Silicon Valley faces tech backlash: maybe needs to be taken down to size

Polarising content and Russian manipulation of social media are fuelling calls for greater regulation of firms like Google and FB. — 123rf.com

Demonstrators at a rally in opposition to white supremacists and the postponed right-wing "March on Google" protest of James Damore's firing that was originally planned the same day. — Bay Area News Group/TNS

Once a darling, tech hub Silicon Valley is under attack for its technologies which are damaging our lives.

ONCE upon a time, there was a beautiful land filled with bright minds and gleaming prospects.

People called it Silicon Valley, and out of it flowed knowledge, ideas and innovations that gave us almost-unthinkable powers to learn, to communicate, to transform our lives into exactly what we wanted them to be. The region’s denizens toiled happily at the cutting edge, and day by day, they were making the world a better place.

But today, this beautiful land is under attack from within and without. The products and services it sends out into the world are being called addictive, divisive and even damaging, raising the cry that instead of making the world better, they are making it worse.

As technology plays a deeper and more pervasive role in nearly every aspect of our lives, the industry that has upended everything from shopping and travel to education and human relationships is facing a backlash the likes of which Silicon Valley has never seen.

Polarising online content and Russian manipulation of social media platforms have fuelled calls from the right and the left for greater regulation of firms like Google, Facebook and Twitter. World wide web inventor Tim Berners-Lee, Republican US Senator John McCain, leftist billionaire George Soros, Salesforce CEO Marc Benioff and conservative Fox News host Tucker Carlson have all joined the chorus demanding the government take action.

Terrific or terrible?

Critics argue that the big tech firms have become too economically dominant, intruded too far into our lives and have too much control over what gets seen and shared online. At the same time, critics contend, those same companies have failed to take responsibility for the misuse of their services by malevolent actors, for the spread of fake news and for the way their platforms and algorithms can be gamed.

Stanford computer science students are protesting Apple, demanding it make less addictive devices.

The #MeToo movement has amplified a debate over sexual harassment and diversity in Silicon Valley. And conservatives have attacked the whole region as a liberal echo chamber that stifles precisely the open debate it claims to embrace.

Thus the backlash.

“What makes it categorically different now is that this is the first time I have seen that people are saying, ‘Hmmm, maybe Silicon Valley needs to be taken down to size,’ said Leslie Berlin, project historian for Stanford University’s Silicon Valley Archives. “This notion that what Silicon Valley represents actually threatens rather than embodies what makes the country great, that is new.”

Berners-Lee in an open letter recently called the tech giants “a new set of gatekeepers” whose platforms can be “weaponised” to widen social rifts and interfere in elections. Benioff told CNBC in January that social media was “addictive” and should be regulated like cigarettes.

Carlson wants Google treated like a public utility because it “shuts down free speech for political reasons”.

Former president Barack Obama, at a February conference at MIT, said social media was Balkanizing public discourse, creating “entirely different realities” that contribute to “gridlock and venom and polarisation in politics”.

Even Facebook has jumped in with an unusual mea culpa, issuing a news release in February admitting it was “far too slow to recognise how bad actors were abusing our platform”.

Raking in the money

Despite its critics, Silicon Valley remains hugely successful and influential, with 21% of employed people working in tech, according to a 2017 Federal Reserve Bank report. Though the region’s economy has shown some signs of slowing, job growth in Silicon Valley has been more than double the national rate since the beginning of the economic recovery in 2010.

And the region remains home to the two most valuable public companies in the world, Apple and Google’s parent firm Alphabet, as well as world-class universities. Every day, people around the world benefit from Silicon Valley-built tools that have transformed communication, opened access to information, and made life easier.

The notion that Silicon Valley’s best days are over is far from new – people have been predicting its demise ever since the advent of the microprocessor, said Berlin.

“It was going to be the oil shocks of the 1970s that were going to take it down, and then competition from Japan, India and China, the Dot Com bust, Y2K – it’s just been one thing after another, the 2008 crash,” Berlin said. “Time and again, Silicon Valley has bounced back from these perceived threats. Silicon Valley has always been sort of the golden child of the Golden State.”

But this time, Berlin and others see something shifting.

“It is unprecedented,” UC Berkeley Haas School of Business professor Abhishek Nagaraj, said of the backlash. “I think this is because of how deeply penetrated tech is in people’s lives.”

Nagaraj, who studies the tech industry, compared the demonisation of Silicon Valley to the outcry against Wall Street after deceptive investment banking practices knocked the United States into the Great Recession.

“It appears as if, basically, tech is the new finance,” Nagaraj said.

Overwhelming force

Increasingly, the public views the tech industry as a force against which they are powerless, said San Jose State University anthropology professor Jan English-Lueck, who researches Silicon Valley’s culture.

“It’s now on people’s radar screen to be a place of the elite, where they’re changing the world in a way that ordinary people don’t have an influence on that change,” EnglishLueck said.

While the devices and social media platforms created by hugely successful Silicon Valley tech firms have given us new ways to connect, they’ve also thrown the worst of human nature into our faces, said English-Lueck.

“You don’t have to look in somebody’s eyes when you’re telling someone something ugly,” English-Lueck said. “That’s really exaggerated people’s ability to hate.”

She believes the optimistic view of technology as the great liberator and connector helped keep major tech firms from building more safeguards into their platforms to prevent vicious online attacks, dissemination of fake news and nation-state intrusions.

“Do we want free speech and free action that’s amplified by the Internet?” she said. “Sometimes we don’t want that.”

Stephen Milligan, CEO of pioneering San Jose data-storage firm Western Digital, doesn’t think technology can solve everything.

But Milligan doesn’t buy the notion that Silicon Valley has lost its bloom. The region’s companies are still trying to solve “real problems” in the world and having a positive impact on people’s lives.

“It’s still cool,” Milligan said. “I actually think it’s more cool.”

Silicon Valley boosters such as Peggy Burke, CEO of Palo Alto branding agency 1185, will tell you the technology industry can fix the problems it creates.

