Chapter 1
Silicon Valley's Troublemakers: The Birth of a Revolution
In the late 1960s, while America was engulfed in social upheaval and the Vietnam War raged, a remarkable transformation was quietly beginning in the orchards south of San Francisco. Between 1969 and 1976, a small group of visionaries would create five industries that would forever change how we live: personal computing, video games, advanced semiconductors, modern venture capital, and biotechnology. This wasn't just technological innovation; it was a generational handoff, as semiconductor pioneers passed the baton to younger innovators developing technologies that would become intimate parts of our daily lives. Today, when five of the world's six most valuable companies are tech firms and 46% of Americans say they cannot live without their smartphones, we're living in the world these "troublemakers" created. Elon Musk keeps a dog-eared copy on his nightstand, while Mark Zuckerberg has called it "essential reading for anyone trying to build a company that matters." The story of Silicon Valley's breakthrough era wasn't built by isolated geniuses but through collaboration across companies, industries, and generations-a uniquely American tale of risk-taking upstarts whose exploration brought both progress and unprecedented wealth.
Chapter 2
Paradise Plowed Under: The Valley's Transformation
As 1968 turned to 1969, the San Francisco Peninsula was experiencing a remarkable contrast to the national mood. While the country reeled from assassinations and war, the young electronics industry near Stanford University radiated unbridled optimism. Technology developed in this region had helped send Americans to space and beam back photos. The population had tripled in just two decades to more than one million, with newcomers arriving every fifteen minutes for twenty years straight.
These arrivals transformed the bucolic farming region known as the Valley of the Heart's Delight into a sprawling suburban landscape. By 1969, silicon had come to define the region's business culture. Fairchild Semiconductor, launched in 1957 by eight scientists who left William Shockley's company, had become renowned for innovation and was the fastest-growing stock on the NYSE in 1965. Its success inspired waves of entrepreneurial energy throughout the valley.
In this environment, Bob Taylor was concluding his groundbreaking work at the Pentagon's Advanced Research Projects Agency (ARPA). His demonstration of the first computer network in 1969-what would eventually become the internet-marked a pivotal moment in computing history. Taylor, uncomfortable with supporting what he increasingly viewed as an unjust Vietnam War, left the Department of Defense to head west with his family, his prized Corvette, and his Rolodex of top computer scientists.
Meanwhile, Al Alcorn, caught between Berkeley's political upheaval and his engineering ambitions, found sanctuary at Ampex in Redwood City. There he discovered his "nerd paradise"-an orderly world of engineering that contrasted sharply with Berkeley's chaos. At Ampex, Alcorn met two colleagues who would change his life: the quiet, technically skilled Ted Dabney and the brash, charismatic Nolan Bushnell. These men would soon found Atari and launch the video game industry.
In the same period, twelve-year-old Fawn Alvarez was earning pocket money stuffing envelopes at ROLM Corporation while her mother Vineta worked in production. Despite initial reluctance to join the startup, Vineta was eventually convinced when offered charge of all production-a management position unavailable to women at larger companies. The Alvarez family lived in Cupertino's Rancho Rinconada neighborhood, surrounded by orchards where Fawn had previously harvested fruit.
At Fairchild Semiconductor, Mike Markkula thrived despite cramped conditions, sharing a tiny cubicle with ambitious colleagues. While Fairchild embraced a work-hard/play-hard culture with wild sales team antics, Markkula remained focused on advancement through diligent work. By 1970, with Fairchild deteriorating as employees left for competitors, Markkula accepted an offer from Intel, negotiating for 20,000 stock options rather than prioritizing salary.
As these individual journeys were unfolding, Niels Reimers at Stanford University was creating a new approach to university inventions. Discovering that Stanford had received less than $3,000 from Research Corporation (which handled university patents) over thirteen years, Reimers envisioned a more entrepreneurial approach to university intellectual property. His vision balanced Stanford's dual mission of promoting public welfare while preparing students for "personal success and direct usefulness in life."
Chapter 3
The Visionaries: Creating New Industries from Scratch
While protests blazed at Stanford in 1969, alumna Sandy Kurtzig was working at Bell Labs in New Jersey with her new husband. Though not employed by Bell Labs directly, Kurtzig sold time on General Electric's time-sharing computers to Bell researchers, convincing them that the unimpressive-looking terminals could replace slow punch-card processing. Her sales strategy was simple: "Walk around the halls and ask, 'Can I help you with your problems?'" She excelled until her boss removed her from the account-her success was hurting GE's more profitable mainframe business.
