DOCSLIB.ORG

Rise of the Global Entrepreneur: Leveraging the India-U.S

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Rise of the Global Entrepreneur: Leveraging the India-U.S STVP-2005-010 [Rev. Feb 2, 2006] Rise of the Global Entrepreneur: Leveraging the India-U.S. High-Tech Corridor It was a bright warm day in Bangalore on January 15th, 2005. The aftermath of the catastrophic Tsunami disaster was still unfolding and people all around the Indian Ocean were grappling with the uncertainty of life. The high-tech industry in India however hadn’t missed a beat; the Mumbai stock exchange was still healthy and the average Bangalore resident was contemplating new ways to succeed in India’s burgeoning high-tech economy. Kumar Ramachandran1 knew that his life had changed forever. He had just resigned from his position as Managing Director at Applied Materials, India and was ready to start a company of his own. The future would be full of new challenges he thought. As he sat in his chauffeured car on his two hour, 30 mile commute, he started making a list of people to call. He was glad to be following his heart. After all, life was too short to not pursue your passion. Although Kumar did not know what awaited him on the road ahead, he was determined to leverage his past experience and network of working relationships to launch a new venture of his own. Given his professional background and his knowledge of the new areas of growth in India’s services industry, he firmly believed that the best opportunities for him laid within the realm of engineering services outsourcing. India had pioneered the outsourcing of Information Technology Enabled Services (ITES) and Business Process Outsourcing (BPO) starting in the 1990s. Several Indian companies, such as Infosys, Wipro, and Tata Consultancy Services had become important global players by 2005. In the future, Kumar knew that companies would leverage the Indian workforce not only for software design and back office work but also for product engineering and innovation. His instincts told him that this process would generate incredible opportunities and wealth for those who dared to execute on their dreams. The time was ripe for a company that offered world-class product engineering services at a fraction of the cost to companies anywhere in the world. He chose to call this company “Vignani” – the Sanskrit word for scientist. Kumar had met a number of global entrepreneurs and venture capitalists in the emerging ecosystem that linked India with Silicon Valley and other high tech hot spots around the world. He was eager to learn how into tap this corridor of mentorship, financing and business best practices. Learning 1 Kumar Ramachandran’s biography is provided in Exhibit 1. This case was prepared by Aparna Bhatnagar and Rishi Manocha, Graduate Students at Stanford University, under the supervision of Thomas J. Kosnik, Consulting Professor, Stanford School of Engineering as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Success stories outlined in this case were derived from interviews with a number of key individuals from the entrepreneurial and venture capital community. The authors would like to acknowledge their support and thank each of them. They are in no particular order: MJ Aravind, Professor M. Balakrishnan, Sanjeev Bikchanandani, Joydeep Bose, Somshankar Das, Vinod Dham, Sridar Iyengar, Surendra Jain, P.V. Kannan, Dr. Sridhar Mitta, Professor Sangeneni Mohan, B.V. Naidu, Sanjay Nayak, Anu Parthasarathy, Gunjan Sinha, Suvir Sujan and Sunil Verma. Copyright © 2005 by the Board of Trustees of the Leland Stanford Junior University and Stanford Technology Ventures Program (STVP). No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Stanford Technology Ventures Program. Rise of the Global Entrepreneur: Leveraging the India-U.S. High-Tech Corridor STVP 2005-010 from prior successes and failures would be an important first step in launching his own entrepreneurial venture. Kumar understood that launching a global high-tech start-up was a risky proposition. Managing those risks required that he successfully execute four main tasks: raising start-up capital, building a global team, identifying an unmet need in a large potential market, and creating a disruptive product or service. As he continued his commute, he reflected on new developments related to all four of these tasks to the high-tech corridor that had been developed between India and the U.S. in the last few years. Why Consider India? In 2005 India and China were widely viewed as two prominent regions of new economic opportunity. The excitement around India stemmed from two related factors. First, India had proven to be a viable off-shoring destination for a variety of software and IT related functions (see Exhibit 2 for a list of attractive destinations for offshore IT services). Second, the growing economic prosperity of India was creating a potentially very large new market for all types of products and services. Nascent Market Poised to Grow In 2005, India was home to over one billion people of which approximately 64% were within the working ages of 15 - 64 years old, with a median age of 25. These people would be future consumers of all kinds of goods. India’s GDP was U.S.$692 billion, making it the tenth largest economy in the world (see Exhibit 3 for the largest economies in the world). Its GDP on the PPP basis was U.S.