“You have to weigh the good and the bad, and if the bad gets so bad that it outweighs the good, someone will solve for that,” Burke said. “If there’s a problem – traffic, transportation, housing, stopping Russians, fake news – someone in the Valley right now is working on solving for that problem. I’ve been in the Valley for 30 years and I’ve seen it happen over and over.”

A reckoning for the region is likely, but it won’t be a fatal one, Berkeley’s Nagaraj said. The problems arising from technology will exacerbate the ongoing decentralisation of innovation, as boot camps bring entrepreneurial skills to new regions, and clusters of expertise – in “deep learning” artificial intelligence in Toronto, for example – lead to cooperative projects linking the Valley to other areas, he said.

“It’s going to be a much more collaborative process than one of replacement,” he said. “We are moving to a world where not all the big hits come from Silicon Valley.”

Source: By Ethan Baron – The San Jose Mercury News/Tribune News Service

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Goodbye, Silicon Valley

Greener pastures: Wang at his company’s headquarters in Shanghai. The successful Silicon Valley alumni was lured back to China by the promise of a brighter future.

Chinese-born talents are abandoning California for riches back home with the rise of China's new titans.

A FEW years ago, Wang Yi was living the American dream. He had graduated from Princeton, landed a job at Google and bought a spacious condo in Silicon Valley.

But one day in 2011, he sat his wife down at the kitchen table and told her he wanted to move back to China. He was bored working as a product manager for the search giant and felt the pull of starting his own company in their homeland.

It wasn’t easy persuading her to abandon balmy California for smog-choked Shanghai.

“We’d just discovered she was pregnant,” said Wang, now 37, recalling hours spent pacing their apartment. “It was a very uneasy few weeks before we made our decision, but in the end she came around.”

His bet paid off: his popular English teaching app Liulishuo or LingoChamp raised US$100mil (RM397mil) in July, putting him in the growing ranks of successful Silicon Valley alumni lured back to China by the promise of a brighter future. His decision is emblematic of an unprecedented trend with disquieting implications for Valley stalwarts from Facebook Inc to Alphabet Inc’s Google.

US-trained Chinese-born talent is becoming a key force in driving Chinese companies’ global expansion and the country’s efforts to dominate next-generation technologies like artificial intelligence and machine learning. Where college graduates once coveted a prestigious overseas job and foreign citizenship, many today gravitate towards career opportunities at home, where venture capital is now plentiful and the government dangles financial incentives for cutting-edge research.

“More and more talent is moving over because China is really getting momentum in the innovation area,” said Ken Qi, a headhunter for Spencer Stuart and leader of its technology practice.

“This is only the beginning.” Chinese have worked or studied abroad and then returned home long enough that there’s a term for them – “sea turtles”. But while a job at a US tech giant once conferred near-unparalleled status, homegrown companies – from giants like Tencent Holdings Ltd to up-and-comers like news giant Toutiao – are now often just as prestigious. Baidu Inc – a search giant little-known outside of China – convinced ex-Microsoft standout Qi Lu to helm its efforts in AI, making him one of the highest-profile returnees of recent years.

Alibaba Group Holding Ltd’s coming-out party was a catalyst. The e-commerce giant pulled off the world’s largest initial public offering in 2014 – a record that stands – to drive home the scale and inventiveness of the country’s corporations.

Alibaba and Tencent now count among the 10 most valuable companies in the world, in the ranks of Amazon.com Inc and Facebook.

Chinese venture capital rivals the United States: three of the world’s five most valuable startups are based in Beijing, not California.

Tech has supplanted finance as the biggest draw for overseas Chinese returnees, accounting for 15.5% of all who go home, according to a 2017 survey of 1,821 people conducted by think-tank Centre for China & Globalisation and jobs site Zhaopin.com. That’s up 10% from their last poll, in 2015.

Not all choose to abandon the Valley. Of the more than 850,000 AI engineers across America, 7.9% are Chinese, according to a 2017 report from LinkedIn.

That naturally includes plenty of ethnic Chinese without strong ties to the mainland or any interest in working there. However, there are more AI engineers of Chinese descent in the United States than there are in China, even though they make up less than 1.6% of the American population.

Yet the search for returnees has spurred a thriving cottage industry.

In WeChat and Facebook cliques, headhunters and engineers from the diaspora exchange banter and animated gifs. Qi watches for certain markers: if you’ve scored permanent residency, are childless or the kids are prepping for college, expect a knock on your digital door.

Jay Wu has poached over 100 engineers for Chinese companies over the past three years. The co-founder of Global Career Path ran online communities for students before turning it into a career. The San Francisco resident now trawls more than a dozen WeChat groups for leads.

“WeChat is a good channel to keep tabs on what’s going on in the circle and also broadcast our offline events,” he said.

Ditching Cupertino or Mountain View for Beijing can be a tough sell when China’s undergoing its harshest Internet crackdown in history. But its tech giants hold three drawcards: faster growth in salaries, opportunity and a sense of home.

China’s Internet space is enjoying bubbly times, with compensation sometimes exceeding American peers’. One startup was said to have hired an AI engineer for cash and shares worth as much as US$30mil (RM119mil) over four years.

For engineers reluctant to relinquish American comforts, Chinese companies are going to them. Alibaba, Tencent, Uber-slayer Didi Chuxing and Baidu are among those who have built or are expanding labs in Silicon Valley.

Career opportunities, however, are regarded as more abundant back home. While Chinese engi-

neers are well represented in the Valley, the perception is that comparatively fewer advance to the top rungs, a phenomenon labelled the “Bamboo Ceiling”.

“More and more Chinese engineers who have worked in Silicon Valley for an extended period of time end up finding it’s much more lucrative for them career-wise to join a fast-rising Chinese company,”

says Hans Tung, a managing partner at venture firm GGV who’s organised events to poach talent.

“At Google, at LinkedIn, at Uber, at AirBnB, they all have Chinese engineers who are trying to figure out ‘should I stay, or should I go back’.”

More interesting than prospects for some may be the sheer volume of intimate data available and leeway to experiment in China.

