Bringing Silicon Valley inside

In 1998, Silicon Valley companies produced 41 IPOs, which by January 1999 h ad:a combined market capitalization of $27 billion-that works out to $54,00 0 in new wealth creation per worker in a single year. Multiply the number o f employees in your company by $54,000. Did your business create that much new wealth last year! Half that amount! It's not a group of geniuses generating such riches. it's a business model. In Silicon Valley, ideas, capital, and talent circulate freely, gathering into whatever combinations are most likely to generate innovation and wealt h. Unlike most traditional companies, which spend their energy in resource allocation - a system designed to avoid failure - the Valley operates throu gh resource attraction a system that nurtures innovation. In a traditional company, people with innovative ideas must go hat in hand to the guardians of the old ideas for funding- and for staff. But in Silico n Valley, a slew of venture capitalists vie to attract the best new ideas, infusing relatively small amounts of capital into a portfolio of ventures. And talent is free to go to the companies offering the most exhilarating wo rk and the greatest potential rewards. It should actually be easier for large, traditional companies to set up sim ilar markets for capital, ideas, and talent internally. After all, big comp anies often already have extensive capital, marketing,and;distribution reso urces, and a first crack at the talent in their own ranks. And some of them are doing it. The choice is yours-you can do your best to make sure you ne ver put a dollar of capital at risk, or you can tap into the kind;of wealth that's being created every day in Silicon Valley.