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magine that one day you leave the office for lunch. When you return, you discover that someone has done a major remodel of your office. They ve changed all the furniture, and reorganized all your files for you. Only problem is, you hate the d cor, you can t find anything in this new organizational scheme, and the decorator has left a bunch of her irrelevant junk scattered all over your office. That sort of thing can happen all the time when two or more people share a single PC. If you ve ever been in that situation, you know it doesn t take long before tempers start to flare. The solution to the problem is user accounts. With user accounts, every person has their own desktop, their own Start menu, their own My Documents, My Music, and other folders. When someone makes wild and crazy changes to his or her desktop or downloads a bunch of junk from the Internet, it affects only that person s account. When you sign into your user account, everything is exactly as you left it. No unpleasant surprises. It s the next best thing to each person having his or her own separate PC, because what other people do in their user accounts has no bearing on your user account.

The presence of the founders (or their progeny) provides a central clue to the way the organization functions and how it behaves; its industry personality , so to speak. Entrepreneurs are generally thought to be abnormal people the black sheep of the business community whose autocratic management style and Victorian business philosophy are considered an anachronism in the modern business world. Box 1.1 lists some of the special characteristics of entrepreneurs and their putative behavioural effects. Some of these characteristics do not t well with modern management theory. For example, a bias for action could be considered synonymous with a lack of analysis, knee-jerk undisciplined response and whimsical decision making, leading to costly mistakes. Management thinkers prefer a planned, orderly, systematic approach to business decision making in order to control risks. Yet it is crucial to understand the motivation, values and ethics of the founders. They constitute the dissatis ed minority who are not usually tolerated in large organizations. Driven by a high need for achievement (managers in large organizations have a high need for power and af liation ), they eschew hierarchical reporting structures (indicative of power) and extra-mural social activities (af liation), preferring to work long hours to ensure that customers orders are ful lled on time and quality standards are up to scratch.

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E3(X3)

Most of the organizations discussed up until this point fit the category of small businesses, and it is reasonable to wonder whether the unique Young World traits I have imputed to them, particularly their agility, culture, opportunistic use of networks and technologies, and ability to find and fill market gaps, are simply the attributes of any new startup in the current climate. If that were the case, their emergence would constitute an interesting but not terribly disruptive development in the long term, because one might assume that as the businesses grow beyond their founders initial visions, they will begin adopting the characteristics of traditional managerial companies anywhere. One way to test that theory is to look at a few examples of Young World enterprises that have grown into successful global providers of the very first rank. Ghana s theSOFTtribe, Argentina s Globant, and India s Infosys all epitomize Young World knowledge economy entrepreneurism at its most mature stage: strategic, multinational, well-resourced, and highly competitive for both business and talent. In each case, we see that the Young World differentiators have not diminished with the increase in scale; rather, they have become even more pronounced. These companies all invest massively in local capacity development; seek alignment between public, private, and NGO resources for both business and social purposes; capitalize on distributed workforce and networked business models; and focus on an ethos of sustainability firmly rooted in the Spartan conditions of their home markets. Most importantly, each of these companies fulfills a critical role in their national and regional entrepreneurial ecosystems. They are beacons of success, changing the way young people think about their potential. They create wealth and employment, giving rise to a

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