Tencent’s WeChat, built by a small team in months, has become a poster-child for in-house creative licence.

Modern computing is driven by crunching enormous amounts of data, and generations of state surveillance has conditioned the public to be less concerned about sharing information than Westerners.

Local startup SenseTime for instance has teamed with dozens of police departments to track everything from visages to races, helping the country develop one of the world’s most sophisticated surveillance machines.

China’s 751 million Internet users have thus become a massive petri dish.

Big money and bigger data can be irresistible to those itching to turn theory into reality.

Xu Wanhong left Carnegie Mellon University’s computer science PhD programme in 2010 to work on Facebook’s news feed.

A chance meeting with a visiting team from Chinese startup UCAR Technology led to online friendships and in 2015, an offer to jump ship. Today he works at Kuaishou, a video service said to be valued at more than US$3bil (RM12bil), and commutes from 20km outside Beijing. It’s a far cry from the breakfast bar and lush spaces of Facebook’s Menlo Park headquarters.

“I didn’t go to the US for a big house. I went for the interesting problems,” he said.

Then there are those for whom it’s about human connection: no amount of tech can erase the fact that Shanghai and San Francisco are separated by an 11-hour flight and an even wider cultural chasm.

Chongqing native Yang Shuishi grew up deifying the West, adopting the name Seth and landing a dream job as a software engineer on Microsoft’s Redmond campus.

But suburban America didn’t suit a single man whose hometown has about 40 times Seattle’s population.

While he climbed the ranks during subsequent stints at Google and Facebook, life in America remained a lonely experience and he landed back in China.

“You’re just working as a cog in the huge machine and you never get to see the big picture.

“My friends back in China were thinking about the economy and vast social trends,” he said.

“Even if I get killed by the air and live shorter for 10 years, it’ll still be better.” - Bloomberg

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Next Crisis Will Start in Silicon Valley - Bloomberg

Chinese workers abandon Silicon Valley for riches back home ...

Facebook, Zuckerberg & banks sued over IPO

The lawsuit charges the defendants with failing to disclose "a severe and pronounced reduction" in forecasts for Facebook's revenue growth in the run-up to Friday's IPO.

The lawsuit names Mark Zuckerberg, Facebook's founder, as a defendant, as well as top Silicon Valley investors Peter Thiel and Marc Andreessen. Photograph: AFP/Getty Images

Facebook, Morgan Stanley and some of the biggest names in Silicon Valley are being pursued over the social network's disastrous share sale by the law firm that won a $7bn settlement for Enron's shareholders.

Robbins Geller is co-ordinating a class action lawsuit alleging that Facebook and its bankers misled investors about the true state of their business while informing a handful of privileged clients about the company's true prospects.

The lawsuit, filed in New York, names Mark Zuckerberg, Facebook's founder, as a defendant, as well as top Silicon Valley investors Peter Thiel and Marc Andreessen, and Goldman Sachs, JP Morgan and Barclays Capital.

Facebook shareholders have sued the social network, CEO Mark Zuckerberg, and a number of banks, alleging that crucial information was concealed ahead of Facebook's IPO.

The lawsuit, filed in the U.S. District Court in Manhattan this morning, charges the defendants with failing to disclose in the critical days leading up to Friday's initial public offering "a severe and pronounced reduction" in forecasts for Facebook's revenue growth, as users more and more access Facebook through mobile devices, according to Reuters, which cited a law firm for the plaintiffs. (The case is Brian Roffe Profit Sharing Plan v. Facebook, 12-04081.)

Earlier this month, Facebook updated its filings with the Securities and Exchange Commission to say that the shift to smartphones and other mobile gadgets is cutting into the prices it can set for advertisers, which would in turn hurt the company's revenue. In March, the social network had 488 million monthly average unique users of its mobile products, out of a total of just over 900 million registered users.

The plaintiffs charge that the changes to the forecast by several underwriters of the IPO were only "selectively disclosed" to a small group of preferred investors and not to the investment community at large. "The value of Facebook common stock has declined substantially and plaintiffs and the class have sustained damages as a result," the complaint says, per the Reuters report.

Facebook's stock opened Friday priced at $38 and, aside from a slight uptick right at the start, has been trading lower since then. It closed at $31 last night. In early trading today, shares are up better than three percent to around $32.

More Facebook news

• Nasdaq expresses regret over Facebook IPO
• Who downgraded Facebook's prospects? Maybe Facebook did
• Facebook's swooning stock: Pity Sean Parker, other gajillionaires

A report from well-known Wall Street watcher Henry Blodget, citing an unnamed source, posits that a Facebook executive was responsible for telling institutional investors, but not smaller investors, about the reduction in revenue estimates.

Speaking on CBS This Morning today, Blodget described the sequence of events regarding the estimates and the failure to fully share material information. "The fact that it was only distributed verbally to a handful of institutions as opposed to all investors is a problem," he said.

This isn't the only lawsuit related to Facebook's IPO. A Maryland investor, for instance, is suing the Nasdaq stock exchange over glitches in how it handled the offering.

We're reaching out to Facebook for comment and will update this story when we hear back.

by Jonathan E. Skillings 

Facebook, banks sued over pre-IPO analyst calls

Wed May 23, 2012 11:02am EDT
 

(Reuters) - Facebook Inc and banks including Morgan Stanley were sued by the social networking leader's shareholders, who claimed the defendants hid Facebook's weakened growth forecasts ahead of its $16 billion initial public offering.

The defendants, who also include Facebook Chief Executive Officer Mark Zuckerberg, were accused of concealing from investors during the IPO marketing process "a severe and pronounced reduction" in revenue growth forecasts, resulting from increased use of its app or website through mobile devices. Facebook went public last week.

The lawsuit was filed in U.S. District Court in Manhattan on Wednesday, according to a law firm for the plaintiffs. A day earlier, a similar lawsuit by a different investor was filed in a California state court, according to a law firm involved in that case.

