Leon Malmed, American sales and marketing executive, mechanical engineer.
Is there a lesson here for the rest of us? By Joel Kotkin In the beginning, there was the team. Each had been bitten by the entrepreneurial bug. Together they decided to strike out on their own. Aside from that, little else was clear. Not even the type of business they would go into.
As they gathered in the sweltering Houston summer ofthey considered starting a Mexican restaurant, a company to produce hard disks for microcomputers, and a business built around a beeping device to help find a misplaced briefcase or car keys. It was the hottest performance by a start-up in the history of American business, and success has since been piled on success.
And, even more remarkable, profit margins have kept pace with growth. Compaq's is the sort of story of which high-technology myths are made. But unlike many start-ups that have made countless fortunes in Silicon Valley and elsewhere, this one was different.
There were no flashes of genius, no technical break-throughs. If anything, say Compaq's founders, their story is something of a paean to dullness, a lesson in how a strong core of experienced executives managed their way to the top of high tech. If people say, 'Ho hum' and that we need more pizzazz, I think they miss the point.
A growing number of companies are organizing themselves around a "smart team" of experienced, savvy managers who substitute collegiality for hierarchy and keep their focus on a single goal: The term "smart team" may have originated with management consultants Steven M.
Panzer and Robert P. With venture capital tight, competition fierce, and product life cycles shrinking to spans of months instead of years, Panzer and Kelley argue that high-tech entrepreneurs have to adapt their management styles to a more demanding environment -- one in which there is precious little room for error.
Entrepreneurs must learn to invest their managers with a collective responsibility for even the most crucial business decisions. And managers have to learn to look beyond the narrow confines of disciplines to the broad concerns of the company as a whole.
They can't just be order givers. Instead, they are becoming coordinators, whose main task is to tap the potential of their teams. That's become the key factor for success. Fully two-thirds cited the development of a strong management team.
Nothing prompts this concern for team management so much as the realization that in the recent shakeout in the microelectronics industry, the victims have included some of high tech's most celebrated and charismatic entrepreneurs see box, "A Rogues' Gallery of California Swashbucklers," page You can't sell something now if you don't sell it well or make it well.
The era of the Steven Jobses -- the guys who thought of themselves as antiorganization -- is ending. The microprocessor -- the "computer on a chip" -- came along in the late s, and fundamentally altered the nature of the computer industry. Where in the past, entry in the industry was limited largely to those companies, such as IBM, Digital Equipment, and Prime, capable of building big-ticket items like mainframes or minicomputers, microcomputers afforded entrepreneurs the opportunity to launch companies in their garages, with only a good idea and a few thousand dollars in savings.
Each week brought fresh news of a successful start-up that lent credence to the notion that technological leadership and a flair for marketing could make up for deficiencies down the line in such mundane areas as inventory management and quality control.
Brown, now president and chairman of Osborne Computer Corp. He took over at Osborne after the company filed for protection under federal bankruptcy laws.
One of his previous employers: Now, the IBMs and the Japanese are in every field.
You have to have a much deeper, more solid management. You don't have the luxury of making mistakes.
When we left Texas Instruments, we were determined to start a company with people who could work in a Fortune company," explains Rod Canion.Milpitas, CA, March 27, Demand for analytical services propels Silicon Valley-based company to implement continuous operations As its business increases, Nanolab Technologies, a Silicon Valley-based analytical services lab, has purchased and installed new .
Company Overview. In April, Quantum Hard Disk Drive group (HDD) merged with Maxtor Corporation. Under the terms of the transaction, Quantum HDD shareholders will receive shares of Maxtor Location: Technology Drive Suite San Jose, CA United States.
Located in Milpitas, CA, Hi Corporation America Inc is in the business services business. Operating for 3 to 5 years, they have an annual income of $1 to million. Hi Corporation America Inc is considered a small business with 1, to 4, square footage of space. SGI is based in Milpitas, California, and conducts assembly and testing at a plant in Chippewa Falls, Wisconsin.
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Quantum Corporation is a manufacturer of data storage devices and systems, including tape drive and disk-based systems. The company's headquarters is in San Jose, r-bridal.com its founding in until , it was also a major disk storage manufacturer (usually second-place in market share behind Seagate), and was based . Maxtor was an American computer hard disk drive manufacturer. Founded in , it was the third largest hard disk drive manufacturer in the world before being purchased by Seagate in Quantum is a privately held company in San Jose, CA and is a Headquarters business. Categorized under Computer Storage Devices Manufacturers. Our records show it was established in and incorporated in WA.