Karen Southwick – författare

A hotbed of activity for far-sighted thinkers and determined doers, the high technology industry has given rise to a pioneering group of entrepreneurs and executives which is not only behind today's most innovative technological advances, but at the forefront of a dynamic new movement in business. Armed with groundbreaking management philosophies and practices, the members of this visionary group are changing the way corporate structures are modeled and altering conventional conceptions of how companies should be run. Having helped their own organizations survive and thrive in a highly competitive, pressure-filled arena, they offer invaluable lessons for executives and managers in all industries. Now, in Silicon Gold Rush, their inspirational stories are told and their strategies for success revealed. Written by Karen Southwick, editor of Upside Magazine's book division, this enlightening behind-the-scenes account spans the gamut of emerging technology management styles, from proven successes such as Cisco Systems to new kids on the block like Crossworlds Software. Providing valuable insights into a myriad of key issues, from nurturing creativity and motivating employees to finding new markets and weathering tough times, Silicon Gold Rush examines the modi operandi of the technology world's emerging stars and heavyweights. The book reveals the maverick leadership techniques that are finding their way into mainstream corporate culture with far-reaching consequences. As Southwick points out: "Everywhere you look today, you will see older companies and those in traditional industries adopting the organizational structures, business strategies, and operational methods of the Silicon Valley gang. . . . [These] technology companies are changing more than the markets in which they operate, they are transforming the way America does business." Along with an overview of the high-tech environment, Silicon Gold Rush delivers in-depth coverage of the changing role of the high-tech CEO, the growing importance of the customer in the development and marketing processes of technology companies, the essentials of internal corporate organization, and the increasing frequency of mergers and alliances. To illustrate the dynamics of the technology industry that make it so exciting and instructive to watch-the scramble for financing, the feverish move of product from design to delivery, the constant risk of failure-it tracks the progress of CrossWorlds Software Inc., a start-up venture headed up by Katrina Garnett, founder and chief executive. Delivering insider analysis of the thinking and motivations that drive today's cyber-Powerhouses, this eye-opening volume presents illuminating interviews with more than twenty trailblazing CEOs and senior executives, including Yahoo!'s Tim Koogle, 3Com's Eric Benhamous, PeopleSoft's Dave Duffield, Cisco's John Chambers, and Novell's Eric Schmidt. A one-of-a-kind book that delves into the management ideas and strategies of high-tech leaders who are "rewriting the rules of business," Silicon Gold Rush is essential reading for anyone-in any industry-seeking the inside track on contemporary business transformations.

Karen Southwick’s unauthorized account provides the full story of Larry Ellison’s brilliant, controversial career. Ellison’s drive and fierce ambition created Oracle out of the dust and built it into one of America’s great technology companies, but his unpredictable management style keeps it constantly on the edge of both success and disaster. The hostile bid for PeopleSoft is just the most recent example. With one clever strategic move, Larry Ellison threw much of the business software field into play.The saying “It’s not enough that I succeed, everyone else must fail” has been so often used by or associated with Ellison that most people think it originated with him. It’s actually attributed to Genghis Khan, but it’s a dead-on way to describe not only the way Ellison thinks about competitors but the way he runs Oracle. His weapons are not marauding hordes, but Oracle’s possession of database technology that is crucial for keeping mission-critical information flows working at thousands of organizations, corporations, nonprofits, and government agencies. Inside Oracle, Ellison has time and again systematically purged key operating, sales, and marketing people who got too powerful for his comfort. Most notable was Ray Lane, Oracle’s president for nine years, who was widely credited with bringing order out of the chaos that was Oracle in the early nineties and growing it into a ten billion dollar company. Ellison got rid of the one key person who was building confidence with Wall Street, business partners, and customers that Oracle was no longer flying by the seat of its pants and had its act together. Ellison’s mania for absolute control and his inability to coexist with the very lieutenants who bring much-needed stability to the company have brought Oracle to the brink of collapse before, and may well do it again. Ellison is a throwback to an earlier, much more freewheeling version of capitalism, the kind practiced by the nineteenth-century robber barons who ran their companies as private fiefdoms. Larry Ellison is one of the most intriguing and dominant leaders of a major twenty-first-century corporation, and Everyone Else Must Fail raises the question of whether Oracle’s products and the reliance placed in them by so many are too important to be subject to the whims of one man. While giving credit to Ellison’s brilliance and devotion, the book sounds a warning about an ingenious man’s tendency to be his own company’s worst enemy.From the Hardcover edition.