泰德普林斯博士是佩斯领导力研究院（Perth Leadership Institute）的CEO和创始人，是全球公认的领导力和财务绩效方面的专家，在学术和专业刊物上发表了大量关于领导力、管理学、人力资源、企业战略和技术方面的文章。普林斯博士经常被邀请在企业高级主管专业会议上讲演。在建立佩斯领导力研究院之前，普林斯博士在软件和技术行业有着20多年上市公司和私人公司CEO的丰富从业经验，并具有丰富的企业并购经验。
当前，普林斯博士的主要工作是开展领导力方面的培训项目，内容主要集中在领导人的财务能力、行为金融学和高级主管的商业智慧方面。他还为世界上一些最大公司的高管和CEO提供领导力和商业智慧训练，并担任佛罗里达大学沃灵顿商学院（Warrington Graduate School of Business）的客座讲师，讲授创业学课程，并作为上海财经大学的客座教授讲授财务领导学。
普林斯博士拥有新南威尔士大学语言和政治学的一等荣誉学士学位，以及莫纳什大学政治学博士学位。
目錄：
How Founders Can Bring Success to the New Silicon Valley in China 1
INTRODUCTION 3
Chapter 1 Why do Silicon Valleys Succeed or Fail? 4
PART 1LEVERAGING HIGH-IMPACT FOUNDERS 13
Chapter 2 Founders are Different 14
Chapter 3 The Difference between American and Chinese Founders and their Situations 19
Chapter 4 The Opportunities and the Temptations of the New Chinese Founder 26
Chapter 5 Pop-Up Careers and Pop-Up Founders 31
Chapter 6 Will the Founders Personality Create Wealth For His Company? 36
Chapter 7 Style versus Substance in New Founders 41
Chapter 8 How Venture Capitalists Judge Founders 46
Chapter 9 How Successful Are Startups by Senior Founders? 50
Chapter 10 Is High Intelligence a Disadvantage in Being a Founder? 55
Chapter 11 Founders should be Teachers Too 60
Chapter 12 Who Is Not Suitable to be a Founder? 66
Chapter 13 The Founder-Board Relationship is Critical to Silicon Valley Success 72
PART 2BUILDING TRANSFORMATIVE NEW COMPANIES 77
Chapter 14 Leaping Ahead of Shocking Market Changes 78
Chapter 15 Building Agile Company Cultures to Sustain Constructive Energy 84
Chapter 16 Choosing the Right Leadership Style for Explosive Growth 90
Chapter 17 But Will an MBA Make Me Manage My Startup Better? 96
Chapter 18 How to Fail Beautifully When Theres No other Choice 102
PART 3 TURNING EMPLOYEES INTO ENTREPRENEURS 108
Chapter 19 Turning Employees into High-Performance Owners 109
Chapter 20 The Success Secret of Startup Leadership Business Acumen 114
Chapter 21 How to Make Startups More Innovative 119
Chapter 22 How to Find and Use the Different Types of Innovators 125
Chapter 23 Emotional Intelligence Is Critical to High Startup Performance 132
Chapter 24 Excitement and Passion Drives Successful Startups 138
Chapter 25 How to Reward Your Employees Without Money 146
Chapter 26 Is Exercise the Secret to Silicon Valleys Success? 152
PART 4STRATEGIES FOR ATMOSPHERIC VALUATIONS 157
Chapter 27 How can Your Company Become a Unicorn? 158
Chapter 28 Use the Buffett Method of Valuation To Turbocharge Your Companys Value 164
Chapter 29 Financing for Your Startup You Got to Tell a Story 171
Chapter 30 Finding the Best or Any - Business Model for Your Company 178
Chapter 31 Killer Investor Relations Programs are Key to Killer Valuations 184
Chapter 32 Going Public is the Beginning, Not the End 192
Chapter 33 Selling your Company for the Best Price 199
Chapter 34 How to Prosper or Just Survive in a Bear Market 206
PART 5 BUILDING THE NEW CHINESE SILICON VALLEY 211
Chapter 35 Building a Unique Chinese Silicon Valley Model The Gaokao for Founders 212
內容試閱：
样章
The Silicon Valleys of My Life
Although I never planned it that way, much of my working life has been bound up with a series of Silicon Valleys. And not just in the US, where I have lived for 30 years.
In the early 1980s I was the Chief Information Officer for the Australian Social Security agency. We were big users of computers. So I used to go to the US regularly to visit computer and software companies to evaluate what they were doing.
Those companies were in two places, Silicon Valley in and near San Francisco, and in Boston on the Route 128 Corridor. I used to visit then-hot technology companies like National Semiconductor and Amdahl in Silicon Valley and Wang and Data General on Route 128. In those days it was the Route 128 Corridor that was the real Silicon Valley while the tech cluster in San Francisco and San Jose was still in the earlier stages of development. Boston was really where all the action was at.
When I finally moved to the US in the mid-1980s, I lived in New York. That was not even attempting to be a Silicon Valley. But the company I started there was owned by an Australian company and we had our own connections to people who wanted to start an Australian Silicon Valley, although in those days it wasnt called that.
In the mid-1980s the government of the state of Victoria decided that it wanted to start up a tech cluster like the ones in the US. So they chose my company and several others to identify Australian startups that could form the nucleus of a new tech cluster an Australian Silicon Valley in Melbourne, Australia.
So as well as my usual job running a startup in New York, I got involved in helping choose Australian companies for the new Australian Silicon Valley, but doing it mainly from New York. The short story is that the attempt failed miserably. We will talk about why later in this chapter. But the fact that a government was involved was a major factor in this failure.
I thought that was the end of my nascent career as a venture capitalist. But I was wrong. In the late 1980s my company formed a joint venture with the UK government to start a new software company in the UK. The location of the company was near Oxford. As you may know, that is where the most famous university in the UK, Oxford University, is situated. I became the interim CEO of this new software company while I found a permanent CEO.
You are probably aware that the UK, like just about every other developed country in the world, has had its own ambitions to set up its own Silicon Valley. One place chosen was around Oxford University, just like Silicon Valley is around Stanford University.
So I unwittingly became a part of the startup scene in the UK version of Silicon Valley when it was getting started.
In its own way it has been quite successful but of course it is nothing compared to the real thing in the US. I would love to say that the startup I was associated with in the UK Silicon Valley was very successful, but it wasnt. Most of the reason was that it was partly owned by the UK government. Just like the failure of the Australian Silicon Valley in Victoria, this one also suffered greatly from being partly owned by a government entity.
I dont think I would have had much if anything to do with the Silicon Valley of the West Coast except that in the early 1990s I was invited to join the board of a software company based in actually near Silicon Valley on the West Coast. So I used to fly across the American continent every month or so to do my duty as a director.
There I was able to observe the rapid expansion of the West Coast Silicon Valley. It wasnt then like it was these days but it was already starting to burst out of its seams.
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