 2 The World Is Changing........................................................................ 1,1 Introducing a New Management Model...................................... 1.2 The Changing Nature of Change (And What It Means for Management)...................................................................... 3 1.2.1 Implications for Management: Drawbacks of the Old Way............................................................ 5 1.2.2 The New Model: Essentially Entrepreneurial................ 1.3 Tales of Two Industries................................................................ 1.3.1 The Clothing Industries: Textiles, Garments, Shoes, Retail................................................................. 7 1.3.2 Telephones and Phone Services...................................... 1.3.3 What Can We Learn?...................................................... 1.4 The High Road Versus the Missed Turn: Comparing New and Old Management Models............................................ 12 1.4.1 Finding the High Road: The Entrepreneurial Path. ... 1.4.2 Missing the Turn: The Case of Kodak............................ 1.5 Moving On.................................................................................... References............................................................................................... Six Basic Principles for aChanging World......................................... 2.1 Dynamic Capabilities.................................................................... 2.1.1 When‘Core Competencies’Aren’t Enough.................. 2.1.2 Dynamic
Capabilities: A New Concept of Corporate Resources.......................................................... 22 2.2 A Continually Changing Organization......................................... 2.2.1 Some Practices Allowing Continual Change.................. 2,3 A People-Centric Approach.......................................................... 2.4 An Ambidextrous Organization.................................................... 2.5 An Open Organization That Networks with ItsSurroundings ... 2.6 A Systems Approach..................................................................... 2.7 Moving On................................................................................... References................................................................................................ 1 1 6 7 9 11 12 15 16 16 19 21 21 24 24 26 28 30 31 34 34
3 4 5 Silicon Valley: A Cradle of Management Innovation........................ 3.1 The Forces That Drive Management Innovation, in Brief.......... 3.2 Management Innovation: The Influence of IT.............................. 3.2.1 New Ways of Managing Emerge.................................... 3.3 Management Innovation: The Influence of Regional Culture ... 3.3.1 The Early Electronics Industry....................................... 3.4 Management Innovation: New Levels of Networking................. 3.5 Management Innovation: People Focus, from Postwar to the Present........................................................................................... 3.6 Closing Notes (With Remarks on ‘Replicating’ Silicon Valley)................................................................... 50 References................................................................................................ Entrepreneurship: What It Really Is, and Why It Must Be Integrated into Management of the Firm....................................................... 53 4.1 What Is Entrepreneurship?........................................................... 4.1.1 A Modern Understanding (and a New Definition). ... 4.1.2 The Company as ‘Entrepreneur’..................................... 4.2 The Divide Between Entrepreneurship and Management: Obstacles and Evolutionary Forces................................... 58 4.2.1 How Business Schools Reinforced the Split.................. 4.2.2 Toward a Re-synthesis of Entrepreneurship and Management..................................................... 61 4.3 What
Can a Company Do?........................................................... References................................................................................................ A Special Breed of People..................................................................... 5.1 Focusing on the ‘Special Breed,’ from Google Onward............... 5.2 On ‘Multidimensional’ People and the Need for Them................ 5.3 Cornerstones of Success: Five Core Qualities of the ‘Special Breed’................................................................................. 70 5.3.1 Entrepreneurial................................................................ 5.3.2 Adaptable......................................................................... 5.3.3 Passionate........................................................................ 5.3.4 Constantly Questioning the Status Quo.......................... 5.3.5 Collaborative................................................................... 5.4 Attracting the Special Breed.......................................................... 5.5 How Do We Keep These People?................................................ 5.5.1 The Ugly Duckling......................................................... 5.5.2 Meaningful Work, Perksand Benefits............................. 5.5.3 The Employer-Employee Alliance................................. 5.6 Conclusions (and a Start)............................................................... References................................................................................................ 37 38 40
41 43 44 46 47 51 54 55 57 59 62 62 65 66 68 71 71 73 73 74 75 78 78 79 81 84 84
87 87 89 90 92 Culture: The New Black....................................................................... 6.1 What‘Culture’Consists Of.......................................................... 6.2 External Influences on Culture..................................................... 6.3 The People Effect: How Founders Shape Culture........................ 6.4 Steps to Building a Strong Culture............................................... 6.5 The ‘ 10 Commandments’: Core Attributes of the Cultures We Studied......................................................................... 93 6.5.1 Not an Ordinary Company.............................................. 6.5.2 Things Change Constantly and We Need to Be Adaptable.................................................... 95 6.5.3 Move Fast, Speed Matters.............................................. 6.5.4 Hiring Is the Most Important Thing We Do................... 6.5.5 Product Excellence Is Key.............................................. 6.5.6 Data-Driven Decision Making and Fast Learning.......... 6.5.7 A Flat Organization with Minimal Bureaucracy............ 6.5.8 Openness and Transparency............................................ 6.5.9 Leaders, Not Managers................................................... 6.5.10 Build an Ecosystem, Not Just a Company...................... 6.6 Concluding Comments................................................................... References................................................................................................ 96 97 98 99 100 101 101 103 104 104 7 Leading for
