By Rob Koepp
This can be a fascinating assessment of the heritage and drivers of Silicon Valley and the Cambridge Phenomenon - definitely, somebody operating in these locations will locate it fascinating.
The ebook starts off worryingly like a school dissertation - yet does get to the purpose and its conception a number of pages in: that administration and entrepreneurship have pushed those tech centres - no longer geography, first mover virtue, or maybe technological virtue, or different imprecise impersonal forces. For the main half, the e-book demonstrates the speculation, in particular within the Silicon Valley 1/2 the booklet. The Cambridge a part of the ebook is a little more ancient and gossipy.
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Extra resources for Clusters of Creativity: Enduring Lessons on Innovation and Entrepreneurship from Silicon Valley and Europe's Silicon Fen
Beyond that, little thought was given to a strategic role the park could play in the long-term development of Stanford and the region. Varian Associates, a pre-war Stanford Physics Department spin-out, was the ¢rst applicant and a logical tenant for the park as the company still worked closely with the university (Terman served as a director and other Stanford faculty were managers, consultants, and investors in the ¢rm). The second lease, however, went to Kodak for a photo processing plantöan operation that hardly represented leading-edge technology or meaningful opportunities for collaboration with the university’s departments.
Pure deskwork was frowned upon. HP managers were appraised on how close a rapport they kept with frontline workers and their ability to stay abreast of customer expectations. At the general employee level, workers were given objectives to meet and allowed a basic degree of latitude to reach them. Hewlett once famously broke a lock that he found some transgressor had placed on a company storeroom. The note he left behind sternly warned that the room not be kept o¡ limits to anyoneöa memorable demonstration of senior management’s faith in the integrity and competence of the workforce.
His work at improving the university’s academic standing, building up a viable local job market for Stanford graduates, and realizing his larger aspirations for regional economic development laid many critical foundations that continue to support today’s Silicon Valley. In spite of promising beginnings as one of the university’s strongest programs, electrical engineering at Stanford had by the 1920s become particularly limited. The department was at the time employing a lone senior professor and had not managed to acquire its own research lab until 1926.