$3.3 trillion, the fourth largest in the world, just behind China. The unemployment rate was 9.2% but approximately 25% of the population still lived below the poverty line (Exhibit 4 provides key information about India and lists the country’s high tech hubs). Given the large population, the rise in employment and the 6% growth rate of the economy, India was considered by many as a large market poised to grow rapidly over the next few years. However, because the majority of the population was poor and rural, only products and distribution networks that were well adapted to those conditions were expected to succeed.2 This process of designing the correct type of low-cost high efficiency products for the emerging world was expected to spawn innovation3, which could in turn impact the availability of such products in developed countries. Based on these arguments, a presence in the nascent Indian market was important not only because of its size but also as a source of strategic competitive advantage. The opportunity presented by the lower segments of the Indian market was explained by Prof. C.K. Prahalad as “The Fortune at the Bottom of the Pyramid4”. In fact this approach was already being adopted by technology companies such as AMD which had announced in 2005 that it would launch a low-cost (less than U.S.$200) internet-ready computer system by the end of the year, to bring 50% of the world’s population online by 20155. A domestic market with strong buying power in India presented opportunities for innovation and investment that would also possibly alter the type of services and products exported from India in the 2 Kuldeep P. Jain, Nigel A. S. Manson, and Shirish Sankhe, “The right passage to India,” McKinsey Quarterly (February 2005). 3 John Seely Brown and John Hagel III, “Innovation blowback: Disruptive management practices from Asia,” McKinsey Quarterly 1 (2005). 4 C.K. Prahalad, The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Profits (Upper Saddle River, NJ: Wharton School Publishing, 2004). 5 “AMD tries unique marketing for cheap PCs,” The Washington Times, April 29, 2005, http://washingtontimes.com/upi-breaking/20050429-065018-3694r.htm, accessed on July 2005. 2 Rise of the Global Entrepreneur: Leveraging the India-U.S. High-Tech Corridor STVP 2005-010 future. This had already begun to occur in the automotive sector by early 2005. Increased domestic demand for automobiles had led to cost effective manufacturing plants in India, which not only catered to the domestic market but also exported automobiles to Asian and European countries. The domestic demand for electronics could in the future create a similar trend in high-tech manufacturing where Indian companies thus far had no significant global competence. Burgeoning IT Services Industry India’s software and services industry flourished partly through planning and execution and partly due to timing. In the early 1990s, the Department of Electronics (DoE) in India set up the Software Technology Parks of India (STPI) scheme, which was explicitly designed to enable the export of software services from India6. The STPI provided reliable telecommunications links, basic computer and office facilities, and tax incentives for the export of software services. These parks were the starting point for India’s IT service firms, which established themselves during the 1990s by achieving global standards in quality while delivering services at lower cost to their clients. The timing was also right because the demand for IT and software services continued to grew dramatically during the decade that followed. Indian companies were well positioned to meet this demand because they had access to a large well-trained workforce and the processes required to utilize it effectively. Every year, nearly two hundred thousand IT engineers graduated from India’s engineering schools and private software institutes and many migrated to Silicon Valley in the late 1990s (see Exhibit 5 for the number of IT admissions and graduates in India in the years 1992 - 2004). After working in the U.S., many of them returned to India following the dot-com crash in early 2000s. The economic boom which followed them to India changed their perceptions of what they could achieve back at home.
Load more

Recommended publications
  • Lookout! (V108)
    Crossing the Digital Divide (v108) “Lookout!” by Joseph Feigon for the Observer Scott McNealy is an American businessman. He is most famous for co-founding the computer technology company Sun Microsystems in 1982 along with Vinod Khosla, Bill Joy and Andy Bechtolsheim. Oracle Corporation (Larry Ellison’s database client) purchased Sun Microsystems in 2010. Mr. McNealy was one of the relative success stories in the early days of the Internet. Sun Microsystems built exceptional servers, and was a market leader with their Unix operating system as well as their corporate support of the Open Source movement, including Linux. Sun ‘cuda been’ a contender. Lookout was McNealy's inverted name for Outlook, Microsoft's e-mail client. McNealy says you need to "look out" for trouble when using Outlook. McNealy frequently cites Outlook's well documented security problems. He says that to get the most functionality out of Outlook you'll also need Microsoft's Exchange Server. But the combination, and the Microsoft- only mail and calendaring protocol required to connect them (MAPI), is yet another example of how Microsoft locks businesses into proprietary technologies that eliminate choice and flexibility. Microsoft is still here, Sun Microsystems is not. Proprietary software continues to dominate the retail customer (Windows, anyone?), as well as many big companies. Those success stories in the Open Source space build applications on an Operating System (Linux, BSD, NetBSD, FreeBSD, etc.) that is open, meaning, free to you and me. Open, as in, anyone with the desire and/or ability can review each line of coding that makes things work.