Entrepreneurship............................................................. 7.1 Top Leaders’Roles........................................................................ 7.2 Providing Direction and ExpectationLevel................................... 7.3 Communication and Leader Behavior........................................... 7.4 Founder Entrepreneurs................................................................... 7.5 The Role of Leaders on the Middle Levels................................... 7.6 Decision-Making............................................................................ 7.7 Incentives and Motivation............................................................. 7.8 Hiring and Developing Leaders..................................................... 7.9 Concluding Comments.................................................................. References............................................................................................... 105 106 107 109 112 113 114 115 117 118 119 8 The Entrepreneurial Organization Is Dynamic and Ambidextrous......................................................................................... 8.1 Dynamic Capabilities................................................................... 8.1.1 Ambidexterity in Theory................................................. 8.1.2 The Challenge of Ambidexterity.................................... 8.2 Innovationby Many, Inside Present Operations........................... 8.2.1 Top Executive Focus....................................................... 8.2.2 The‘Semi-
Structured’State........................................... 8.2.3 Small Teams.................................................................... 8.2.4 Transparency and Openness............................................ 8.2.5 Heuristics or ‘Simple Rules’........................................... 8.2.6 Intrinsic Incentives in Meaningful Work........................ 121 122 123 124 125 125 126 126 127 127 129 ^ 94
9 8.2.7 Rapid Learning Processes............................................... 8.2.8 Big Data on User Behavior............................................. 8.3 Innovation by Separate Innovation Units..................................... 8.3.1 Acquisitions..................................................................... 8.3.2 Corporate Ventures.......................................................... 8.3.3 Small Finn-Large Finn Ventures.................................... 8.3.4 Spin-Ins and Incubation................................................... 8.4 Open Innovation Approaches....................................................... 8.4.1 University Interaction...................................................... 8.4.2 Suppliers as Innovators.................................................... 8.4.3 Crowdsourcing from Users and Communities................ 8.4.4 External Development Platforms.................................... 8.4.5 Cultivating Ecosystems................................................... 8.5 Concluding Comments................................................................. References............................................................................................... 130 131 131 132 132 134 134 135 136 136 136 138 138 139 140 The Silicon Valley Model...................................................................... 9.1 The Evolution of a New Breed of Organizations......................... 9.1.1 The New Model’s Roots in‘Adhocracy’....................... 9.2 The Silicon Valley Model: ‘A Startup in a Large Suit’............... 9.2.1
Major Elements of the Silicon Valley Model................ 9.3 A Conceptual Model, Visualized................................................. 9.4 Differences Between a Traditional Management Model and the Silicon Valley Model........................................................ 150 9.5 The Silicon Valley Model and the Six Basic Principles for a Changing World................................................................ 153 9.6 Wrapping Up ... And Looking Ahead........................................ References............................................................................................... 143 143 144 146 147 149 10 Implications Beyond Silicon Valley..................................................... 10.1 The Use of Elements of the Silicon Valley Model in Other Companies......................................................................... 158 10.1.1 An Inspiring and Socially Significant Vision................. 10.1.2 Visionary, Entrepreneurial and Growth-oriented Top Leadership...................................................................... 10.1.3 Belief and Investment in Entrepreneurial People........... 10.1.4 A Culture That Guides and Motivates Entrepreneurial People............................................................................. 10.1.5 Leaders Who Support Entrepreneurial People............... 10.1.6 An Ambidextrous Organization...................................... 10.1.7 Open Innovation.............................................................. 10.1.8
Coordination.................................................................... 10.1.9 Information and Communication Technologies: Do the Silicon Valley Companies Have a Unique Edge?......... 154 155 157 158 159 160 161 161 162 163 164 165
Can the Whole System of Interlinked Elements Be Used Outside Silicon Valley?............................................................................. 10.2.1 Startup Culture in Mature Companies............................ 10.2.2 A System of Interconnected Elements........................... 10.3 Use of the Model in an Innovation Unit Within a Large Company............................................................................ 168 10.4 Concluding Comments.................................................................. References................................................................................................ 10.2 166 166 167 169 170
This book presents a new management model that has evolved in Silicon Valley. The future will favor companies that can migrate to a management model, better suited for the times. The abilities to remain entrepreneurial and innovate constantly will be essential for all companies in an innovation economy. However, most firms still use industrial-age management models that are not suited to attracting and energizing en trepreneurial talent. This book imbibes latest results from a year-long study of Googles approaches to management, and finds similar principles being applied at companies including, Facebook, LinkedIn, Twitter, Tesla Motors, and Apigee. By distilling on the aspects that work across a variety of innovative firms, the authors present a synthesis that could have profound implications for managers everywhere.