In the New York case, shareholders said research analysts at several underwriters had lowered their business forecasts for Facebook during the IPO process, but that these changes were "selectively disclosed by defendants to certain preferred investors" rather than to the public generally.

"The value of Facebook common stock has declined substantially and plaintiffs and the class have sustained damages as a result," the complaint said.

Representatives of Facebook and Morgan Stanley did not immediately respond to requests for comment.

Facebook shares fell 18.4 percent from their $38 IPO price in the first three days of trading, reducing the value of stock sold in the IPO by more than $2.9 billion.

(Reporting by Dan Levine in San Francisco and Jonathan Stempel in New York; Editing by Gerald E. McCormick and Lisa Von Ahn)

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Too Young to Fail

17-year-old Laura Deming doesn't drive and can't vote. Is now her chance to change the world? 

Thinking ahead: Academic prodigy Laura Deming left school and moved to Silicon Valley after winning a $100,000 grant to start a business.
Jessica Leber

Laura Deming was studying for finals in a crowded MIT reading room last April when her phone rang. That's when she learned she may never again take another exam.

Deming, only 17, had just been chosen by Silicon Valley billionaire Peter Thiel for a high-profile experiment: Put $100,000 apiece in the hands of 24 entrepreneurial teenagers and give them free rein to pursue innovative ideas.

The condition? Deming had to leave her studies and classmates, and vow to stay out of college during the two-year fellowship.

Thiel, who is PayPal's co-founder and holder of two Stanford University degrees, says higher education today is in a "crazy bubble" that, like a bad mortgage, saddles students with tuition debt often for little in return. A vocal libertarian, Thiel, 44, takes the view that a college degree can be harmful to innovators because of the conservative, career-driven mindset it imparts.



"Youth have just as much intelligence and talent as older people," says James O'Neill, head of the Thiel Foundation and managing director at Thiel's investment fund, Clarium Capital. "They also haven't been beaten down into submission by operating within an institution for a long time."

Thiel has attracted critics for his anti-higher-education message. After all, not every young person is like Deming, a home-schooled prodigy who learned calculus at 11 and sought experience in a cutting-edge genetics lab at 12. That's where she first had a chance to explore the science of extending the human lifespan, an idea she's now hoping to turn into a business.

For Deming and her cohort, chosen from more than 400 applicants, the publicity around Thiel's endorsement has been followed by some quick successes. Eden Full, 19, won a $260,000 social entrepreneurship award for her efforts to improve solar energy in developing countries. Dale Stephens, 20, landed a Penguin deal for his book Hacking Your Education.

Still, the foundation embraces the startup ethic that failure is inevitable, even desirable. So does John Deming, Laura's father, an investor who moved the family to Boston when his daughter enrolled at MIT at age 14: "What I say to Laura is 'The biggest problem you have so far, kid, is you haven't failed yet.'"

After packing up her things at Sigma Kappa sorority, Deming moved across the country to a tiny room in a shared house in Palo Alto. Most days, she gets up before sunrise and heads out on foot to catch a commuter train to San Francisco, where she is talking to investors about a venture capital firm she wants to create to back research on new therapies for age-related diseases.

Because of SEC rules, Deming says she can't go into details about the firm. But she jokes that one question now is whether to wait until her 18th birthday so that she can legally sign up investors or ask her father to do it. "The cool thing about Silicon Valley is that, though people might be skeptical of youth, they don't actually know that you're not smart enough or capable enough to make it work," she says.

With startup success stories tempting undergraduates to quit, universities have raced to add entrepreneurship to their curricula. Stanford has StartX, an accelerator for student-run startups. Similarly, last year UC Berkeley created FounderSchool, which prepares students to raise venture money. James G. Boyle, managing director of the Entrepreneurial Institute at Yale University (which lost four undergraduate students to Thiel fellowships) agrees that more colleges should help kids start companies, but he says that most students benefit from an environment where they can test ideas without betting their future.

Deming doesn't know yet whether she'll ever go back to finish her college degree. "The funny part is I think I'll miss studying for exams," says Deming. "It's the sort of thing that was very fun—like a sudoku puzzle or a crossword puzzle can be fun. But I thought that I could learn a lot more about the biotech industry and business by diving right into it."

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Go East, Young Entrepreneur!

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Rebecca Fannin, Contributor

Mid-career U.S. and European professionals in their 30s and 40s are making it in China and can’t get enough of the place.

 

Qunar founder Fritz Demopoulos at Silicon Dragon Beijing 2011 >

Fritz Demopoulos, 43, a Southern Californian and MBA grad from UCLA’s Anderson School of Management hasn’t mastered Mandarin, but has scored two Chinese Internet successes over the past decade. In June 2011, Baidu invested $306 million in the travel search engine Qunar he formed in 2005 and he stepped down as CEO, turning management over to Chinese staff. Demopoulos, who was born in the U.S. to a Greek dad and Austrian mother, got his start in China as business development manager for Rupert Murdoch’s News Corp., working alongside Wendi Deng in the late 1990s in Hong Kong and mainland China, and running information technology portal Chinabyte.com. He next joined NASDAQ-listed Chinese portal and gaming company Netease and worked closely with the CEO on a two-year turnaround. In 2001, his first China startup, sports portal Shawei, was bought by Hong Kong-based Tom Group for $15 million.

With his credentials, Demopoulos could write his ticket. He’s exploring opportunities to start another business or become an active investor, and plans to continue working in either Hong Kong or Beijing. “I don’t think I will be based at the debtor to China, ie the U.S.,” he says.

Richard Robinson, 43, hails from Boston and still drops the “r’s” with his accent though he’s long ago broken through the language and cultural barrier on a whirlwind tech startup career in China. His journey has led from helping to jumpstart the original Rupert Murdoch-funded Renren to a VP at wireless and entertainment player Linktone to spearheading seven startups in wireless technologies – and even running his Beijinger wife’s venture, Kooky Panda, a mini-Zynga mobile social gaming business, on a miniscule $40,000 budget before Infinity Ventures funded it. “In China, you can live on a penny and a big dream,” notes Robinson, who points out that burn rates or monthly costs to ramp up a business in China are about one-tenth of those in Silicon Valley.