    [Show full text]
  • A QUIET EDUCATION REVOLUTION BEGINS in SILICON VALLEY From
    A QUIET EDUCATION REVOLUTION BEGINS IN SILICON VALLEY From a small office along Highway 101 in Palo Alto, Neeru Khosla is quietly trying to upend the way teachers teach and students learn. It's a tall order for a woman who is not a politician, educator or administrator. Instead you can call her a crusader -- a crusader who has adopted the urgency, innovation and talent typical of a Silicon Valley startup in an effort to propel K-12 education into the 21st century. At a time when public school budgets are in tatters and larger classroom sizes are making it tougher for teachers to provide individual help, Khosla's nonprofit CK-12 Foundation holds the promise of a double-barreled solution: online digital textbooks in primarily math and science, and exercises that are customizable, adorned with videos and other interactive features, and which cost schools nothing. Teachers nationwide have downloaded textbooks and other material from the nonprofit's website, passing them along to millions of students, by CK-12's estimate. "It's like going from the scroll to the paper and pen to the computer, " Khosla says. "If we don't give students what they need to succeed, we're going to lose them." The project means that all schools, no matter how poor, can afford educational material that engages students whether they are hungry for more advanced work or struggling with the basics. The books, which can be downloaded to computers and mobile devices, help students build their reading and language skills even as they teach math and science concepts.
    [Show full text]
  • What We May Still Learn from Silicon Valley
    HERVÉ LEBRET What we may still learn from Silicon Valley A book on http://www.amazon.com - ISBN 1434820068 A blog - http://lebret.wordpress.com Is the world of start-ups misunderstood? This The book tells the exceptional story of start-ups, major phenomenon, which was born in Silicon which have created, in Silicon Valley, a true Valley near San Francisco fifty years ago, seems ecosystem. It also explores why this model has to face skepticism and even suspicion. It may still relatively failed in Europe. And the author suffer from the consequences of the excesses of the concludes by stating that the Old Continent and Internet bubble in the late nineties. any other region interested in high tech should draw inspiration more efficiently from the success However, Apple, Microsoft, Intel, Cisco, Yahoo stories of Silicon Valley. Successes created by and Google were all start-ups and they prove that individuals driven by passion and dreams. For the emergence of start-ups is not mere this reason, it should be read by a large public, speculation. Neither is it limited to these famous not only by specialists of innovation or by high- success stories. tech entrepreneurs, but also by anyone puzzled by the thrilling world of start-ups. SILICON VALLEY EUROPE Chapter 1: the Google saga. No better story to dive into the start-up world. Chapter 8: few success stories in Europe. The chapter shows the start-up This first chapter is anecdotal and provides an opportunity to address all the world has not succeeded in Europe. The most famous examples are analy- essential features of Silicon Valley.
    [Show full text]
  • Silicon Valley's New Immigrant Entrepreneurs
    Silicon Valley’s New Immigrant Entrepreneurs ••• AnnaLee Saxenian 1999 PUBLIC POLICY INSTITUTE OF CALIFORNIA Library of Congress Cataloging-in-Publication Data Saxenian, AnnaLee. Silicon Valley’s new immigrant entrepreneurs / AnnaLee Saxenian. p. cm. Includes bibliographical references. ISBN: 1-58213-009-4 1. Asian American businesspeople—California—Santa Clara County. 2. Asian American scientists—California—Santa Clara. 3. Immigrants—California—Santa Clara County. I. Title. HD2344.5.U62S367 1999 331.6'235'079473—dc21 99-28139 CIP Copyright © 1999 by Public Policy Institute of California All rights reserved San Francisco, CA Short sections of text, not to exceed three paragraphs, may be quoted without written permission provided that full attribution is given to the source and the above copyright notice is included. Research publications reflect the views of the authors and do not necessarily reflect the views of the staff, officers, or Board of Directors of the Public Policy Institute of California. Foreword In the 1940s, the author Carey McWilliams coined a phrase to characterize California’s penchant for innovation and experimentation. He called it “the edge of novelty” and remarked that “Californians have become so used to the idea of experimentation—they have had to experiment so often—that they are psychologically prepared to try anything.” Waves of migrants and immigrants over the past 150 years of California history have been attracted to our “edge of novelty,” and they have consistently found California a place that fosters creativity and the entrepreneurial spirit. In this report, AnnaLee Saxenian documents one of the latest, and most dramatic, examples of California as a location that attracts immigrant entrepreneurs.