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| adam_txt |
1 2 The World Is Changing. 1,1 Introducing a New Management Model. 1.2 The Changing Nature of Change (And What It Means for Management). 3 1.2.1 Implications for Management: Drawbacks of the Old Way. 5 1.2.2 The New Model: Essentially Entrepreneurial. 1.3 Tales of Two Industries. 1.3.1 The Clothing Industries: Textiles, Garments, Shoes, Retail. 7 1.3.2 Telephones and Phone Services. 1.3.3 What Can We Learn?. 1.4 The High Road Versus the Missed Turn: Comparing New and Old Management Models. 12 1.4.1 Finding the High Road: The Entrepreneurial Path. . 1.4.2 Missing the Turn: The Case of Kodak. 1.5 Moving On. References. Six Basic Principles for aChanging World. 2.1 Dynamic Capabilities. 2.1.1 When‘Core Competencies’Aren’t Enough. 2.1.2 Dynamic
Capabilities: A New Concept of Corporate Resources. 22 2.2 A Continually Changing Organization. 2.2.1 Some Practices Allowing Continual Change. 2,3 A People-Centric Approach. 2.4 An Ambidextrous Organization. 2.5 An Open Organization That Networks with ItsSurroundings . 2.6 A Systems Approach. 2.7 Moving On. References. 1 1 6 7 9 11 12 15 16 16 19 21 21 24 24 26 28 30 31 34 34
3 4 5 Silicon Valley: A Cradle of Management Innovation. 3.1 The Forces That Drive Management Innovation, in Brief. 3.2 Management Innovation: The Influence of IT. 3.2.1 New Ways of Managing Emerge. 3.3 Management Innovation: The Influence of Regional Culture . 3.3.1 The Early Electronics Industry. 3.4 Management Innovation: New Levels of Networking. 3.5 Management Innovation: People Focus, from Postwar to the Present. 3.6 Closing Notes (With Remarks on ‘Replicating’ Silicon Valley). 50 References. Entrepreneurship: What It Really Is, and Why It Must Be Integrated into Management of the Firm. 53 4.1 What Is Entrepreneurship?. 4.1.1 A Modern Understanding (and a New Definition). . 4.1.2 The Company as ‘Entrepreneur’. 4.2 The Divide Between Entrepreneurship and Management: Obstacles and Evolutionary Forces. 58 4.2.1 How Business Schools Reinforced the Split. 4.2.2 Toward a Re-synthesis of Entrepreneurship and Management. 61 4.3 What
Can a Company Do?. References. A Special Breed of People. 5.1 Focusing on the ‘Special Breed,’ from Google Onward. 5.2 On ‘Multidimensional’ People and the Need for Them. 5.3 Cornerstones of Success: Five Core Qualities of the ‘Special Breed’. 70 5.3.1 Entrepreneurial. 5.3.2 Adaptable. 5.3.3 Passionate. 5.3.4 Constantly Questioning the Status Quo. 5.3.5 Collaborative. 5.4 Attracting the Special Breed. 5.5 How Do We Keep These People?. 5.5.1 The Ugly Duckling. 5.5.2 Meaningful Work, Perksand Benefits. 5.5.3 The Employer-Employee Alliance. 5.6 Conclusions (and a Start). References. 37 38 40
41 43 44 46 47 51 54 55 57 59 62 62 65 66 68 71 71 73 73 74 75 78 78 79 81 84 84
87 87 89 90 92 Culture: The New Black. 6.1 What‘Culture’Consists Of. 6.2 External Influences on Culture. 6.3 The People Effect: How Founders Shape Culture. 6.4 Steps to Building a Strong Culture. 6.5 The ‘ 10 Commandments’: Core Attributes of the Cultures We Studied. 93 6.5.1 Not an Ordinary Company. 6.5.2 Things Change Constantly and We Need to Be Adaptable. 95 6.5.3 Move Fast, Speed Matters. 6.5.4 Hiring Is the Most Important Thing We Do. 6.5.5 Product Excellence Is Key. 6.5.6 Data-Driven Decision Making and Fast Learning. 6.5.7 A Flat Organization with Minimal Bureaucracy. 6.5.8 Openness and Transparency. 6.5.9 Leaders, Not Managers. 6.5.10 Build an Ecosystem, Not Just a Company. 6.6 Concluding Comments. References. 96 97 98 99 100 101 101 103 104 104 7 Leading for
