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Beyond Silicon Valley - Coggle Diagram
Beyond Silicon Valley
In Silicon Valley, the quest for growth all too often trumps sustainable unit economics and profitability.
It is not unusual for start-ups to burn through millions of VC dollars a month as they chase ambitious growth target
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I t takes time—and resiliency—to build an industry from scratch, and this too makes a growth-at-all-costs approach untenable
some firms don’t have the luxury of choosing a balanced approach to growth and instead are forced to keep an eye on the top and the bottom lines
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of early 300 unicorn start-ups in the United States, only 18% were focused on health, food, education, energy, financial services, or housing
in Latin America, sub-Saharan Africa, and Southeast Asia reveals that far more target those basic human needs.
By offering basic services, companies have the opportunity to become necessary to untapped customers.
50% the world’s population lives in slums, and other areas where the government does not designate official street names or numbers
Within existing industries, entrepreneurs often set up operations in new ways that improve people’s lives
For example, Delhi-based start-up Rivigo focuses on the Indian logistics system
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Start-ups operating amid conditions of relative scarcity, economic shocks are more likely to occur, face unique pressures.
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Silicon Valley has one of the richest talent pools in the world. Stanford and Berkeley each graduate about 1,500 engineering students
Silicon Valley and other innovation clusters now have high employee turnover built into the business model
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In emerging markets, a distributed workforce is often a forced choice.
Another response to a lack of readily available talent has been for companies to build and train their own pipelines
innovators at the frontier invest so much
in finding and training candidates, they take a longerterm view of the employer-employee relationship
focusing less on workplace perks and more on incentives that reinforce values such as global connectivity.