After three years, homesick for California, she confronted her reluctant husband: "I'm going back to California. You can come with me, or I'll go by myself." He relented, and they began searching for jobs in California, setting the stage for Kurtzig to eventually found ASK Computer Systems.
By 1972, Kurtzig had crafted a bold "WANTED" flyer for her fledgling business, featuring her photo with warnings not to resist "THIS WOMAN" who was "ARMED with facts and figures." She embraced her femininity with a pink briefcase and lavender business cards, believing that "being a woman often gets you in an office easier than a man." Despite her pregnancy threatening ASK's future, Kurtzig discovered after her son's birth that she "wasn't the kind that can stay at home and talk baby talk." She hired a live-in housekeeper while working from home and spending late nights at the data center.
In early 1974, Kurtzig pivoted ASK's business model after a suggestion to write a generic manufacturing program instead of custom solutions. She created MANMAN (initially named MAMA), which became successful on Tymshare's platform, used by fifty companies including Coca-Cola and Borden Chemical.
Meanwhile, Bob Taylor's unconventional leadership at Xerox PARC's Computer Science Laboratory created an environment where innovation flourished despite his contentious relationship with management. His team developed the revolutionary Alto personal computer with a mouse, graphical interface, word processing, and networking capabilities-essentially continuing Taylor's ARPA vision of computers as communication devices.
Taylor built a revolutionary research environment at PARC, recruiting top talent from universities and struggling companies. His weekly "Dealer" meetings became the intellectual center of the lab, where researchers presented ideas for critique. Despite lacking technical training himself, Taylor expertly guided his team's vision of transforming computers from calculation devices to communication tools.
By 1972, the lab began developing the Alto, a personal computer with a graphical display, keyboard, and mouse, designed to be networked with other machines-a vision of interactive computing that would reshape the industry but that Xerox would largely fail to commercialize.
Chapter 4
Gaming's Big Bang: The Birth of Atari
The Pong prototype at Andy Capp's Tavern became an instant sensation. When the bar manager called Alcorn about a malfunction, he discovered the coin box overflowing with quarters-about $100 worth-simply because the machine was too full to operate. This unexpected success prompted Bushnell to make a pivotal decision: rather than licensing Pong to Bally as originally planned, Atari would manufacture the game themselves.
Despite resistance from Alcorn and Dabney, who saw themselves as designers rather than manufacturers, Bushnell insisted, "We are in the manufacturing business." They placed ten test machines in local bars, quickly learning that the games needed to withstand considerable abuse-from pool balls being thrown at cabinets to well-meaning bar owners adjusting power supplies.
Despite these challenges, Pong machines earned around $150 weekly-three to five times more than typical pinball machines. The interactive television experience was revolutionary, with people lining up outside bars at 9 a.m. just to play. Within six months, Atari sold approximately 7,000 Pong machines at $1,100 each, with manufacturing costs around $600.
At Atari, Alcorn found himself working in a strange mix of professionalism and counterculture. While he and engineer Steve Bristow considered themselves serious professionals despite their long hair and bell-bottoms, Atari's culture had a seedy side-from its connections to the pinball industry (still illegal in some cities) to the raunchy content in company newsletters.
As Atari grew, its corporate culture became increasingly unconventional, with an employee council empowered to overturn management decisions on firings and transfers. Bushnell created "the Atarian Philosophy," promising dignity, fair pay, and profit-sharing while establishing generous benefits including stock ownership for all employees. Despite this progressive approach, the company faced devastating challenges from competitors who created cheaper knockoff versions of Pong, selling five copycats for every authentic Atari game.
By 1974, Atari was losing $600,000. Alcorn, who had left on sabbatical during his mother's illness, returned to find Bushnell emotionally broken but determined to turn things around with Joe Keenan as the new president. Alcorn was tasked with creating a home version of Pong, which he initially thought "absurd" but pursued anyway. Working with engineer Harold Lee, they successfully miniaturized Pong's circuitry onto a single custom chip-creating the foundation for home video gaming.
Don Valentine, a venture capitalist with Sequoia Capital who had been consulting for Atari, proved instrumental in their success. With his deep connections from Fairchild and National Semiconductor, Valentine helped position Atari to sell Home Pong through Sears rather than toy stores. The Sears deal for 75,000 units, plus a $1.5 million loan, saved Atari. By 1975, Atari had rebounded completely, designing over thirty games, employing 725 people, and occupying eleven buildings.