    [Show full text]
  • An Analysis of the Strategic Management of Technology in the Context of the Organizational Life-Cycle
    An Analysis of the Strategic Management of Technology in the Context of the Organizational Life-Cycle by Steven W. Klosterman BSEE (1983), University of Cincinnati Submitted to the System Design and Management Program in partial fulfillment of the requirements for the degree of Master of Science in Engineering and Management at the Massachusetts Institute of Technology June 2000 C 2000 Steven W. Klosterman. All rights reserved. The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part. Signature of Author --------- System Design and Management Program. June, 2000 Certified by Thomas Kochan George M. Bunker Professor of Management Thesis Supervisor Accepted by Thomas Kochan Co-Director, System Design and Management Program Sloan School of Management Acceptedby Paul A. Lagace Co-Director, System Design and Management Program Professor of Aeronautics and Astronautics MASSACHUSETTS INSTITUTE OF TECHNOLOGY EN JUN 1 4 2000 LIBRARIES I Acknowledgements I would like to thank the individuals and organizations that have helped me pursue this thesis and my MIT education: To the System Design and Management (SDM) program for providing the vision of flexible, distance learning as an enabler for mid-career engineers to study at one of the world's foremost centers of learning. To Tom Magnanti, Tom Kochan, Ed Crawley, John Williams, Margee Best, Anna Barkley, Leen Int'Veld, Dan Frey, Jon Griffith and Dennis Mahoney, I cannot sufficiently express my gratitude for being given the privilege of becoming a member of the MIT community. To my fellow students in the SDM program for providing the support, encouragement and help, I am honored to be associated with you.
    [Show full text]
  • Oral History of Atiq Raza
    Oral History of Atiq Raza Interviewed by: Doug Fairbairn Uday Kapoor Recorded April 13, 2018 Mountain View, CA CHM Reference number: X8569.2018 © 2018 Computer History Museum Oral History of Atiq Raza Fairbairn: Okay, this is May 11th 2018. I’m Doug Fairbairn, and I’m sitting here with Uday Kapoor. And we are interviewing Atiq Raza. Atiq is a long-time pioneer in the world-- in Silicon Valley in a wide range of technologies from microprocessors, communications devices, and other related things. And we’re here to learn his story and how it all came to be. So, welcome, Atiq, glad to have you with us. Raza: Thank you so much. Fairbairn: So, what we’d like to do is step back in time to where you were born. What was the family environment like? What was the social, and cultural, and national environment that you were born into, and especially interested in those things which might have influenced your direction in terms of career? So, take us back. Where were you born, and what year were you born? Raza: I was born in 1949. And I was born in the city of Lahore, which, at one time, was one of the cultural centers of India, and in the pre-partition days, pre-partition meaning before India was divided between India and Pakistan. And my mother was a school teacher. And my father was an engineer. At that time, engineers were engineers. They weren’t electrical engineers or mechanical engineers. But he was more an electrical engineer from his professional career than anything else.
    [Show full text]
  • Energy for Change Creating Climate Solutions
    volume 4 | issue 4 | fall 2009 A quarterly journal published by MIT Press innovations TECHNOLOGY | GOVERNANCE | GLOBALIZATION Energy for Change Creating Climate Solutions John Holdren Introduction to the Energy & Climate Special Issue Lead Essays Thomas Schelling A Proposal for International Coordination Vinod Khosla Whose Rules? Eileen Claussen Deploying Our Clean Energy Future Bill Drayton Engage People, Retire Things Cases Authored by Innovators Arthur Rosenfeld The California Effect | commentary: Ralph Cavanagh José Goldemberg Brazil Biofuels | commentary: Melinda Kimble Shai Agassi World Without Oil | commentary: Daniel Kammen Frank Alix Taking Out the CO2 | commentary: M. Granger Morgan Analytic and Policy Articles Matthew Bunn et al. A Future for Nuclear Power James Turner et al. Beyond Green: High-Performance Buildings L. Hunter Lovins The Economic Case for Climate Protection William Bonvillian and Charles Weiss Taking Covered Wagons East Felix Creutzig and Daniel Kammen The Post-Copenhagen Roadmap ENTREPRENEURIAL SOLUTIONS TO GLOBAL CHALLENGES innovations TECHNOLOGY | GOVERNANCE | GLOBALIZATION Introduction 3 Energy for Change John P. Holdren Lead Essays 13 International Coordination to Address the Climate Challenge Thomas C. Schelling 23 Whose Rules? Terms of Discussions Around a Global Cap- and-Trade System Vinod Khosla 41 Deploying Our Clean Energy Future Eileen Claussen 49 Engage People, Retire Things Bill Drayton Cases Authored by Innovators 57 A Graph Is Worth a Thousand Gigawatt-Hours: How California Came to Lead the United States in Energy Efficiency Arthur H. Rosenfeld with Deborah Poskanzer 81 Case discussion: Ralph Cavanagh 91 The Brazilian Experience with Biofuels José Goldemberg 109 Case discussion: Melinda Kimble 125 World Without Oil: Better Place Builds a Future for Electric Vehicles Shai Agassi 141 Case discussion: Daniel M.