Entrepreneurship. 7.1 Top Leaders’Roles. 7.2 Providing Direction and ExpectationLevel. 7.3 Communication and Leader Behavior. 7.4 Founder Entrepreneurs. 7.5 The Role of Leaders on the Middle Levels. 7.6 Decision-Making. 7.7 Incentives and Motivation. 7.8 Hiring and Developing Leaders. 7.9 Concluding Comments. References. 105 106 107 109 112 113 114 115 117 118 119 8 The Entrepreneurial Organization Is Dynamic and Ambidextrous. 8.1 Dynamic Capabilities. 8.1.1 Ambidexterity in Theory. 8.1.2 The Challenge of Ambidexterity. 8.2 Innovationby Many, Inside Present Operations. 8.2.1 Top Executive Focus. 8.2.2 The‘Semi-
Structured’State. 8.2.3 Small Teams. 8.2.4 Transparency and Openness. 8.2.5 Heuristics or ‘Simple Rules’. 8.2.6 Intrinsic Incentives in Meaningful Work. 121 122 123 124 125 125 126 126 127 127 129 ^ 94
9 8.2.7 Rapid Learning Processes. 8.2.8 Big Data on User Behavior. 8.3 Innovation by Separate Innovation Units. 8.3.1 Acquisitions. 8.3.2 Corporate Ventures. 8.3.3 Small Finn-Large Finn Ventures. 8.3.4 Spin-Ins and Incubation. 8.4 Open Innovation Approaches. 8.4.1 University Interaction. 8.4.2 Suppliers as Innovators. 8.4.3 Crowdsourcing from Users and Communities. 8.4.4 External Development Platforms. 8.4.5 Cultivating Ecosystems. 8.5 Concluding Comments. References. 130 131 131 132 132 134 134 135 136 136 136 138 138 139 140 The Silicon Valley Model. 9.1 The Evolution of a New Breed of Organizations. 9.1.1 The New Model’s Roots in‘Adhocracy’. 9.2 The Silicon Valley Model: ‘A Startup in a Large Suit’. 9.2.1
Major Elements of the Silicon Valley Model. 9.3 A Conceptual Model, Visualized. 9.4 Differences Between a Traditional Management Model and the Silicon Valley Model. 150 9.5 The Silicon Valley Model and the Six Basic Principles for a Changing World. 153 9.6 Wrapping Up . And Looking Ahead. References. 143 143 144 146 147 149 10 Implications Beyond Silicon Valley. 10.1 The Use of Elements of the Silicon Valley Model in Other Companies. 158 10.1.1 An Inspiring and Socially Significant Vision. 10.1.2 Visionary, Entrepreneurial and Growth-oriented Top Leadership. 10.1.3 Belief and Investment in Entrepreneurial People. 10.1.4 A Culture That Guides and Motivates Entrepreneurial People. 10.1.5 Leaders Who Support Entrepreneurial People. 10.1.6 An Ambidextrous Organization. 10.1.7 Open Innovation. 10.1.8
Coordination. 10.1.9 Information and Communication Technologies: Do the Silicon Valley Companies Have a Unique Edge?. 154 155 157 158 159 160 161 161 162 163 164 165
Can the Whole System of Interlinked Elements Be Used Outside Silicon Valley?. 10.2.1 Startup Culture in Mature Companies. 10.2.2 A System of Interconnected Elements. 10.3 Use of the Model in an Innovation Unit Within a Large Company. 168 10.4 Concluding Comments. References. 10.2 166 166 167 169 170
This book presents a new management model that has evolved in Silicon Valley. The future will favor companies that can migrate to a management model, better suited for the times. The abilities to remain entrepreneurial and innovate constantly will be essential for all companies in an innovation economy. However, most firms still use industrial-age management models that are not suited to attracting and energizing en trepreneurial talent. This book imbibes latest results from a year-long study of Googles approaches to management, and finds similar principles being applied at companies including, Facebook, LinkedIn, Twitter, Tesla Motors, and Apigee. By distilling on the aspects that work across a variety of innovative firms, the authors present a synthesis that could have profound implications for managers everywhere. |
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| geographic | Silicon Valley (DE-588)4107751-9 gnd |
| geographic_facet | Silicon Valley |
| id | DE-604.BV049533298 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T23:27:18Z |
| indexdate | 2024-07-10T10:09:58Z |
| institution | BVB |
| isbn | 9783319796994 |