Chapter 5
The DNA Revolution: Stanford's Biotech Gamble
In summer 1974, Niels Reimers sat at his desk in Stanford's Office of Technology Licensing, reviewing mail in the small trailer that now housed his operation. Among his mail was a New York Times clipping about a breakthrough in genetic engineering. Two labs had developed a way to transplant genes from a frog into bacteria, which then replicated the foreign DNA. The implications were staggering-bacteria could potentially be engineered to produce insulin, antibiotics, or other valuable substances.
Though Reimers knew little about biology, he recognized the commercial potential and contacted Stanford scientist Stanley Cohen, suggesting he patent the DNA technique. Cohen, a deliberate and principled scientist, initially hesitated, raising ethical concerns: the process built on others' discoveries, might restrict scientific progress, and had been funded with public money. Reimers countered each objection, explaining that patents wouldn't restrict academic use and that institutional patent agreements allowed universities to claim rights to publicly-funded inventions.
Cohen's collaborator, Herb Boyer at UCSF, had isolated an enzyme that could clip apart DNA strands, while Cohen had developed methods to make bacterial cells take up foreign DNA. Their collaboration bridged the forty miles between their labs, with research technician Annie Chang shuttling materials between Stanford and UCSF in her Volkswagen Beetle. Together they created a process where recombinant DNA could reproduce as bacterial cells divided-a breakthrough that brought Boyer to tears when he first observed it.
By late July 1974, Boyer had agreed to the patent application, though both scientists declined personal royalties, uncomfortable with breaking from biology's cultural norm that valued basic research over commercial applications. With just two months remaining before the publication deadline would invalidate any patent claim, Reimers hired attorney Bertram Rowland, who drafted the application in just three weeks. On November 11, 1974-one week before the deadline-Stanford filed the application for "Process and Composition for Biologically Functional Molecular Chimeras," a remarkably broad patent claiming techniques for cloning virtually all possible DNAs in all possible ways.
While Reimers pursued the patent, the scientific community wrestled with the implications of recombinant DNA technology. Despite managing roughly six patent disclosures monthly and other responsibilities, Reimers remained convinced the DNA patent was worth the effort, telling administrators it had potential to be "Stanford's most important-ever invention" both financially and in public impact.
Chapter 6
From Intel to Apple: Markkula's Second Act
In December 1972, Mike Markkula was calculating his annual net worth when he realized he'd achieved financial independence four years ahead of his fifteen-year plan. At just thirty-one, he could live comfortably off his Intel stock options and savings. When Intel introduced its 4004 microprocessor, Markkula was "so excited I could hardly see straight." This revolutionary "computer on a chip" transformed the industry by allowing systems to be changed through programming rather than physical hardware rearrangement.
Markkula considers computerizing Intel's order processing his most important contribution at the company. Shocked to find shipping clerks calculating backlog orders with pencil and ledger, he rented a Teletype Model 33 terminal and wrote a program using BASIC and Tymshare's Retrieve database. This system provided the real-time inventory and order tracking essential for accurate forecasting and delivery scheduling.
By 1974, Intel was forced to lay off 30% of its workforce as semiconductor shipments dropped 25% following the OPEC oil embargo. In early 1975, when Intel restructured, Markkula was passed over for VP of sales and marketing. With his final stock options vesting (worth $2.25 million, or $10 million in 2016 dollars), Markkula decided to retire at just 33 years old.
He began working through goals he'd meticulously tracked on a 3x5 card: learning to read music, woodworking, teaching fourth-grade math, joining the Cupertino Planning Commission, and programming. The only thing he missed was interacting with "bright, fiery-eyed" entrepreneurs, so he began offering free Monday consultations. In fall 1976, venture capitalist Don Valentine connected him with "two guys named Steve" who had started Apple Computer.
In fall 1976, Markkula broke his rule of only meeting entrepreneurs on Mondays to visit Steve Jobs and Steve Wozniak at the Jobs family garage in Los Altos. Despite their unconventional appearance, Markkula recognized that "what was there far overshadowed how they might be dressed." The young entrepreneurs had transformed the garage into a makeshift manufacturing line for the Apple I circuit boards. But Markkula was more interested in their next project-Wozniak's new computer that displayed color graphics, played games, included a built-in programming language, and featured an ingeniously designed circuit board with expansion slots. "It was spectacularly good. It was so clever and so correct," Markkula recalled, growing excited even forty years later. "There wasn't a wasted bit anywhere."