The latest gig for the hyperkinetic Robinson is heading up international for Beijing startup Youlu, a mobile phone address book that leverages social network connections. Youlu’s CEO is rock star Zany Zeng, the former chief technology officer at China’s Facebook-plus site, Oak Pacific Interactive . “I really feel we have lightning in a bottle with this one,” he says.

Spurred on by seeing his friends and colleagues venture over to China and succeed, Silicon Valley tech executive Elliott Ng found he could not resist the lure to go eastward. In early 2011, the overachiever ‒ Harvard MBA grad, ex- Microsoft product manager, McKinsey associate, co-founder or director of four tech startups, and angel investor – joined Google to lead product management for Greater China. He’d lived in the Bay Area for 14 years, his wife had a full-time job as a pediatrician, and their three young boys were pretty happy where they were.

But in July, he and his family relocated to Beijing. “Silicon Valley is still the best, most open startup/tech ecosystem in the world,” says Ng. “Beijing is the center of Chinese culture, government and information technology.” The one drawback? Polluted Beijing air.

Family reasons have kept social media goddess and Taiwanese native Christine Lu from making the break herself. The 35-year-old single mother has her support network in Los Angeles for her six-year-old son, and she’s managing to stay very involved as an entrepreneur at the intersection connecting China and the U.S.

Her latest adventure is Affinity China, a private network that provides members access to unique luxury, lifestyle and travel experiences – an area that matches her interests well as a shareholder in two swanky Shanghai cocktail bars, CVRVE and M1NT.  She’s had some grass-roots experience in China as well, designing and launching two clothing lines for her family’s apparel business in the Mainland, launching an e-commerce site for women during the dotcom days, and working in Shanghai for five years from 1999 to 2004 as head of marketing for TV Shopping Network.

Her conversational Mandarin is a plus and quarterly trips to Shanghai keep her plugged into what’s happening. “If it wasn’t for my parents forcing me to visit China for the first time in 1995 as a freshman in college, I would be late to the China game today playing catch up. That trip changed everything. The entire city was under construction. There was no skyline in Pudong. There was no expressway to the airport,” recalls Lu. “But there was an energy, a feeling that in ten years, things were going to be much different . . . and I wanted to be part of it.”

Since moving to China in 1997 to study Chinese at Shanghai’s East China Normal University and marrying a Chinese woman he’d met on campus, suave Parisian native Bruno Bensaid, 39, has not looked in the rear view mirror. After working in finance for Cisco Systems from Singapore, he moved back to Shanghai and managed a tech accelerator that launched several venture-backed mobile startups from France in China, then joined French venture firm Ventech to do China deals, and in 2008, started his financial advisory group ShanghaiVest in 2008.

He’s well rooted in the tech community as a founder of the Shanghai chapter of industry networking group MobileMonday and an angel investor with Shanghai’s tuned-in AngelVest. “I’m very involved in business development with the startups I invest in,” says Bensaid, who’s recently backed a luxury travel network, a mobile apps engine for kids and a social marketing company with an all-star team.

Robert Strawbridge, 42, grew up on Long Island’s North Shore and spent summers in Newport, Rhode Island and Maine, later moving to San Francisco in time to ride the dotcom boom as IPOs were soaring. In 2008, he left behind his Cape Cod style home overlooking the Bay and rented an apartment in Beijing to catch the next big trend. A Hambrecht & Quist alum from the mid-1990s who later co-founded a sportswear manufacturer and worked as a VP at a Zurich investment bank, Strawbridge launched Beijing-anchored Sea Cliff Capital International in 2008.

The boutique merchant banking firm specializes in cross-border transactions with a focus on assisting clean tech and energy-related companies expand into China and raise capital. Strawbridge, who served in the U.S. Marine Corps for five years and was a combat diver, likens his China experience to “deployment” and says he’s in Beijing for the long haul.

As excerpted from Startup Asia (Wiley, Oct. 2011) by Rebecca A. Fannin

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The accidental entrepreneur

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LOOKING back at the last nine years, here are the hard facts I have had to face:

1. Before SPM, I was too lazy to study hard as I knew I had the financial backing of my parents. I never thought about how lucky I was, or how much they sacrificed to put me through college;

 

All great journeys start with small steps, and I hope anew everyday to have the courage to take them —ANAND PILLAI

2. I finished SPM with dreams of being a hotshot engineer in Silicon Valley riding the dot-com bubble. Of course, I knew shockingly little about what any of those things really entailed; and

3. Up till recently, my knowledge of the world – its problems, its people, and its culture – was severely lacking as it was shaped by commercialised Western television and the Internet. Although I grew up in Malaysia, I had little exposure to folk from other social classes.

My journey began at the dawn of the millennium when I completed my A-Levels and went on to pursue an engineering degree at Northwestern University in Chicago, the United States (US). It was very, very cold there – minus 20 degrees Celsius at times.

Three years after starting college, I was a radically changed person. I realised that my true calling was to devote my life to work that was meaningful to me, and that I did not enjoy engineering in its traditional sense, although I graduated with a Bachelor in Industrial Engineering and Management Sciences.

Upon graduation, I was determined to find employment in the non-profit sector and secured an internship at an organisation that provided food to the homeless in Chicago.

Although I enjoyed my work immensely, I was not able to remain employed there due to my US work visa situation. I had to decide if I was to return to Asia to work in the development/non-profit field, or pursue a corporate career in the US, which was the only way to secure a work visa at the time.



The allure of a large pay cheque, sharp grey suits and expense accounts eventually won me over and I accepted a management consulting position in Philadelphia. I worked there for two years and went on to become a manager at a global pharmaceutical company in Princeton, New Jersey, making more money than I ever thought possible.

Fortunately, throughout my corporate career, I focused on learning from my work environment and saving as much money as I could while pursuing other interests after work hours.

