Why are most Silicon Valley bosses Indian?

Why are most of the bosses in Silicon Valley Indian, but few are from China? Now, Indians have opened the promotion channel from middle level to high level, and the Indian CEOs of Google and Microsoft have clearly shown the whole scientific and technological community: Indians.

Since Google, a default tradition of big companies in Silicon Valley is to open the company canteen for free. With the diversification of immigrants in Silicon Valley, the canteens of these big companies began to provide employees with dishes from all over the world. But in recent years, the curry taste in Silicon Valley canteens has been worse for some time. Silicon Valley employees often joke that even the proportion of Indians in each company can be judged by the curry smell in the canteen.

According to this reasoning, the most curry-flavored canteen in Silicon Valley is probably Google. With the fragrance of Curry all the way, Indians are getting farther and farther on the road of power in Silicon Valley. Now, Indians have opened the promotion channel from middle level to high level. The Indian CEOs of Google and Microsoft have made it clear to the entire scientific and technological community that Indian engineers have no upper limit in Silicon Valley. Sundar Pichai, the new Indian CEO of Google.

Numerous senior Indian officials in Silicon Valley

There are countless Indian executives in Silicon Valley. These include Sundar Pichai, the new CEO of Google who holds half the sky red, and Satya Nadella, the third CEO in Microsoft history. Only these two companies, Indian executives are in charge of the market value of 800 billion US dollars. Unlike some ethnic executives who are the second generation of immigrants, this wave of Indian executives who have reached the peak of power in Silicon Valley are all native Indians, and most of them are beautiful after completing their undergraduate education in India.

For example, Pichai was born in an ordinary family in Chennai, India's fourth largest city, and lived in a two-bedroom apartment. His parents can't even afford a TV set. Nadella was born in Hyderabad, India on 1967. She obtained a bachelor's degree in electronics and communication from Bangalore University, India, and then went to the United States to study and studied for a master's degree in calculator at the University of Wisconsin.

When Pichai came to Silicon Valley on the eve of the Internet revolution in 1993, his parents spent almost all their savings to help him pay for his trip to the United States. Pichai recalled that when he first went to Stanford, he was completely shocked when he found that even a backpack here cost 60 dollars. But Pichai also found an unprecedented opportunity. For the first time in his life, he came into contact with the almost endless internet world.

The 43-year-old Pichai has been promoted very quickly within Google. It was he who invented Google chrome and was in charge of Android business for two years before becoming the new CEO. It took Pichai 20 years to start from that shabby apartment in India, and now he is in charge of the most important lifeline of Google Empire in Silicon Valley. Even in the context of the "American Dream", such a leap is touching.

There is a saying in Silicon Valley that Pichai wanted to jump to Twitter, but Google offered him a $50 million bonus to keep him and finally gave him that unique position. In addition to Pichai and Nadella, there are also legendary Indian executives in Silicon Valley.

It can be traced back to sabir bhatia who came to the United States in 1980. Bhatia, the inventor of hotmail, 1968 was born in Chandigarh and studied at California Institute of Technology.

Shantanu Narayen, CEO of Adobe, one of the largest and fastest-growing software companies in the world, completed his undergraduate studies at the University of Virginia in osma and went to Bolinggelin State University to study for a master's degree in calculators.

Presentation document * * * Rashmi Sinha, co-founder and CEO of Slide Share, was born in Allahabad, India, and studied at Berkeley University. Sun Microsystems, which invented Java language, and its co-founder vinod khosla were also born in India and educated at Indian Institute of Technology in Delhi.

Padma Vuorio, CTO of Cisco, once served as CTO of Motorola, also from Indian Institute of Technology Delhi, and then studied at Cornell University.

In addition to Pichai, Google also has an Indian executive: Amit Singh, president of enterprise business, who reshaped the core algorithm of Google's search engine at 200 1. Singh was born and raised in Uttar Pradesh, India. He also studied in the Rock Branch of Indian Institute of Technology, and then went to Deluce University in Minnesota to study computer science.

There are few engineers and executives in China.

The growth path of Indian executives is actually exactly the same as that of engineers in China. A large number of China engineers who are active in Silicon Valley have also completed their undergraduate courses in top universities such as Tsinghua and Peking University, and then applied to the United States for doctoral degrees in engineering, and finally went to Silicon Valley to apply for jobs.

Indian and Chinese engineers, both Asian, are highly consistent in the eyes of other ethnic groups in the United States: excellent grades and top technology, but they are not good at sports, generally introverted and like to get together with their own people.

However, few China engineers can really get ahead in Silicon Valley, such as Andrew Ng, who was recently hired by Baidu with a high salary. Andrew Ng, born in 1976, is one of the most authoritative scholars in the fields of artificial intelligence and machine learning, and enjoys a good reputation in Silicon Valley. Even Andrew Ng, a China native who was born in London and educated in Hongkong and Singapore, did not immigrate to the United States as an adult like many Indian executives. Apart from Andrew Ng, it is difficult to count the names of several senior engineers in China.