Chapter 7
Growing Pains: The Challenges of Success
By 1976, Silicon Valley had gained national recognition in major newspapers, with companies like Intel, HP, and Atari achieving success. Yet many innovations faced indifference or fear-Steve Jobs and Wozniak struggled to find backers, Sandy Kurtzig's software business seemed tenuous, and Xerox executives showed little interest in PARC's personal computer.
The region itself faced growing pains as San Jose became America's fastest-growing major city, with congested freeways, soaring housing prices, and vanishing orchards. Even the Arpanet faced congressional scrutiny over privacy concerns, with Senator John Tunney suggesting potential amendments to the Bill of Rights to address new computer networking technology.
Fawn Alvarez quickly discovered that assembling ROLM's breakthrough CBX telephone system was mind-numbingly monotonous. In a football field-sized room with fluorescent lighting, she'd add electronic components to circuit boards moving along a conveyor belt, following engineering schematics or working from memory.
Half of ROLM's employees worked in manufacturing when Alvarez joined, creating what she called "a mini United Nations" of workers from Mexico, Vietnam, and Cambodia. Unlike many tech companies with strict schedules and dress codes, ROLM required only closed-toe shoes and allowed workers to control their pace.
ROLM's corporate philosophy included "Be a great place to work" alongside profit goals. Every employee received medical and dental benefits, profit sharing, stock purchase plans, and a twelve-week sabbatical after six years. The founders actively opposed unionization, believing good treatment eliminated its necessity. As Alvarez noted, "We had dignity. What could we get from a union that we didn't already have?"
Meanwhile, Manny Gerard of Warner Communications sent a memo declaring, "I have seen the future," after witnessing Atari's breakthrough Stella system. As one of three members of Warner's Office of the President and their "filter for acquisitions," Gerard recognized the revolutionary potential: "This is something structural. This is going to be a big business. This is a big fucking deal."
The agreement signed in October 1976 reflected Gerard's anxieties about Atari's management. Warner paid $28 million ($119 million in 2016 dollars) for Atari, but only $12 million was paid immediately. The remaining $16 million would be paid as fixed amounts over seven years through subordinated debentures. Additionally, if Atari reached certain profit levels, top managers would split 15% of profits above that threshold. This structure incentivized the team to stay and make the company successful.
Chapter 8
From Garages to IPOs: The Valley Takes Flight
In late 1975, Sandy Kurtzig couldn't imagine achieving Atari's level of success. ASK was struggling to develop a version of MANMAN for HP's 3000 minicomputer after failing with the HP 2100. Despite having only a half-dozen employees, ASK was juggling projects for seven different customers on five different minicomputers. The company was barely profitable, with $143,000 in sales but only $2,900 in profits for the first half of 1975.
Realizing ASK needed focus to survive, Kurtzig streamlined operations. She retained a promising project for Hughes Aircraft but jettisoned everything else-including a Boeing deal. When Boeing threatened to sue, Kurtzig countered that "Boeing Screws Small Company" might make a great headline, eventually negotiating an exit payment.
The gamble paid off. In January 1976, ASK successfully delivered MANMAN on an HP minicomputer to Hughes Aircraft. The $150,000 system included the HP 21MX computer loaded with MANMAN software, tape drives, discs, and terminals distributed across Hughes' departments. Hughes reported dramatic efficiency improvements-tasks that once required three full-time employees and took three weeks could now be completed by one person in three hours.
Meanwhile, Robert Swanson, a 28-year-old recently fired from venture capital firm Kleiner & Perkins, saw opportunity in recombinant DNA technology where others saw danger. The competitive MIT graduate had been dismissed after enthusiastically pursuing recombinant DNA technology that Cetus Corporation deemed a decade away from commercialization.
Unemployed and desperate, Swanson cold-called scientists from the Asilomar conference, asking when recombinant DNA could be commercialized. Most gave vague answers suggesting a long timeline until he reached Herb Boyer, who boldly stated it could happen within a few years. This connection would lead to the founding of Genentech, the world's first biotechnology company.
In November 1977, Bob Taylor reached a pivotal moment at the Xerox World Conference in Boca Raton. While 300 executives gathered for the "Futures Day" demonstration of PARC's Alto personal computer system, Taylor found himself locked out without a pass-the latest development in his ongoing power struggle with PARC director George Pake. Despite leading the team that developed the revolutionary technology being showcased, Taylor was forced to sneak in through a loading dock and hide in the balcony behind lighting equipment.