After three years in my cubicle, I left the corporate world and began to work on my own entrepreneurial ventures in Philadelphia and other cities. I wanted to be a small business entrepreneur because it would allow me to live a lifestyle that I cherished. More importantly, I would be able to pursue work that would be meaningful to me – personally and professionally – without being held accountable to someone else’s whims or the profit motives of owners or investors.

Over the years I discovered (due to a combination of part-time work and meeting new people) that my passion lay in “social business”.

This is the model of running profitable, successful companies which at its core takes into account the 3 P’s – people, planet, and profits.

This effectively combined my interests in the traditional business world with providing a social benefit to the communities I worked in.

My entrepreneurial ventures include partnering with an experienced real estate investor on low-income housing in Philadelphia. I also developed an education consulting business where I worked as a career counselor for 20-somethings who were trying to find their place in the world. Most importantly, both endeavours were entrepreneurial in nature and very meaningful to me as they met the objectives I wanted to achieve in my professional career.

After spending close to 10 years in the US pursuing further education and work opportunities, I recently decided to move back to Asia.

Spending time with my family, pursuing meaningful business ventures in Malaysia, and exploring and enjoying my native land was a calling too strong to ignore.

I intend to continue my work in real estate and career guidance here, but also focus my energies on other business ventures including sustainable tourism, fitness, and nutrition – all passions of mine.

As I pause midway through my life and look back at life after SPM, I realise that the road I took was one that I never expected to be on, but I am eternally grateful and humbled by the opportunities I have had. I intend to live the rest of my life building upon that foundation.

I constantly remind myself of my primary goal – creating positive change in the world. All great journeys start with small steps, and I hope anew everyday to have the courage to take them.

● Finishing school is a fun time but for most of us, it is a time for some serious thinking about your future. The Star Education Fair’s Options After SPM talk is a good place to help you make your choices easier.

This story is published in What’s After SPM? available at MPH Bookstores.

CEO, the Least Popular Job in Silicon Valley

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Potential CEOs are opting for quicker dollars at startups and investment firms

 

Illustration by Sophia Martineck

By Peter Burrows

Dave DeWalt is known within Silicon Valley for his technical chops, his charisma, and his business accomplishments, which include reinvigorating security software maker McAfee and selling it to Intel (INTC) in 2010 for $7.7 billion. At 47, he now has bigger ambitions. “Running a big-cap company is considered the crowning achievement in many people’s careers, and I feel that way as well,” says DeWalt.

Such talk makes DeWalt an anomaly. In tech circles, the C-suite at a publicly traded company is no longer the be-all and end-all. Just look at the troubles Yahoo! (YHOO) and Hewlett-Packard (HPQ) have recently had finding new leaders. HP canned former SAP (SAP) Chief Executive Officer Léo Apotheker after just 11 months—then faced a barrage of criticism for replacing him with HP director and former EBay (EBAY) CEO Meg Whitman without bothering to look beyond its own boardroom.

Industry consolidation has created a small number of very large technology companies such as HP, Cisco (CSCO), and Microsoft (MSFT). They’ve stumbled in recent years as disruptive developments like the mobile revolution and the dash to the cloud shake the entire sector. As the job of leading these companies gets tougher, there are fewer talented leaders with the skills—and inclination—to do it. Rather than wait for high-profile CEOs such as Cisco’s John Chambers, Microsoft’s Steve Ballmer, and Research In Motion’s (RIMM) Mike Lazaridis and Jim Balsillie to step down, many potential replacements have decamped for more exciting, and potentially more lucrative, gigs at startups or as investors. “This is the first time in tech history that you have this many companies with CEOs approaching 60 that don’t have any obvious successors,” says John Thompson, vice-chairman of recruiting firm Heidrick & Struggles (HSII).



Consider Cisco. With 62-year-old Chambers now in his 16th year as CEO, many of his most capable lieutenants have given up waiting for their chance to succeed him. The list of departures since 2007 includes former Chief Development Officer Charles Giancarlo (now a private equity partner at Silver Lake), longtime general manager Tony Bates (who jumped to Skype just before it was purchased by Microsoft in May), and former head of the data center business Jayshree Ullal (now CEO of Arista Networks). While the accomplishments of Chambers and other longtime CEOs including Ballmer are undeniable, their long tenure has sapped the strength of the back bench, says Heidrick’s Thompson. Now a common belief is that both companies will need to go outside for their next CEO—not an easy task when the competition for talent includes hot pre-IPO companies such as Facebook. “The people who could possibly do these jobs realize it would be easier to create a new company rather than try to get an old stodgy one to adopt new ideas,” says Trip Hawkins, CEO of game developer Digital Chocolate.

Boards of directors get low marks on recruitment and retention, too. Few give much attention to succession planning until crisis hits, says Jeffrey A. Sonnenfeld, senior associate dean of the Yale University School of Management. New hires such as Bartz and Apotheker are set up for failure as boards prioritize near-term earnings over long-term risk-taking. “We’ve been weeding the qualified people out of the system for the past 15 years,” says Roger McNamee, a longtime technology investor and co-founder of private equity firm Elevation Partners.

Nor have tech companies excelled at developing CEOs. Once executives prove themselves in a given area—say, software engineering—they rarely go through General Electric (GE) -style development programs to get exposure to a business’s full breadth. There are exceptions: Intel and IBM (IBM) are both organized so that top executives get to run multibillion-dollar business units. IBM Senior Vice-President Michael E. Daniels, for instance, runs the $56 billion services business. At Intel, young executives have an apprentice system where they shadow top executives (current CEO Paul S. Otellini spent years carrying Andy Grove’s bags). As a result, both companies have succeeded at finding internal candidates for the top job. But this is not the norm in Silicon Valley, where most companies are organized along strictly functional lines such as marketing. “The tech industry is great at producing technology, but it’s not producing leaders,” says Rosabeth Moss Kanter, a professor of administration at Harvard.

