The New American Dream: Bringing Silicon Valley To A Town
The New American Dream Bringing Siliconvalley To A Town And Entrepr
The article explores the innovative vision of Phil Libin, former CEO of Evernote and partner at venture capital firm General Catalyst, who aims to redefine the traditional startup ecosystem through the creation of All Turtles—a meta-company designed to empower entrepreneurs worldwide. Libin observed that establishing a tech startup involves numerous complex steps, such as patent filing, prototype development, and funding acquisition—barriers that often deter talented individuals, especially those outside Silicon Valley or from underrepresented backgrounds. His insight led to the conception of All Turtles as a platform that provides the necessary infrastructure and community for innovators to focus solely on developing their ideas without the burdens of legal, financial, or operational complexities. This concept aligns with the broader goal of democratizing technology creation, allowing entrepreneurs from diverse geographical and socio-economic backgrounds to participate in the innovation economy.
The motivation behind All Turtles stems from recognizing the disparities in opportunity within the tech industry. Data indicates that most billion-dollar startup founders attended elite institutions like Stanford or Harvard, predominantly from a narrow demographic. Libin highlights how geographical proximity to Silicon Valley and certain educational backgrounds dramatically increase an individual's chances of success, creating a barrier for many talented innovators across America. In response, Libin envisions a global network of All Turtles outlets—initially in San Francisco, Tokyo, and Paris—that would serve as localized hubs enabling a broader range of people to contribute to technological advancement. These hubs aim to foster community, provide physical workspaces, and facilitate connections, thereby democratizing access to entrepreneurship resources otherwise concentrated in Silicon Valley.
Central to Libin’s philosophy is the notion of deconstructing the traditional company structure, which often constrains inventors by forcing them into legal and financial frameworks that may stifle innovation. Instead, All Turtles functions as a studio, akin to Netflix's model of producing content, where creators pitch ideas and then receive the support needed to turn concepts into market-ready products. Innovators retain equity and remain free to move on to new projects once their initial product launches, encouraging continuous innovation and reducing the stagnation associated with traditional startup models. The platform essentially acts as a facilitator, handling tasks like legal registration, patent filing, prototype creation, and funding, thereby removing significant barriers that typically hinder individual creators from realizing their ideas.
Moreover, Libin’s approach aligns with trends in cloud computing, gig economy platforms, and remote work, which collectively reduce geographical and infrastructural constraints. Entrepreneurs can leverage services like AWS, WeWork, and other digital platforms to initiate projects with minimal initial investment, making the process more accessible. The overarching goal is to disrupt the conventional notion of a company as the sole incubator of innovation, replacing it with a flexible, platform-based model that emphasizes continuous creation and collaboration. This vision not only facilitates technological progress but also aims to drive economic development in regions traditionally marginalized from Silicon Valley’s wealth and influence.
Libin also reflects on the philosophical underpinning of the company name, ‘All Turtles,’ derived from the metaphor of the world supported on the back of a turtle, or turtles all the way down. This metaphor emphasizes the layered and interconnected nature of platforms, extending from the physical infrastructure of routers and fiber optics to complex cloud services and digital ecosystems. The platform-driven model promotes a decentralized and inclusive approach to innovation, contrasting with the centralized, often exclusive, structure of established tech hubs.
In summary, the article presents a vision for a transformative approach to entrepreneurship—one that leverages modern technology platforms, fosters inclusivity, and decentralizes innovation hubs—aiming to democratize opportunity and accelerate technological development globally. While still in its infancy, Libin’s concept of All Turtles could reshape the fabric of how startups are created and sustained, making the American Dream of opportunity accessible beyond traditional geographic and socio-economic boundaries.
References
- Libin, P. (2017). The New American Dream? Bringing Silicon Valley to a Town (and Entrepreneur) Near You. Newsweek, 168(22), 1-4.
- Choudary, S. P., Van Alstyne, M. W., & Parker, G. G. (2016). Platform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work for You. W. W. Norton & Company.
- McAfee, A., & Brynjolfsson, E. (2017). The Business of Platforms: Strategy in the Age of Digital Competition, Innovation, and Power. Harvard Business Review Press.
- O'Reilly, T. (2015). The Four Forces Breaking Digital Markets. Harvard Business Review, 93(3), 81–89.
- Nambisan, S. (2017). Digital Entrepreneurship: Toward a Digital Technology Perspective of Entrepreneurship. Entrepreneurship Theory and Practice, 41(6), 1029–1055.
- Gawer, A. (2014). Bridging Different Worlds: The Multilevel Coevolution of Platform Strategies. Journal of Organization Design, 3(1), 5–16.
- Kennedy, M. T. (2018). How to Foster Innovation in a Digital Age. MIT Sloan Management Review, 59(3), 1–8.
- Sun, S., & Kou, G. (2020). Blockchains and Smart Contracts for Supply Chain Management. International Journal of Production Research, 58(7), 2117–2136.
- Rosenberg, N. (2018). Accelerating Innovation Through Infrastructure and Platforms. Science, 362(6415), 721–722.
- De Reuver, M., Sorensen, C., & Basole, R. C. (2018). The Digital Platform: A Research Agenda. Journal of Information Technology, 33(2), 124–135.