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 ZT: 不可避免的全球化将改变硅谷的创业模式 |
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wanderer
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作者：wanderer 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
IT外包格局正在从根本上改变硅谷新创企业的形式。按照Anandaram的说法，一些硅谷新创企业正在“解析和重建他们的商业模式，以成为全球的、分布式的实体”。文章还分析IT外包将改变新创企业生态的四条特殊途径，并强调了两点，首先是“全球化不可避免”；其次是由硅谷、印度和中国所组成的“金三角”将成为“世界技术交易的增长引擎”。他特意指出：“传统硅谷VC的工作方式将面临一场变革，不能再只把投资项目局限于家门口的企业。”
Globalization Is Inevitable
-- Expect changes in the SV startup ecosystem. A peek at the new micro-multinational.
Sanjay Anandaram POSTED: 06.08.04 @00:25
Reams have been written about and sound bites by the GB have been expended discussing the pros and cons of outsourcing/offshoring, of the roles of China and India, and of how Silicon Valley startups are becoming micro-multinationals by executing elements of their value chains wherever they're most efficiently and effectively executed. Of how startups are no longer just local, tightly integrated entities. But how they are deconstructing and reconstructing their business models to become global, distributed entities?
Discussions on the future competitive position of the United States in general and of Silicon Valley in particular have generated a lot of heat and dust, but unfortunately not a whole lot of light. While policy makers figure out how to deal with the complex issue keeping in mind their constituencies and their consciences, I think it would be interesting to look at the picture from the perspective that globalization is inevitable. I also think it would be interesting to view this from the perspective of a cross-border VC with interests in Silicon Valley and in India. I'm therefore not entirely unbiased.
I've highlighted some of the broad trends that I think will have an impact on the way the current Silicon Valley startup ecosystem operates. These trends are not based on any scholarly research, but on my own personal assessment based on interactions with investors, entrepreneurs, and corporate executives. Without being presumptuous, I think Silicon Valley will be impacted in a serious way over the rest of this decade and beyond.
a) First, there will be a change in the work ethos of traditional Silicon Valley VCs. No longer can the VC only make investments in companies that are a short driving distance away. As startups become micro-multinationals with offices, employees, customers, and partners around the globe (in many cases, the bulk of the employees and customers are outside the United States and the Valley), it is hard if not impossible for the VC to remain local. This implies the creation of affiliations and partnerships among Silicon Valley VCs and those in India and China ("Think global, act local").
This is something that has not been fully tested and will have its own challenges. Over time, Valley VCs will want to establish their own funds as they've done in Israel and Europe. Will Valley VCs therefore morph from being "boutique, clubby, close to the startup, ear to the ground" to being yet another avatar of global private equity fund managers?
b) Startups that had taken pride in being disorganized and had taken pains to differentiate themselves from big, global, established public companies will have to focus on creating a management culture that's process oriented, global in worldview, and experienced in managing different people, offices, and customers. Multinational corporations (MNCs) have for years been operating seamlessly across geographies, cultures, time zones, teams, and offices. The micro-MNC has to now learn to do just that. The MNC relies on processes, project management techniques, and management systems to manage its global operations. Executives travel around the globe regularly; the micro-MNC will now have to invest in and learn these softer, and much more difficult, aspects of management.
Technical wizardry will have to march lock-step with management capability and experience. The new VP engineering should have worked with global, distributed, product development teams. The VP operations and support should have dealt with call centers in India and China. The VP marketing should be comfortable with the telemarketing teams overseas and with distributed product management. The CEO should have the willingness to travel and manage global teams and markets. Product architects, engineers, product marketers, and support and operations people will have to travel as much from Silicon Valley to offices elsewhere as will employees from elsewhere to Silicon Valley. Don't be surprised to see people relocating from Silicon Valley to China and India over the next few years as part of regular business. This learning curve will be painful for many people used to the traditional self-obsessed Silicon Valley culture.
c) Markets outside the United States could provide invaluable product and design inputs rather than the other way, as has been the traditional case. For example, SMS messaging on mobile handsets, long a communication method in Europe and Asia, is picking up in the United States. Interesting product variations from overseas markets could get launched in the United States (for example, Nokia's cell phone with a built-in flashlight for the India market). In other areas, viz. fuel cells and healthcare (intra-ocular lenses, hearing aids, prosthetics) and the need for low-cost, long-lasting solutions in markets like China and India could change the economics of offerings of similar products in the United States.
India is the world's youngest country, with over 150 million people in the age group 18 to 25. A significant number in this group is influenced the same way as their peer groups in the United States: this opens up huge market opportunities for a two-way exchange. There are interesting possibilities at the intersections of pharma and IT (drug discovery, clinical trials, and the like) as well.
d) All consumer electronics products and mobile handsets are now manufactured in Asia. The two biggest markets in China and India are waiting to happen. The next frontier is convergence of communications and computing in the home. China and India are the fastest-growing wireless markets. Isn't there a huge opportunity for creating appropriate convergence solutions for these markets?
The "Golden Triangle" of Silicon Valley, India, and Greater China will be the engine of growth for the world's technology business. Silicon Valley is in no danger of losing its position as the epicenter of global innovation, but it will increasingly be connected to China and India via an intricate mesh of capital, talent, and markets. Many VCs, entrepreneurs, and others in the business of folding future scenarios into current business plans are already well on their way to leveraging the Golden Triangle.
作者：wanderer 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
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 ZT: 不可避免的全球化将改变硅谷的创业模式 -- wanderer - (6641 Byte) 2004-6-14 周一, 05:18 (1741 reads)
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