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The fortunes generated by America's technology companies--from Hewlett Packard to PeopleSoft--have created tremendous pressure to generate more fortunes. These financial windfalls have resulted from efforts to identify markets that haven't yet been served, create products for those markets, build a dominant position, and then maintain that market share by continually improving the original product while also pursuing new avenues of enrichment. Silicon Gold Rush looks at this new business model and the management style that makes it possible. Gone is hierarchical management. If a new idea can't be implemented until it's gone up a ladder of managers and committees, then there's no point in bothering; a competitor with less bureaucracy will beat you to the market with something similar. Besides flattening out management structures, high-tech companies have also created an entirely new take on employee relations. The engineer or programmer or salesperson walking out the door at the end of the day carries the future of the business in his or her head. Give that person a take-it-or-leave-it ultimatum, and in a wink he or she is working for your competitor. Karen Southwick presents this new business paradigm in plain English, attaching useful, if sometimes bizarre, examples of how real companies deal with these issues. For example, a valued engineer at one company didn't like working in a cubicle--he needed a quieter space. To keep him happy, his company, Ipsilon Networks, built a roof over his cubicle, and gave him a door with a working doorbell. One can't imagine General Motors or Chase Manhattan Bank going this route, but who knows? This may be the model for 21st-century business, and companies that don't learn it could be doomed to the tar pits of commercial history. --Lou Schuler
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