To break the cycle, some tech industry veterans say it’s time for a new approach to choosing CEOs. Forget the old idea of finding an older, well-known operations or sales executive to maximize earnings and soothe nervous shareholders. Too often, those experiments—Dell’s (DELL) Kevin Rollins, Apple’s (AAPL) John Sculley, Yahoo’s Carol Bartz—have failed, says McNamee. Now Old Guard tech companies need to find risk-takers willing to bet big on new visions. That’s hard enough for entrepreneurs such as Amazon.com’s (AMZN) Jeff Bezos. It may be even harder at companies settling into middle age.“Somebody is going to have to take some risks, and bring in younger CEOs for a while,” says McNamee.

To find them, some boards are taking a larger role in succession planning. Egon Zehnder International has been testing a new approach for two years, in which board members use a number of techniques such as mentorship programs to groom internal candidates, says Karena Strella, managing director of the firm’s U.S. unit. The goal is to take some focus off past accomplishments and identify impassioned, adaptable people. Then it’s up to the board to back them, says Thompson. “People forget that it took Steve Jobs seven years to really move the needle at Apple,” he says. “If you used that standard today, he would have been fired long ago.”

The bottom line: Shortsighted boards and the long tenure of some CEOs have led to a succession crisis at big-cap tech companies.

Burrows is a senior writer for Bloomberg Businessweek, based in San Francisco.

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What Is the Chinese Dream?

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What Is the Chinese Dream? -- Part II 

Helen H. WangContributor

Helen Wang is a consultant, and the author of The Chinese Dream: The Rise of the World's Largest Middle Class and What It Means to You. Originally from China, Wang has lived in the U. S. for over twenty years. After finishing her masters degree at Stanford University, she joined a think tank in California, where she consulted for Fortune 500 companies including Apple Computer, Oracle, and Bank of America. Wang then became an entrepreneur in Silicon Valley Internet start-ups. In 2004, she returned to Stanford University as a Reuters Fellow, developing technology solutions for under-served communities. A sought-after speaker, Wang currently divides her time between consulting for companies doing business in China and helping non-profit organizations make a difference.

The author is a Forbes contributor. The opinions expressed are those of the writer.

A few months back, I wrote an article “What Is the Chinese Dream” here. In that article, I recounted an incident in which someone asked me: “tell me in one sentence or two, what is the Chinese dream?” I stuttered, and then said, “This is a simple question, but there are no simple answers.”

Since then, I have been thinking about this question, “what is the Chinese Dream?” I feel a little foolish that, having written a book titled The Chinese Dream, I still cannot articulate what the Chinese dream is.

When I speak to an American audience, I often say “the Chinese Dream is like the American Dream” (and this has even offended some of my Chinese compatriots). Yes, the Chinese middle class wants what Americans have – owning a big house, driving a luxurious car, and living a comfortable life.

But many would argue with me that that is not the essence of the American Dream.

Wikipedia defines the American Dream as “a national ethos of the United States in which freedom includes a promise of the possibility of prosperity and success.” American historian James Truslow Adam coined the term “the American Dream” as “life should be better and richer and fuller for everyone, with opportunity for each according to ability or achievement.”

My version of the American Dream, which I hope many would agree with, is:  regardless of one’s background, with determination and hard work, one can achieve whatever one aspires to in life.

In order for such a dream to thrive, it needs a system that encourages entrepreneurship, creativity, and diversity. That system must also guarantee equal opportunities, freedom, and rule of law.



During my trip to China in June, I asked Chinese audiences what they thought the Chinese dream was. No one, not a single person, could answer the question. To put it bluntly, China doesn’t have the Chinese dream. Or, there is no “Chinese Dream” that defines China the same way that the American Dream defines America.

This is a serious problem for China. It is like a person without soul, a computer without an operating system, and a ship without a navigator.

In Beijing, a young woman challenged me: “Why do we need a dream?” she asked. True. The Chinese are pragmatic people. Good health, good fortune, and good family are all they need – fair enough.

In writing my book The Chinese Dream, I spoke to over one hundred people in China. They are from all walks of life – entrepreneurs, office workers, rural migrants, and so on.  About half of them said they didn’t have dreams, didn’t bother to dream, or there was no use to dream because dreams and reality are too far apart.

Without dreams, one will lose the source of inspiration and imagination. It is dreams that drive upward mobility, that allow us to see beyond our limitations and achieve what seems impossible.

When I left China 20 years ago, there was no Chinese dream. I had to leave my country and come to America in order to pursue my dreams of a better future. Today, many young people in China can start businesses and they have a lot more opportunities. But many of them still want to come to America. There is still no Chinese dream.

Recently, more and more Chinese middle class families have emigrated to the United States. They saved up enough cash, sent their children to American universities, and bought properties in the States and settled down here.

One might ask “why?” Today, China seems to have all the opportunities while the United States seems to have all the troubles. Yet, the promise of the American Dream is still attracting people from around the world.

What is the Chinese Dream? This question is not only important to China, but also to the rest of the world. Today, China is the second largest economy in the world, a major economic power. What does China stand for, what will China become? People around the world are watching and speculating.

I believe part of the reason that people in the West fear China is that they are not certain whether China will be a benign power or an evil power because they don’t know what the Chinese Dream is.

The United States as a superpower has done many wrong things and bad things in the world. But people around the world in general know what the U. S. stands for. Some people may disagree or resent U.S. foreign policies, but few people see the U. S. as an evil power.

It is time for China to define a new dream. The real Chinese dream has to come from the Chinese people – something that reflects the fundamental values of who they are and what they represent.  It will probably require some deep soul searching of an entire generation or even several generations of the Chinese people to identify the true Chinese dream.

Now my book The Chinese Dream is being published in China. It is my hope that it will not only serve as a bridge between China and the West, but also start an important conversation about the Chinese Dream.
What do you think? Please add your version of the Chinese Dream in the comments area.

 What Is the Chinese Dream? -- Part I

In an event in Silicon Valley, someone asked me: “In one sentence or two, would you tell me what is the Chinese dream?” (as he learned I wrote a book called The Chinese Dream).

A simple question, but no simple answers.