    [Show full text]
  • The Twenty-First Century Demands an Ability to Experiment, Take Risks and Embrace Failure...’’
    ‘‘The twenty-first century demands an ability to experiment, take risks and embrace failure...’’ THE FUTURE FACE OF ENTERPRISE Edited by Shawnee Keck and Alessandra Buonfino collection 26 Contributors: Arif Ahmed David Audretsch Linda Austin John Bird Derek Browne Alessandra Buonfino Tim Campbell Ronald Cohen Peter Day John Elkington Gordon Frazer Howard Gardner Peter Grigg Rebecca Harding Shawnee Keck Joanne Lacey Mel Lambert Martha Lane Fox Jim Lawn Jeremy Leggett Robert E. Litan Duncan O’Leary Gita Patel Raj Patel Carl Schramm Kubair Shirazee Paul Skidmore Kulveer Taggar Iqbal Wahhab Kyle Whitehill Simon Woodroffe First published in 2008 © Demos. Some rights reserved Magdalen House, 136 Tooley Street, London, SE1 2TU, UK ISBN 978 1 84180 200 8 Copy edited by Julie Pickard, London Series design by modernactivity Typeset by Chat Noir Design, Charente Printed by Lecturis, Eindhoven Set in Gotham Rounded and Baskerville 10 Cover paper: Flora Gardenia Text paper: Munken Premium White THE FUTURE FACE OF ENTERPRISE Edited by Shawnee Keck and Alessandra Buonfino COLLECTION 26 Open access. Some rights reserved. As the publisher of this work, Demos wants to encourage the circulation of our work as widely as possible while retaining the copyright. We therefore have an open access policy which enables anyone to access our content online without charge. Anyone can download, save, perform or distribute this work in any format, including translation, without written permission. This is subject to the terms of the Demos licence found at the back of this publication. Its main conditions are: · Demos and the author(s) are credited · This summary and the address www.demos.co.uk are displayed · The text is not altered and is used in full · The work is not resold · A copy of the work or link to its use online is sent to Demos You are welcome to ask for permission to use this work for purposes other than those covered by the licence.
    [Show full text]
  • How Startups Are Built: Important Lessons from Successful Startups Presented By: Gregory Phillips 1 the Original “Startups”
    How Startups are Built: Important Lessons from Successful Startups Presented by: Gregory Phillips 1 The Original “Startups” Hewlett Packard (HP), Oracle, and Sun Microsystems HP was founded in 1939 David Packard and Bill Hewlett Oracle was founded in 1977 Larry Ellison, Ed Oates, and Bob Miner Sun Microsystems in 1982 – Scott McNealy, Vinod Khosla, Andy Bechtolsheim, and Bill Joy Provided basis for the startups seen today 2 Hewlett Packard (HP) Known as the company that birthed Silicon Valley Started in a garage in Palo Alto Started making audio oscillators and then test equipment Known for advances in technology: personal computers adding machines creation of desktop laser printer Still in operation today: personal computers and printers 3 Oracle Part 1 The Titan of Databases Story begins at IBM – Computer Scientist Edgar F. Codd Hypothesized relational database model Founders built onto this shelved IBM technology Allowed businesses to store and retrieve data electronically First commercial database to use Standard Query Language SQL allowed trained individuals to: Assess, Update, Insert, and Modify Data digitally 4 Oracle Part 2 Company adopted World Wide Web technologies Oracle is a master in Mergers and Acquisitions (M&A) Notable acquisitions include MySQL, Java, PeopleSoft, NetSuite, and Sun Microsystems Acquisitions helped: Profitability Market share Quell competition Oracle controls est. ~42% of the relational database market www.t4.ai/industry/rdbms-market-share 5 Sun Microsystems (acq. by Oracle)
    [Show full text]
  • Oracle, Sun Und Openoffice.Org
    Oracle, Sun und OpenOffice.org Verfasst von Philipp Küng D-ITET [email protected] Diese Arbeit entstand im Rahmen der Vorlesung Digitale Nachhaltigkeit in der Wissengesellschaft bei Marcus M. Dapp. Sie darf gemäss der Creative Commons Attribution-Share Alike 2.5 Switzerland License verwendet werden. Herbstsemester 2009 ETH Zürich Inhalt 1. Einleitung .................................................................................................................................. 2 2. Firmen Sun und Oracle.............................................................................................................. 2 2.1. Sun Microsystems (Sun) ..................................................................................................... 