Creating and Sustaining Regional Collaboration in Silicon Valley? The Case of Joint Venture: Silicon Valley

Abstract

Joint Venture: Silicon Valley (JV:SV) was launched in 1992 in response to an economic downturn and the perception that Silicon Valley was losing its competitive edge.By bringing together business, government and civic leaders, JV:SV established itself as a regional convener committed to enhancing the economy and quality of life in Silicon Valley.As a convener, JV:SV brought together leaders from business, government (elected officials as well as high-level city and county employees), education and large nonprofits to identify and then address regional issues.JV:SV's scope has been far-reaching: from 1993 through the present, JV:SV has undertaken a diverse range of projects, such as economic studies, regional assessments, educational reform, business incubation, building technological infrastructure and tax reform.By engaging regional decision-makers, using solid data to inform its decisions, and measuring its progress, JV:SV's founders created a responsive organization that changed the landscape of Silicon Valley.JV:SV's work has both project-and regional-level outcomes.An exploration of three distinct JV:SV projects-Smart Permit, Challenge 2000 and the Index of Silicon Valley-reveals substantive project-level outcomes.These projects are distinct from each other in scope and approach, yet representative of the types of projects JV:SV undertook in the 1990s.Nonetheless, it should be noted JV:SV's project-level outcomes exceed those specific to the aforementioned three projects.vi Though building social capital was not an explicit or intentional goal for JV:SV, it is a significant outcome of its work.The tremendous social capital amassed through JV:SV benefited those who were once affiliated with JV:SV but are no longer directly involved with its work, as well as the Valley overall.JV:SV's projects resulted in significant social capital because they brought together new and established professionals who were committed to the future of Silicon Valley.The subsequent structure of these projects encouraged ongoing interaction between these professionals.The social capital derived from JV:SV improved the region in three ways.First, myriad individuals and organizations throughout the Valley adopted JV:SV's vision, often informally and after their official JV:SV affiliation had ceased, thus extending JV:SV's vision beyond individuals' involvement with the organization.Second, the deep relationships formed in the JV:SV context have facilitated new programs and projects to this day: close personal and professional relationships initiated through JV:SV have continued to this day, particularly among women.These relationships have facilitated professional collaboration.Lastly, JV:SV-derived social capital has made decision-makers more willing to work together outside of the context of JV:SV.JV:SV attracted recognized Silicon Valley leaders from different sectors.Often, these leaders did not know each other.By creating a common forum for these leaders, JV:SV's work increased private, public and nonprofit sectoral leaders' willingness to work at a regional level.JV:SV's research informed its own priorities, as well as those of other organizations in Silicon Valley.JV:SV generated a wide range of reports on relevant issue areas from workforce development to tax policy.JV:SV's widespread and ongoing use of new research emphasized that organizational and regional priorities needed to evolve over time.On a regional level, extending beyond JV:SV projects, economic and social issues came to be understood as dynamic rather than static.JV:SV's successes in the 1990s can be attributed to three factors: (1) strong leadership, in terms of JV:SV's staff and Board members, and through its public image; (2) a responsive organizational structure that emphasized results; and (3) using a venture capital model to identify and solve regional problems, which

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