When I left China 20 years ago, there was no Chinese dream. I had to leave my country and come to America to pursue my dream of a better future. But today, many young people in China can start their own business and have a lot more opportunities. Even many of my American friends are going to China because of the tremendous opportunities presented there.

As a Chinese magazine editor told me bluntly, “The Chinese Dream is a copy of the American Dream.”

Many middle class Chinese are influenced by the American way of life. They are bombarded by many material temptations and proliferating choices. TV commercials, the Internet, and Hollywood movies give them a rosy picture of the American middle class.

One Chinese blog described it this way: “American middle class people live in a villa with a two-car garage in the suburbs. In front of the house, there is a green lawn. They have 2-3 children, and a dog. The husband goes out to work, and the wife stays at home taking care of the children. On weekends, they drive their SUVs to the countryside for barbecues and camping.”

That is the picture in most Chinese people’s minds of “the American Dream”— owning a big house, driving a nice car, and having a comfortable life. The Chinese middle class wants it all.

In my book The Chinese Dream, I discuss a wide variety of topics related to a rising Chinese middle class and explore the implications in economics, the environment, culture, and politics. For people who do not have time to read the book, here is a peek:

 he Chinese Dream is organized in two parts. Part One, “The Making of the Middle Class,” reviews the dramatic changes over the past fifteen years in China that gave birth to the new breed of Chinese middle class that is still emerging.
 
The Introduction, A Five-Thousand-Year Dream, provides an overview of the Chinese middle class and presents the main theme of the book—that the rise of a large Chinese middle class will be a complementary and balancing force in the global community and benefit the world as a whole.

Chapter 1, A Peculiar Private Sector, explores a topic that mystifies many people in the West: how capitalism and communism, two mutually exclusive systems, can exist side by side in China. Through profiles of a state-created bourgeoisie and a communist entrepreneur who wears Playboy shoes and invests in the capitalist stock market, among others, I show how China’s not-so-private sector operates. In reflecting on this complexity of Chinese society, I discuss the differences between Eastern and Western ways of thinking and how they, although seemingly contradictory, can be complementary to each other.

Chapter 2, Collective Identity Crises, looks at the impact of globalization on the urban Chinese middle class, known as “white collars.” Among them are a recruiter who gave up her dream to be a reporter, a gay son of former Red Guards, a blogger who drinks Starbucks coffee and studies American business icons, young entrepreneurs who are becoming increasingly westernized, consuming as fast as the money pours in, and many more. Their stories are a microcosm of modern China, full of the contrast of past and present, the conflict of old and new, and collision of East and West.

Another major factor in the growth of the Chinese middle class is the country’s unprecedented urbanization. Chapter 3, The Greatest Migration, features rural migrants who pulled themselves up out of poverty, examines the reasons for this great migration, and discusses potential obstacles—such as China’s rigid household registration and educational systems—to the Chinese middle class’s ability to move up. In this chapter, I also debunk the myth of China’s manufacturing power and challenge people in the West to see beyond our own immediate interests and view China as an opportunity, rather than a threat.

Part Two, “Complexities and Challenges,” discusses the impact of the Chinese middle class on Chinese society, the United States and the rest of the world, how it will change the dynamics of the planet we live in, and why it can lead to a safer and stronger world.

Chapter 4, An New Economic Engine, explores the economic implications of a large Chinese middle class, both for China and for the world. A burgeoning middle class, calculated to reach 600 to 800 million within the next fifteen years, is jumping aboard the consumerism train and riding it for all it’s worth—a reality that may provide the answer to America’s economic woes. The chapter presents ways Western companies can capitalize on China’s enormous consumer market, and argues that the Chinese middle class will be an alternative growth engine for the global economy. As counterpoint to this argument, I deconstruct the myth of China as a superpower.

Although a large Chinese middle class offers significant benefits for the world economy, it will also pose serious challenges to the environment and global warming. Chapter 5, Environmental Megachallenge, showcases China‘s widespread pollution and looks at both the challenges and opportunities presented by this environmental crisis—problems that the U. S. can help solve. The chapter discusses both the bottom-up environmental movement in the West and the top-down governmental approach in China and presents a case for mutual learning and collaboration.
 
Twenty plus years after Tiananmen Square, will a growing Chinese middle class push for more democracy? In Chapter 6, Democracy or Not Democracy, That Is the Question, I review China’s troubled history of democratic pursuit and interview a former Tiananmen Square demonstrator, an editor for one of China’s outspoken magazines, and other intellectuals and entrepreneurs. The chapter discusses the relationship between the Chinese middle class and the government, and explores the possibility of a democratic China.

China is leapfrogging into the information age. Chapter 7 , Looking at the World Upside Down, tells the story of a Chinese Internet entrepreneur who started an e-commerce company that defeated eBay in China. This chapter documents why some companies fail while others thrive in the Chinese market, and illustrates important lessons that multinationals cannot afford to ignore when seeking to do business in China.

China is experiencing a surge in religious beliefs as the country continues to undergo rapid and profound changes. Chapter 8, Unquenchable Search for Meaning, recounts stories of people’s search for spirituality and their desire to find meaning in life: a jewelry store saleswoman wavering over believing in God, a public relations manager shopping from religion to religion, an entrepreneur who converted to Christianity but is still in doubt, and others. The chapter delves into the government’s attitude towards religion and the middle class’s quest for balance between material and spiritual enrichment.

The book’s Conclusion, From the Chinese Dream to One World One Dream, asserts that middle class Chinese and Westerners are connected by a common set of core values and share many of the same aspirations and dreams. By accepting our interdependence and seeking to learn from each other, we will all benefit. The Chinese middle class is an emerging global force that can serve as a catalyst for a more balanced world for all.

Interspersed throughout are my personal stories and life-changing experiences—my childhood in China, my arrival in the United States, and my visits back to China over the years.

If you have a better definition of the Chinese Dream, please let me know.
(Helen Wang is the author of The Chinese Dream: The Rise of the World’s Largest Middle Class and What It Means to You. Available on Amazon and http://TheChineseDreamBook.com)

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