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2016 | OriginalPaper | Chapter

10. Implications Beyond Silicon Valley

Authors : Annika Steiber, Sverker Alänge

Published in: The Silicon Valley Model

Publisher: Springer International Publishing

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Abstract

This chapter closes this book by investigating the applicability of the Silicon Valley Model to firms in industries outside the IT/Internet sectors, located in other parts of the world. We see that individual elements of the Model are in fact widely used elsewhere: Many companies have an inspiring and socially significant vision or mission, a strong investment in hiring and supporting creative people, a commitment to being ambidextrous, etc. It is not so common as yet, however, to see the entire Silicon Valley Model used as a comprehensive “management system” with all of the interlinked elements working together. One approach for introducing the entire model may be to use it first in dedicated innovation units within a big firm; examples of this approach are given and issues are discussed. The chapter (and the book) ends by reiterating the advantages of the Silicon Valley Model. It appears to be a management model extremely well suited to an era when every industry and location is experiencing waves of profound and rapid change—just as the industries in Silicon Valley have done for decades.

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Footnotes
1
Mintzberg (1980).
 
4
Birkinshaw (2010).
 
5
Alänge and Steiber (2009).
 
6
E.g. ABB and Lantmännen.
 
7
For example, in Nokia there is “a strong pressure from top management for systematic job-rotation at all leadership levels (every 2–3 years). This rotation appears to be a powerful way to increase employee’s competence and knowledge of the company, and it also prepares employees for change and prevents the emergence of hidden agendas and political inertia” (Alänge and Miconnet 2001), pp. 8–9.
 
8
Ibid.
 
9
CEO Anders Dahlvig described IKEA culture as “Things like informality, cost consciousness, and a very humble and ‘down to earth’ approach. Also letting people have responsibilities” (Kling and Goteman 2003), p. 35.
 
10
“what is probably most striking to outside observers is Nokia’s flat hierarchy. Nokia’s management style emphasizes individual initiative, controlled improvisation, achievement, pragmatism, and decisions are taken ‘where the knowledge is’” (Alänge and Miconnet 2001), p. 7.
 
11
Totrakarntrakul and Lang (2008).
 
12
Manz et al. (2009), pp. 240–241.
 
13
Alänge and Steiber (2015).
 
14
Hounshell and Kenly Smith (1988).
 
15
Gawer and Cusumano (2014).
 
17
Interview with Janssen Pharmaceutica (Belgium) in 2014.
 
18
Will be operational in 2015.
 
20
Marshall (1892).
 
21
Dahmén (1950).
 
22
Websites such as InnoCentive and innoget are examples of general-purpose innovation markets, where needs and solutions in many different categories can be posted, and there are also such websites for particular industries or technical fields.
 
23
See Chap. 8 for examples of the use of simple rules in our case companies.
 
24
Sull and Eisenhardt (2015).
 
25
Schmidt and Rosenberg (2014), 220–221.
 
26
General Electric Company (2015a). See also Owens (2014).
 
27
Ries (2011).
 
28
Alänge and Steiber (2015).
 
29
Alänge (1992).
 
30
Garud et al. (2011).
 
31
Alänge and Steiber (2015).
 
32
Lundberg (2015).
 
33
Interview with Lantmännen, November 2014.
 
34
Sidhu (2010), pp. 25–30.
 
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Metadata
Title
Implications Beyond Silicon Valley
Authors
Annika Steiber
Sverker Alänge
Copyright Year
2016
DOI
https://doi.org/10.1007/978-3-319-24921-6_10

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