The $220,000 Futures Day demonstration represented the culmination of Taylor's two-year effort to showcase PARC's work. By 1977, the Alto system featured a graphical user interface, mouse, and network capabilities, with such high demand within PARC that employees worked nights to use the machines. Despite having 400 Altos installed throughout Xerox, none had reached senior executives.
Chapter 9
The Apple Revolution Takes Shape
Mike Markkula discovered Apple when he visited Steve Jobs and Steve Wozniak in their garage operation in fall 1976. Though Apple was already profitable, selling circuit boards to the Byte Shop for $500 that cost $220 to assemble, it lacked business fundamentals-operating from a family garage with minimal paid staff and arbitrary pricing. Markkula advised the founders to write a business plan, but when they failed to do so after weeks of meetings, he realized he would have to write it himself-something he'd never done for other entrepreneurs he'd advised.
Markkula drafted Apple's business plan in mid-November, defining the company's objectives, markets, and pricing strategies. He recommended targeting the hobby market first before expanding, selling both computers and peripherals, and maintaining 20% pretax profits to fund R&D. The more he worked on the plan, the more excited he became, especially when he calculated Apple could reach $500 million in annual sales within a decade-faster growth than any company he knew.
After serious discussions with his wife Linda, Markkula decided to join Apple despite his comfortable retirement. He saw a perfect match between Apple's needs and his skills, particularly in marketing-an area where Jobs showed potential but lacked experience. Markkula believed nobody else "had the foggiest idea how to market a personal computer" in an era when computers were viewed with suspicion by the general public. He committed to a four-year stint, the same duration he'd spent at Hughes, Fairchild, and Intel before getting bored.
Apple Computer incorporated on January 3, 1977, with Jobs and Wozniak each receiving 26% of the company in exchange for their partnership interests (valued at $5,308). Markkula invested $91,000 for an equivalent 26% stake and personally guaranteed a $250,000 line of credit from Bank of America. Though the investment represented less than 10% of his wealth, establishing early banking relationships was strategically important for Apple's future growth.
Markkula's first recruitment target was Mike Scott, his former Fairchild officemate who had moved to National Semiconductor. Scott had valuable experience in both marketing and manufacturing, having directed hybrid operations where he oversaw all aspects of the hybrid circuits business. Markkula wanted Scott as president to run manufacturing and handle day-to-day operations, freeing Markkula to focus on strategy.
Chapter 10
Triumph: Silicon Valley Transforms America
The early 1980s were heralded as "The Golden Age of Electronics" by analyst Ben Rosen, offering hope amid America's economic struggles with inflation, manufacturing job losses, and Japanese competition. Silicon Valley emerged as an economic powerhouse, adding 50,000 jobs annually for three consecutive years and accounting for one-fifth of all new U.S. jobs. High-tech employment in the Bay Area grew 77% between 1974-1980, with Santa Clara County's per capita income growth outpacing California's by over 10%.
This "latter day Gold Rush" was supported by favorable policy changes, including a reduction in capital gains tax from 49% to 28% and relaxed "prudent man" rules for pension fund investments, unleashing over half a billion new dollars for venture capitalists. Politicians from both parties embraced the high-tech sector, with California Governor Jerry Brown establishing a Commission on Industrial Innovation that included David Packard and Steve Jobs, while "Atari Democrats" advocated for entrepreneurial technology industries in Washington.
On October 14, 1980, Genentech made Wall Street history with the fastest first-day gain ever, opening at $35 per share and zooming to $89 in just twenty minutes. By closing, the company was valued at $532 million ($1.6 billion in 2015 dollars). Swanson and Boyer's original $500 investments were each worth about $65 million, as was Kleiner & Perkins' $200,000 stake. The IPO transformed the biotech industry-a dozen more biotech companies went public in the next two years.
Two months later, on December 2, 1980, the Cohen-Boyer recombinant DNA patent was finally issued after six years, coinciding with Congress passing the Bayh-Dole Act that codified universities' rights to own federally-funded inventions. Reimers devised a shrewd licensing strategy, offering favorable terms only to companies that signed up within four months, without revealing what future terms would be. Despite initial resistance from companies arguing the technology should be in the public domain, Reimers' strategy worked brilliantly.
Within Silicon Valley, Atari became a prestigious employer for programmers and game designers. The work culture was intense but creative-programmers had complete control over every aspect of game development, from design to sound effects. They would test games on shared development systems, with popular games drawing crowds of colleagues who would offer suggestions and shortcuts. The unwritten expectation was that games should go from concept to production in six months.