A traditional racial power structure in Silicon Valley is: a large number of China engineers in charge of technology research and development, plus a group of Indian middle-level and American white executives.

Now, Indians have broken the "ceiling bottleneck" with practical actions. Engineers in China are still at the level of "diligence, reliability and strong technical ability", and there are few breakthroughs in management.

China privately complained to his Indian colleagues that Indians were "biased". The most criticized crime is that when the company joined the company, the Indian interviewer was naked in favor of Indian candidates, even at the expense of work; At work, Indian colleagues are also cliques, like to show their achievements orally and please their superiors, and everyone loves to study ways of promotion.

Apprenticeship tradition in ancient India

Of course, these "denunciations" have repressed feelings of China engineers, but in management science, this "Indian management" does have its origins. In 2004, the University of Saint Gallen in Switzerland conducted a study on Indian management style, and concluded that Indian executives tend to participate in management and like to establish very far-reaching relationships with subordinates. "This management art may come from the apprenticeship tradition in India, and an emotional bond will be established between the superior and the subordinate," the study said.

A study by Southern University in New Hampshire also compares the differences between Indian managers and American managers in multinational enterprises, saying that "the style of Indian executives is that their superiors will consider their subordinates very sincerely, and they often establish a strong sense of loyalty between them, even exceeding the salary return".

This stems from the ancient tradition of Indian handicraft industry and has made great efforts to promote the integration of Indian engineers into Silicon Valley. As early as the time of Shabir bhatia, Indian engineers and entrepreneurs began to expand their sphere of influence in Silicon Valley, and through the accumulation of several generations, they built a strong interpersonal network of Indian entrepreneurs in the United States.

More than 30 years ago, the first generation of successful Indian entrepreneurs in Silicon Valley realized the difficulties and obstacles in the development of immigrants in the United States and began to help Indian fellow villagers who came to follow without reservation. Through the efforts of several generations of Indian entrepreneurs, they have actually created a benign Indian circle ecology in Silicon Valley, including introducing contacts, setting up angel investment and helping new Indian entrepreneurs. According to an article in the Economic Times of India, "this position was won by the first generation of Indian immigrants with very conscious efforts".

Another breakthrough achievement of previous generations of Indian immigrants is to break the stereotype of Indians in the United States, thinking that Indians can only become excellent engineers, but not outstanding managers. The above article pointed out that "when the first generation of Indian immigrants in Silicon Valley successfully broke the professional glass ceiling, they also decided to support each other from now on. They realize that latecomers will face the same dilemma, and the only way to break through is to hold a group. It is up to the seniors to break down more obstacles, provide more experience and open the door of opportunity for the latecomers. "

Therefore, the kind of "pouring water and hugging one's own people" that China engineers dislike most may be a bit emotional, but it does reflect the work style of Indian executives from one side. It is through this naked tradition of mutual support that the previous generation of Indians opened the way for today's Pichai and Nadella, and proved to Americans that Indians can shoulder great responsibilities.

For engineers in China, apart from the lack of this tradition of strong unity, the native language advantage of Indian English is far behind. After spitting out Indian colleagues' "love to flatter", many China engineers will sigh: "China engineers are not very slippery even if they want to flatter."

Indian Institute of Technology with an admission rate of less than 2%

You may be able to make a living in a big company only by support, but to become a "technical" executive of a technology company, you still have to rely on super strength. Pichai can become CEO of Google, first of all because he invented chrome.

In fact, many excellent Indian engineers can really convince the whole Internet world by their own strength. According to the data of 20 14, about 15% of startups in Silicon Valley were founded by Indians.

In the United States, Indians have actually become the largest ethnic group among technology start-ups founded by immigrants, surpassing the combined population of Britain, China and Japan.

From 1999 to 20 12, although Indian employees only account for 6% of the total number of employees in Silicon Valley, the proportion of companies founded by Indians in Silicon Valley has soared from 7% to 15.5%. Start-ups are one of the most representative indicators of innovation and technical strength. About half of these outstanding Indian engineers come from the same Indian university: Indian Institute of Technology.

This is the alma mater of Pichai and many other Indian executives. It is called the most difficult university in the world, with an admission rate of less than 2%, far lower than Harvard University. Maybe adding Harvard, MIT and Lastun University together is probably the status of Indian Institute of Technology in India.

According to the survey, in Silicon Valley where American high-tech enterprises are concentrated, about 40% of about 2,000 new enterprises are founded by Indians, and half of them are talents trained by Indian Institute of Technology.

Since the golden age of rapid development of science and technology industry in 1970s, 70% graduates of Indian Institute of Technology will choose to go abroad every year, and most of them will settle in the United States. In the past 50 years, Indian Institute of Technology has trained170,000 graduates, and more than 35,000 people have stayed in the United States.