| issn | 2192-810X |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034878886 |
| oclc_num | 1424558747 |
| open_access_boolean | |
| owner | DE-384 |
| owner_facet | DE-384 |
| physical | xv, 171 Seiten |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | Springer International Publishing Springer |
| record_format | marc |
| series2 | Management for Professionals |
| spelling | Steiber, Annika Verfasser (DE-588)1052331939 aut The Silicon Valley Model Management for Entrepreneurship by Annika Steiber, Sverker Alänge Cham Springer International Publishing 2024 Cham Springer xv, 171 Seiten txt rdacontent n rdamedia nc rdacarrier Management for Professionals 2192-810X Innovation and Technology Management Entrepreneurship The Computer Industry Business Strategy and Leadership Technological innovations New business enterprises Computer industry Strategic planning Leadership Management (DE-588)4037278-9 gnd rswk-swf Entrepreneurship (DE-588)7588126-3 gnd rswk-swf Google (DE-588)4726597-8 gnd rswk-swf Silicon Valley (DE-588)4107751-9 gnd rswk-swf Management (DE-588)4037278-9 s Entrepreneurship (DE-588)7588126-3 s Silicon Valley (DE-588)4107751-9 g Google (DE-588)4726597-8 s DE-604 Alänge, Sverker (DE-588)170361055 aut Erscheint auch als Online-Ausgabe 978-3-031-48405-6 Digitalisierung UB Augsburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034878886&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis Digitalisierung UB Augsburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034878886&sequence=000003&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA Klappentext |
| spellingShingle | Steiber, Annika Alänge, Sverker The Silicon Valley Model Management for Entrepreneurship Innovation and Technology Management Entrepreneurship The Computer Industry Business Strategy and Leadership Technological innovations New business enterprises Computer industry Strategic planning Leadership Management (DE-588)4037278-9 gnd Entrepreneurship (DE-588)7588126-3 gnd Google (DE-588)4726597-8 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)7588126-3 (DE-588)4726597-8 (DE-588)4107751-9 |
| title | The Silicon Valley Model Management for Entrepreneurship |
| title_auth | The Silicon Valley Model Management for Entrepreneurship |
| title_exact_search | The Silicon Valley Model Management for Entrepreneurship |
| title_exact_search_txtP | The Silicon Valley Model Management for Entrepreneurship |
| title_full | The Silicon Valley Model Management for Entrepreneurship by Annika Steiber, Sverker Alänge |
| title_fullStr | The Silicon Valley Model Management for Entrepreneurship by Annika Steiber, Sverker Alänge |
| title_full_unstemmed | The Silicon Valley Model Management for Entrepreneurship by Annika Steiber, Sverker Alänge |
| title_short | The Silicon Valley Model |
| title_sort | the silicon valley model management for entrepreneurship |
| title_sub | Management for Entrepreneurship |
| topic | Innovation and Technology Management Entrepreneurship The Computer Industry Business Strategy and Leadership Technological innovations New business enterprises Computer industry Strategic planning Leadership Management (DE-588)4037278-9 gnd Entrepreneurship (DE-588)7588126-3 gnd Google (DE-588)4726597-8 gnd |
| topic_facet | Innovation and Technology Management Entrepreneurship The Computer Industry Business Strategy and Leadership Technological innovations New business enterprises Computer industry Strategic planning Leadership Management Silicon Valley |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034878886&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034878886&sequence=000003&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA |
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