2 2.1.1. OpenOffice.org (OO.o) ............................................................................................... 2 2.2. Oracle Corporation (Oracle) ............................................................................................... 4 3. Software Stiftungsbeispiele MF , ASF und LF ........................................................................... 5 3.1. Mozilla Foundation (MF) .................................................................................................... 5 3.2. Apache Software Foundation (ASF) ................................................................................... 6 3.3. Linux Foundation (LF) ......................................................................................................... 7 4. Stiftung für ein Software Projekt,
    [Show full text]
  • The India Born Venture Capitalist, Vinod Khosla Is One of the Most Influential Persons of the Silicon Valley
    The India born Venture Capitalist, Vinod Khosla is one of the most influential persons of the Silicon Valley. Vinod Khosla is in Forbes magazine's list of America's richest 400 people. Vinod Khosla is a world renowned venture capitalist. Vinod is revolutionizing communications. He rose into fame at the age of 27 when he co-founded the Sun Microsystems with a German student Andreas Bechtolsheim, who was a multi millionaire. Khosla ran the Sun Microsystems until 1984. In 1986, he joined in Kleiner Perkins as a general Partner. Vinod Khosla was among the first venture capitalist to visualize that a combination of internet technology and fiber optics could make communications so fast, cheap and easy. As a visionary, Khosla has played important role in starting and helping companies that are involved in the field of multimedia, semiconductors, video games, Internet software and computer networking. The biggest virtue of Khosla is that he doesn't just spread cash, but nurtures and supports beginners. Vinod Khosla has won accolades and admiration because of his ability to visualize business opportunities in right perspective. Khosla is not satisfied only in planning but takes active part in the implementation part as well. Vinod Khosla was instrumental in creation of Cerent Corp, juniper Networks, Viant, Extreme Networks, Lightera etc. Vinod Khosla is also one of the founding fathers of The Indus Entrepreneurs (TiE). Background Vinod Khosla was born in New Delhi in a family of army officers. He earned a B.Tech degree from the Indian Institute of Technology (IIT), Delhi. He attempted to start his own company but the venture failed.
    [Show full text]
  • Regional Oral History Office University of California the Bancroft Library Berkeley, California
    Regional Oral History Office University of California The Bancroft Library Berkeley, California WILLIAM K. BOWES, Jr. BAY AREA VENTURE CAPITALISTS: SHAPING THE ECONOMIC AND BUSINESS LANDSCAPE Interviews conducted by Sally Smith Hughes, PhD in 2008 Copyright © 2009 by The Regents of the University of California ii Since 1954 the Regional Oral History Office has been interviewing leading participants in or well-placed witnesses to major events in the development of Northern California, the West, and the nation. Oral History is a method of collecting historical information through tape-recorded interviews between a narrator with firsthand knowledge of historically significant events and a well-informed interviewer, with the goal of preserving substantive additions to the historical record. The tape recording is transcribed, lightly edited for continuity and clarity, and reviewed by the interviewee. The corrected manuscript is bound with photographs and illustrative materials and placed in The Bancroft Library at the University of California, Berkeley, and in other research collections for scholarly use. Because it is primary material, oral history is not intended to present the final, verified, or complete narrative of events. It is a spoken account, offered by the interviewee in response to questioning, and as such it is reflective, partisan, deeply involved, and irreplaceable. ********************************* All uses of this manuscript are covered by a legal agreement between The Regents of the University of California and William Bowes, dated August 19, 2008. The manuscript is thereby made available for research purposes. All literary rights in the manuscript, including the right to publish, are reserved to The Bancroft Library of the University of California, Berkeley.
    [Show full text]