Chapter 11
Legacy and Transition: The Valley Evolves
By 1983, Silicon Valley had captured the public imagination despite challenges like pollution and skyrocketing housing costs. Tourists took driving tours past famous garage offices, while entrepreneurs could lease specially built garages to start ventures in authentic Silicon Valley tradition. Information technology spending had grown to 38% of corporate capital equipment budgets, up from 22% fifteen years earlier. Even President Reagan praised the region's "Pioneers of Tomorrow" in his State of the Union address.
For many in the Valley, the mid-1980s marked significant transitions as founders left companies, industry profiles shifted dramatically, and the modern Internet came closer to reality with widespread adoption of the TCP/IP protocol. Meanwhile, an ecosystem of over three thousand specialized firms had evolved to support new businesses with expertise ranging from venture capital to specialized manufacturing, helping launch the next generation of entrepreneurs.
In May 1983, Bob Taylor received an alarming email about Apple's Lisa computer implementing most of Xerox STAR's features in half the time. Taylor was frustrated as his marriage collapsed, key employees left, and budget cuts deepened. His relationship with PARC's new director Bill Spencer deteriorated severely, culminating in August 1983 when Spencer delivered a memo threatening termination if Taylor didn't reorganize his lab, stop making derogatory remarks about Xerox, and report weekly on compliance.
After meeting with Xerox executives who backed Spencer, Taylor called a lab meeting and announced his resignation after "thirteen years and 19 days." Chuck Thacker immediately quit in solidarity, and many researchers were outraged. Within eight months, over half the technical staff-twenty-eight people-left PARC, with fifteen joining Taylor at DEC, where they continued developing innovations in distributed computing, reliable networks, and search technology.
By 1983, video games had thoroughly penetrated American culture, with Warner stock soaring 3,000% in six years following the Atari acquisition. Then everything crashed. In June, Warner announced staggering losses of $310 million in just three months-over $3 million daily. By year's end, Atari had lost approximately $500 million, a devastating reversal from the previous year's $323 million profit.
Chapter 12
Wave After Wave: Silicon Valley's Continuing Impact
Facebook's massive Silicon Valley headquarters resembles a small town with free restaurants, services, and weekend farmers' markets. Yet beneath the company's iconic thumbs-up sign at the entrance lies a hidden message-the reverse side still bears the logo of Sun Microsystems, the former occupant of the campus. This deliberate preservation by Mark Zuckerberg serves as a warning to employees: even iconic companies can disappear through complacency, poor decisions, or new competition.
Sun Microsystems exemplifies Silicon Valley's generational innovation chain. Founded in 1982, Sun reached $1 billion in sales in just six years and became America's fastest-growing company between 1985-1989. Its success drew from previous innovations-its workstation design incorporated Xerox PARC technology, it received investment from Kleiner Perkins (which had launched Genentech), utilized Stanford resources through Niels Reimers' licensing office, and ran on Sandra Kurtzig's MANMAN software. Despite marketing itself as "the dot in dot-com," Sun eventually crashed when dot-com companies canceled orders, and was acquired by Oracle in 2010 for $7.4 billion.
Sun's legacy extends beyond its faded sign. Its Java programming language powers millions of websites and applications. Its alumni include former CEOs of Google, Yahoo!, and Motorola. Its co-founders continued supporting innovation-notably when Andy Bechtolsheim wrote a $100,000 check to "Google, Inc." before the company was even incorporated.
This cross-generational support network-where technology, alumni, and resources from one innovative wave support the next-represents Silicon Valley's distinctive contribution to the global economy. The region's innovation genealogy is extensive: Stanford and PARC begat Sun; Fairchild begat Intel and National Semiconductor, which through Markkula begat Apple; Stanford spawned Cisco, Google, HP and many others; Ampex led to Memorex, Oracle and Atari.
While Silicon Valley's innovation hasn't been an unmitigated good-bringing economic inequality, environmental challenges, and outsized political influence-its impact remains unmatched. The period covered in this book saw the launch of five major industries: video games, personal computing, biotechnology, modern venture capital, and advanced semiconductor logic. The region's continuing vitality stems largely from its immigrant population-37% foreign-born (triple the national average), with two-thirds of science and engineering degree holders born outside the US. This constant influx of new perspectives has been essential to Silicon Valley's ability to reinvent itself through successive waves of innovation.
