The Silicon Valley Model | springerprofessional.de

Springer Professional

2024 | Buch

Kapitel lesen Erstes Kapitel lesen

The Silicon Valley Model

Management for Entrepreneurship

verfasst von: Annika Steiber, Sverker Alänge

Verlag: Springer International Publishing

Buchreihe : Management for Professionals

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

Inhaltsverzeichnis

Über dieses Buch

Die erste Ausgabe von The Silicon Valley Model, die 2016 veröffentlicht wurde, befasst sich mit der Notwendigkeit eines grundlegend neuen Ansatzes zur Führung und Entwicklung großer Unternehmen mit Schwerpunkt auf Unternehmertum. Diese zweite Ausgabe bestätigt, erweitert und aktualisiert diese ursprünglichen Ergebnisse. Obwohl diese neue Ausgabe noch immer die Beobachtungen und Analysen der ersten Ausgabe umfasst, befasst sie sich mit neuen Entwicklungen im Management und im globalen Geschäftsumfeld. Darüber hinaus werden Dr. Steibers Forschungen vorgestellt, in denen weitere Unternehmen in Asien, Europa und den USA identifiziert werden, die Managementansätze umsetzen, die dem Silicon Valley Modell ähneln und in mancher Hinsicht weiterentwickelt wurden. Neues Material, das hauptsächlich in den Abschnitten "Aktuelle Entwicklungen" in jedem Kapitel erscheint, umfasst sowohl reale Ereignisse als auch neue Forschungsergebnisse im Zusammenhang mit den Managementprinzipien des Unternehmertums. In einigen Fällen haben Innovations- und Entwicklungselemente des Silicon-Valley-Modells neue Formen angenommen, um auf veränderte Zeiten oder die Wünsche der beteiligten Unternehmen zu reagieren. Das Silicon Valley Model, Second Edition ist nützlich für Führungskräfte von der Vorstands- und CEO-Ebene bis hinunter, Berater, Forscher und andere, die neue Entwicklungen im Management studieren oder mit ihnen arbeiten.

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Inhaltsverzeichnis

Frontmatter

1. The World Is Changing

Abstract

This is a book about re-inventing management. We and many others who study the field or work in it, are convinced that the need is great. Most companies today are still managed on the basis of models developed for the Industrial Age, while the world has moved to a much faster-changing Digital Era—an era so different, that operating in the old way is like trying to apply Newtonian physics in a quantum-physics world.

Annika Steiber, Sverker Alänge

2. Six Basic Principles for a Changing World

Abstract

The journey that led to this book began with an ambitious project conceived by one of us co-authors, Annika Steiber. The goal was to summarize, and synthesize, the best thinking about what is required for companies to manage a firm successfully in a fast-changing environment.

Annika Steiber, Sverker Alänge

3. Silicon Valley: A Cradle of Management Innovation

Abstract

It is somewhat unusual to think of Silicon Valley as a center of innovation in management. The Valley is best known as a center of technology innovation, and as a hotbed for breeding startup companies. Indeed, those two aspects are often thought to be the keys to the region’s vitality. Economic specialists around the world have studied (and tried to replicate) the Valley’s long track record of developing new technologies and forming startups to bring the inventions to market. But while the process of building new companies around technology ideas is important, it’s only part of the story. Silicon Valley Is More Than a Startup Machine. The top innovators in Silicon Valley Could Not Do What They Do If They Were Managed Conventionally.

Annika Steiber, Sverker Alänge

4. Entrepreneurship: What It Really Is, and Why It Must Be Integrated into Management of the Firm

Abstract

It is time for a fresh look at the whole concept of entrepreneurship. In recent decades the term has been used most frequently in a narrow sense, to mean the starting of new companies. That was not its original meaning, and the problem is more than how the word is used. The attention that is paid to entrepreneurship has followed the same line, leading to a division of thought and action. People think and act as if it is a function separate from the management of big, existing companies or other organizations.

Annika Steiber, Sverker Alänge

5. A Special Breed of People

Abstract

In the book Good to Great, Jim Collins reported some findings that surprised him and his research team. Executives who transformed their companies from good to great did not first figure out the direction in which the company should be developed, and then get people to take it there. Instead, they first recruited the right people, then they worked on direction.

Annika Steiber, Sverker Alänge

6. Culture: The New Black

Abstract

In management as in fashion, fads come and go, but one element has now emerged as the business equivalent of the essential basic black. More and more firms now recognize corporate culture as the key determinant of success in both recruiting and long-term competitiveness. This certainly proved to be true of our six case companies. The pages to come will describe the cultures they built, which turn out to have many features in common.

Annika Steiber, Sverker Alänge

7. Leading for Entrepreneurship

Abstract

How did the Silicon Valley companies in our study organize and lead for broad-scale entrepreneurship? Earlier chapters have made the point that the innovativeness and growth of organizations are, to a large extent, based on having many creative employees who are given considerable freedom to develop new ideas and act as entrepreneurs as part of their jobs. One major piece of the puzzle has just been provided in the previous chapter: Culture is of vital importance for socializing individuals to innovate and excel. But given all this, the question remains: What can individual leaders do in order to make their organizations entrepreneurial?

Annika Steiber, Sverker Alänge

8. The Entrepreneurial Organization Is Dynamic and Ambidextrous

Abstract

The past few chapters have delved deeply into the human aspects of the new management model: We’ve looked at the “special breed of people” it requires, the importance and desired attributes of the culture that is created, and the qualities that leaders must exhibit. Now we shift the focus to key organizational and strategic issues. In order to remain entrepreneurial beyond the startup stage, an organization has to be designed and managed for that purpose. As we’ve seen earlier, it must have dynamic capabilities—the ability to sense and seize new opportunities while transforming itself accordingly—and it must be ambidextrous, able to exploit current business and explore new possibilities at the same time.

Annika Steiber, Sverker Alänge

9. The Silicon Valley Model

Abstract

The purpose of this chapter is to describe a new management model for ongoing innovation, characterized by being dynamic, ambidextrous, and open in nature. This new breed of management model has been developed specifically to fit well in a rapidly changing world.

Annika Steiber, Sverker Alänge

10. Implications Beyond Silicon Valley

Abstract

Executives in many industries may be skeptical about new management models from Silicon Valley firms. A common objection is: “These are mostly software companies. How would their lessons apply to the packaged-food industry, or chemicals, or …?” Problems of translation must be considered, but good models have proved to be highly adaptable. The management practices identified in Silicon Valley could be viewed as the latest step in the development trajectory of Management of the Firm.

Annika Steiber, Sverker Alänge

Backmatter

Titel: The Silicon Valley Model
verfasst von: Annika Steiber
Sverker Alänge
Copyright-Jahr: 2024
Verlag: Springer International Publishing
Electronic ISBN: 978-3-031-48405-6
Print ISBN: 978-3-031-48404-9
DOI: https://doi.org/10.1007/978-3-031-48405-6

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