Peoples from all over the world travel to Silicon Valley to create, innovate, pursuing dreams and challenging oneself to make a difference because of desperate desire to truly change the world. We're all working to change the world with innovative design and end products with the help of better technologies. Since many companies are in silicon city, the opportunities are also more. Innovating and making a difference are powerful, sustainably happy dreams are much more than anything. The Silicon Valley dream is to change the world. From organizational point of view, remote gadgets are not at all feasible because of many reasons. But many of the companies are still following for employee satisfaction, as temporary arrangements. In core R&D or production environment it’s very difficult.
More and more businesses are tele-communicating, even in healthcare to reduce cost and increase access to care. Do you see this physical contact continuing for long with rising oil prices and higher cost of establishing and maintaining physical sites?
First of all I liked the article Jennifer, and I agree that as we move forward a more remote-worker-driven workplace that the need to be in some sort of tech hub becomes less and less important.
But with that being said, there are still viable reasons for tech hubs and "Silicon Valleys" to continue to exist: let's say I'm a Software Engineer. If I'm good, I can probably stay in Kansas (or wherever I live) and find work. Good engineers are hard to find, so if I'm talented, I should be able to find work anywhere.
But if I wanted to do more than sit in my house and code for the rest of my life -- maybe climb the corporate ladder a little bit -- then moving to a tech hub of some kind seems like a good idea.
There are other advantages to physical location as well: if you're a good engineer in Silicon Valley, it isn't difficult to meet up with and work with people of similar interests. And if you're sick of your job and need a new one, it's fairly easy to transition to another company. It's easier to network, it's easier to maybe get a bunch of your friends together and try the start-up thing, etc.
And of course it is still relevant for tech companies to operate in such areas for this very reason: if I want to hire full-time, on-site talent, I'm going to have better luck in Northern California than I would in South Dakota.
This all being said, I do find the whole "Next Silicon Valley" thing kind of silly... It seems like I've been reading articles with similar concepts for years. There's only one Silicon Valley and it isn't likely to be replicated or surpassed elsewhere anytime soon.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.